**Safety for Supervisors**

**1112-01 BC**

**A Telecast Originating from the BLM National Training Center in
Phoenix, Arizona**

**February 28, 2002**

This transcript is from the closed-captioning file produced during the
telecast.

It may contain errors and omissions in transcription.

\$6.6 million. In the overall Federal budget that may not sound like
much, but just think of what your office or even state could do with
that amount of money. A lot of fencing, road construction, wildlife
studies, and even computers can be bought for that. But that will never
happen, of course. And why? Because 6.6 million is how much BLM spent on
workman\'s compensation costs alone just last year. If you think about
it, that\'s just the tip of the iceberg. Money to pay for worker\'s
compensation costs plus money for property damage, tort claims, that
just doesn\'t come from an anonymous source. It comes straight out of
the money that BLM has available to send to your office to improve your
state programs, and, trust me, you don\'t even want to add up the hidden
costs of time and productivity. While you are office deals with
accidents, investigations, the real work of BLM gets put aside. In the
past the term safety brought to mind first aid, and maybe even defensive
driving. But today safety program in BLM is about a whole lot more. From
abandoned mines to ATVs, Personal Protective Equipment, to public safety
concerns, BLMers like yourself are facing the difficult challenge of
creating a hazard‑free workplace while still practicing good risk
management. And remember, as managers and supervisors, your
responsibility to safety goes beyond that of just your fellow employees
to that of the public that uses the lands we manage. We want ‑‑ no, we
need for you to think of safety issues as if they were second nature. A
reflex action, something that\'s always considered in everything that
you do. Today\'s training is not meant to be the last word in safety,
but rather the starting point to making you more aware of how important
safety is in everything you and your employees do on the job. A job that
if you think about it could be a lot easier with \$6.6 million around.

Announcer: The Bureau of Land Management Satellite Network presents live
from the BLM National Training Center in Phoenix, Arizona, Safety for
Supervisors, course 1112‑01BC. An overview for all BLM managers and
supervisors on BLM\'s safety program. And now, the host of your program,
Jan Gamby.

J. Gamby: Good morning and welcome to Safety for Supervisors. As a
manager, I take the subject of safety very seriously. Safety is truly
everyone\'s responsibility. We\'ve got a great training session for you
today featuring some very experienced and talented BLMers who will bring
you some of the latest information on this very important topic. Joining
me for this morning\'s session is Art Segovia, State Safety Engineer for
BLM New Mexico, Oklahoma and Texas. Good morning, art.

A. Segovia: Good morning, Jan. I\'m glad to be here. I would just like
to mention to everyone that Jan is more than just our host today. As a
manager she active will he supports the Bureau safety program. In fact,
she serves as the management representative on the National Safety and
Health Management Team.

J. Gamby: Also with us is.

K. Higgins:, Ken Higgins safety specialist for BLM southern Alaska based
out of Anchorage. Welcome, Ken. Ken Higgins glad to be here. February in
Alaska, glad to be in Phoenix. It\'s great.

J. Gamby: We appreciate you both being here this morning with us to talk
about safety. As you heard from Bill Huntington in our opening video,
safety, if not taken seriously, cannot have significant financial and
even deadly consequences when things go wrong. For this very reason, the
BLM\'s leadership believes it is critical that every manager and
supervisor, including work and team leads, receive basic safety
training. Along with some tools that we can all use on a day‑to‑day
basis to make our workplace safer for everyone. Today we will start off
by covering overall rights and responsibilities. These include agency
responsibilities, employee rights and responsibilities and your
responsibilities as a supervisor. Next we\'ll go over some of the
Occupational Safety and Health Administration, also known as OSHA,
regulations dealing with written safety programs within BLM. And as
supervisors, we\'ll go over the tools you have to work with as well as
an example of what a good employee supervisor orientation looks like.
Then we\'ll introduce you to the concept of risk management. We will
take you live to Roseburg, Oregon, where we will get a chance to see a
practical example of how a road crew uses risk management in their
everyday work to make sound safety decisions. As we move along, we will
discuss our responsibilities as a supervisor when accidents happen and
your role in accident investigations. We will also give you suggestions
for evaluating your safety program. Along the way we\'ll show you some
examples of good safety programs and hear from some BLMers in the field
on how they approach safety. In other words, you\'re not going to be
stuck listening to talking heads. We\'ve worked really hard to make this
an active learning experience. And we hope you\'ll not only stay awake,
but also have some fun along the way. \[ cow mooing \] In fact, I
planted a few cattle prods out there to make sure as folks nod off
we\'ll help you stay awake. Hopefully all of you have a copy of today\'s
coursework book. If you don\'t have a copy at this point, please just
share with the person next to you. Your workbook contains the course
outline for today\'s training and some materials that will be used
during today\'s presentation. As we go through our two segments today we
will refer to the workbook to help you follow along with us. And along
the way, we\'re going to have practical exercises to help you start
thinking about safety and applying good safety management to your
everyday work routine. And for those times, we\'re going to use the
push‑to‑talk system. I would like to thank Greg Scott for getting up
bright and early and helping us get our remote classrooms set up. Good
job, Greg! Some of you may already be familiar with push‑to‑talk from
earlier NTC telecasts. Just like any class, there will be an opportunity
to ask questions and offer comments about the material being presented.
Our goal today is to have an interactive learning experience, and
push‑to‑talk allows us to do just that. When you use push‑to‑talk, we
will ask that you give your name and location and wait to be addressed
by our instructor or moderator. To help manage all of this, we will let
you know when it is ok to use the push‑to‑talk by putting a green light
ICON on the upper right‑hand corner of your screen like this, and during
periods where we would prefer that you concentrate on the presenter, we
will put a red light ICON like this, which means please hold your
thoughts. So, Alex Trebek, eat your heart out! We will try to keep the
green light on as much as possible, because we want to get feedback from
you and answer your safety questions. If we get short on time because of
segments running long, we may put up the red light and ask you to hold
your questions until a later time. If for some reason you did not get
the phone number and the numeric pass code for the push‑to‑talk
telephone bridge, please call our operator at\... and if you do not have
a push‑to‑talk system at your viewing site, and you have a question or
comment for us during the course, you can call us toll‑free at\.... You
can also send us a fax at any time. The number is\.... We will answer
your question as soon as we can. Ok. Now that we have all that out of
the way, let\'s get started. BLM\'s safety director Bruce Prater has
prepared some opening remarks for us on the importance of the Bureau\'s
safety program. Let\'s go to Bruce.

The Bureau of Land Management is evolving and changing. Supervisors and
managers are adapting to our changing working environment. They face the
challenges of changing technology, changing mission, tools, culture and
workforce. All of these impact how we can do our job safely. We have a
moral, ethical and legal responsibility to provide a safe and healthful
workplace for employees and visitors. But, you know, it\'s not just a
legal necessity. It\'s a practical imperative. Last year the Bureau of
Land Management spent over \$6.5 million on workman\'s compensation
claims and we sustained nearly 800 lost‑time injuries. We just can\'t
afford that. You know, I\'m reminded of when the Duke of Wellington was
asked how he beat napoleon at Waterloo. He replied, \"well, you know,
they came in the same old way and, well, we just killed them in the same
old way.\" The Bureau of Land Management simply cannot afford the \"same
old way.\" The key to our future in preventing accidents and improving
safety for our employees and visitors is risk management. You\'ll learn
more about that today, but there are other sources of information
available to you also. Your state safety managers can help you with
this. Have a good day, enjoy yourselves, be sure to ask questions, and
thank you very much for your time.

J. Gamby: Thanks to Bruce for sharing the national perspective. Finally,
we\'re ready to get to some training. To get us started, my colleague,
Art Segovia, is going to talk about rights and responsibilities. Art, I
understand you have about four hours of material to cover, but in doing
more with less, we\'re going to give you about 15 minutes. So it\'s all
yours.

A. Segovia: Thanks, Jan. Good day to everyone. First, I want to talk
about our agency\'s safety responsibilities. It\'s important that you
know what these responsibilities are because they are the basis of your
supervisory safety responsibilities. By the way, the safety rights and
responsibilities are listed in the OSHA occupational safety and health
poster which we are required to post in all of our facilities. The
occupational safety and health act of 1970 requires Federal agencies to
establish and maintain a comprehensive safety program. Executive Order
12196 implements this law and requires Federal agencies to observe 29
CFR 1960, which outlines the basic program elements necessary to
establish a comprehensive safety program. Now, as Jan alluded to, we can
spend half a day talking about the provisions of the OSHA act, the
Executive Order and 29 CFR 1960, but the reality is we just don\'t have
the time to do that today. So here\'s what the agency responsibilities
are. First, the agency has a legal and moral obligation to furnish their
employees a safe and healthful working environment. This is commonly
referred to as the General Duty Clause and what this statement means is
the agency is obligated to protect their employees from recognized
hazards in the workplace, even if there\'s no OSHA standard which
applies to the situation. In effect, the General Duty Clause obligates
the agency to take additional steps towards safety to ensure employee
protection. The agency must comply with the OSHA standards. These
include industry standards adopted by OSHA, like the life safety code,
the national electric code and others. Remember that OSHA can cite an
agency for violating OSHA standards. And BLM takes any OSHA citation
very seriously. Another responsibility is to acquire ‑‑ maintain and
acquire the use of safety devices and Personal Protective Equipment for
employee protection. Now, please take note, as a supervisor, it is
important that we select the right tool and right Personal Protective
Equipment for the job. We need to understand the purpose and limitations
of the equipment because if we don\'t, somebody\'s going to get hurt.
OSHA requires the agency to keep records of occupational injuries,
illnesses and fatalities. In the department we have the Safety
Management Information System, or SMIS, in place to meet this
requirement. SMIS produces the annual summary of occupational illnesses
and injuries. It serves as the OSHA log for our agency. We will be
talking more about the SMIS when we get to the accident reporting
segment of today\'s training. The agency also must assure prompt
abatement of hazardous conditions, as an example, after a facility
inspection, if a hazardous condition is found and cannot be corrected
within 30 days, you will need to complete an abatement plan. The plan
outlines the corrective actions you\'re going to take and sets up the
time frames you need to complete this action. Remember once again, this
is only required if the corrective actions cannot be made within 30
days. The agency must have procedures for responding to employee reports
of unsafe and unhealthful working conditions. We have this ‑‑ these
procedures in place and they can be found in the 485 department manual
and BLM regulations and handbooks. Now, as far as training goes, the
agency is required to conduct general and specific safety and health
training for their managers, supervisors and employees. And as you all
may have guessed, the reason you are here today is to meet the
requirement on supervisory safety training. Now, as far as facilities
inspection, the agencies responsible for ensuring that all
establishments under its control receives a formal inspection at least
annually. This responsibility is usually delegated to the Bureaus, and
in turn the bureaus delegate this to the states. Formal inspections are
usually conducted by your state safety manager or full‑time safety
specialist because they are trained in hazard recognition and safety
inspection procedures. Now, in BLM, the national safety office has
determined that in order to comply with the agency responsibilities, the
safety program must focus on six essential elements. Let\'s take a look
at what Dick King, program safety manager, has to say about these six
elements.

In order for BLM safety program to be effective, it must be based upon
sound management principles. Too often safety programs are issue
oriented and don\'t develop a coordinated approach which addresses the
entire spectrum of risk management. When this happens, safety personnel
start doing what I call chasing rabbits down trails. There\'s a lot of
activity, but no unified approach to solving systemic problems and no
accountability. BLM safety program has been redesigned around six basic
elements. We believe that all aspects of an effective safety program
fall into one of these six categories. They are\... program management,
safety training & education, safety and health promotion, record keeping
and accident investigation, inspections, and program analysis and
investigation. Program management includes such things as safety policy
and regulations, operating procedures and resources such as people,
money, time and equipment. Training and education deals with making sure
everyone understands the Bureau\'s safety policies and procedures. It
insures that safety personnel are adequately trained and that employees
know how to perform their jobs safely. Promotion is simple. But yet
it\'s very important. If we don\'t promote safety, it will be forgotten
in the crush of daily activities. As supervisors, each of us is
responsible for ensuring that risk management is factored into
everything we do as an agency. Record keeping and accident
investigations help us identify our problem areas so we can apply our
limited resources to the best advantage. Without good accident
reporting, we may be spending all of our time and money doing things
that will only eliminate a small percentage of our injuries and property
damage. Inspections help us identify problem areas and serve as a check
to see if safety policies and procedures adopted by the Bureau are being
followed. We use program analysis and evaluation to look at the whole
program and see if what we are doing is having the desired effect. By
adopting these six basic elements, we have developed a framework that is
organized the national safety office and the state safety programs into
a cohesive unit. We are now able to focus the Bureau on tasks that will
make the agency a safer place to work. Our goal is nothing less than a
world class safety program. With these six elements, and your commitment
to them, I\'m convinced that we can make BLM the safest agency in the
government.

A. Segovia: As you can see from Dick\'s remarks, paying attention to
those six elements of safety is critical for BLM to meet its agency
obligations. Now I would like to shift gears and talk about employee
responsibilities. OSHA does not cite individual employees for violation
of their responsibilities. However, employees are required by law to
comply with all OSHA standards that apply. This includes all agency
Bureau and Field Office policies and directives. As a supervisor, you
are responsible for determining which standards, policies and directives
apply and enforcing them. Employees have a further responsibility to
properly use Personal Protective Equipment and safety equipment provided
by the agency for their protection. As a supervisor, you need to ensure
that your employees are trained in the proper use of this equipment. So
how do you determine if a particular job requires the use of a PPE?
Well, one way would be to do a Job Hazard Analysis or a risk assessment
to help you make that determination. And we\'ll be covering this in
detail later on in the course. As we mentioned, employees have a
responsibility to report unsafe and unhealthful working conditions and
most of the time this is done verbally on an informal basis. Other times
employees might feel it necessary to file a more formal report. For
those instances, BLM form 1112‑4 can be used. Regardless of how they are
made, all reports must be taken seriously. And as a supervisor, you need
to be very sensitive to employee reports of unsafe conditions. An
improper response could send a wrong message about how you feel about
their safety concerns. Lastly, employees have a responsibility to report
any occupational injury and illness to their supervisor and to seek
treatment promptly. Kathy hall will be covering accident reporting
procedures in detail later on in this training. Ok. So far we\'ve talked
about agency responsibility and employee responsibility. Now I\'d like
to take a few minutes to go over employee rights. As a supervisor, you
need to know what rights they have when dealing with important safety
issues. Employees have a right to report unsafe and unhealthful working
conditions to appropriate officials without coercion, discrimination,
reprisal or restraint from anyone. The employees can choose to remain
anonymous that they desire. Employees have a right to decline an
assigned task because of reasonable belief that under the circumstances
the task poses an imminent risk of death or serious bodily harm. Please
be informed that there are strict guidelines the employee must meet to
exercise this right. An employee has the right to report safety
violations directly to OSHA and remain anonymous. And employees also
have a right to participate on official time in safety activities as
provided by the OSHA act. Examples of this are safety planing, being a
member of the safety committee, safety awareness promotion and other
safety‑related activities. Prior to this point, we\'ve discussed agency
responsibilities, employee rights and responsibilities. Now let\'s take
a look about your supervisory safety responsibilities. In this case, I
think it\'s important to actually coach you what 29 CFR 1960 says about
supervisory responsibility. It states that employees who exercise
supervisory functions shall, to the extent of their authority, furnish
employees and a place of employment which are free from recognized
hazards that are causing or likely to cause death or serious physical
harm. They shall also comply with the occupational safety and health
standards applicable to their agency and comply with all of the rules,
regulations and orders issued by the head of the agency with respect to
the agency occupational safety and health program. As I mentioned
earlier, I just quoted you what is commonly referred to as the General
Duty Clause. I would say it is probably the most important supervisory
safety responsibility. Remember that OSHA obligates us to the extent of
our authority to take whatever action is necessary to ensure employee
protection. And by the way, this is one supervisory responsibility which
cannot be delegated. So I guess the question you are asking yourselves
now are ‑‑ as supervisors is, why me? Why aren\'t the safety folks
dealing with all of this? Well, the answer is that you are the first
link between agency management and the workforce. You are the one in the
position to ensure your employees are properly trained to safely perform
their jobs. And as you know, you are also in the best position to
motivate and maintain positive safety attitudes and to identify and
eliminate safety hazards. There is no question in my mind that the
success or failure of the safety program will largely depend on how well
you carry out your responsibilities, and that is why the time we spend
here today is so important. To close this segment out, I\'d like to take
a minute to show you just some of the responsibilities that you as a
supervisor need to be aware of. Let\'s take a look.

A. Segovia: I know this seems a lot to consider, especially with the
other responsibilities you have, but not to worry. As we go on with
today\'s training, we\'ll describe in more detail some of those areas
that we haven\'t already covered this morning. Jan?

J. Gamby: Thanks, art. That was just what we needed to hear, to clarify
our responsibilities. As a manager, I know that I will ‑‑ if I follow
these policies, I will not be the weakest link! Now I understand that
you\'ve put together a practical exercise for our students on hazard
recognition, and to motivate you, just like any of your favorite game
shows, we are willing to put our money where our mouth is. The rules
will be that during each student exercise we\'ll keep track of the order
in which people volunteer to participate. At the end of the segment, we
will randomly draw a number and the person whose number is drawn will
win, drum roll, please, a new car. Well, maybe not. But we do have a
genuine, official safety Leatherman tool would that make even McGyver
jealous. Ok. Now that everyone knows what the stakes are, I\'ll sent you
back to Art for the first exercise.

A. Segovia: Awesome, Jan. You he know, maybe I should let you play, too,
since you are in so many McGyver situations as my supervisor.

J. Gamby: So true.

A. Segovia: Ok. Now that you\'re all experts in safety, let\'s see how
you do in a practical exercise. The other day I was in our house doing a
safety inspection and I happened to take a few pictures of things that
caught my eye. Let\'s see if you can tell me why I took these pictures.
First off, we have a work bench in a warehouse. Take a few moments and
see if you can identify the safety concerns I have in this area. Once
you have identified one, please call it in and we\'ll talk about it.

Caller: We\'re calling in.

J. Gamby: Did I hear somebody say they\'re calling in?

Caller: Bruce in Moab.

J. Gamby: Bruce, tell us what you see there?

Caller: The three we see are an unlabeled fire extinguisher, a rag can
that is really not closed and a gas can that\'s basically open.

J. Gamby: Let\'s start with one rather than giving away the whole
puzzle. Bruce, what was the first one you identified, please?

Caller: Unlabeled fire extinguisher and we\'re not sure how it\'s
secured to the wall.

J. Gamby: Art?

A. Segovia: Thanks. Let\'s get a close‑up of the fire extinguisher. The
hazard ‑‑ the violation here is, number one, you\'re right, it\'s not
labeled, and the other one is it\'s not mounted. So good job.

J. Gamby: Ok. We have another caller that wants to try on the second one
that Bruce gave away?

Caller: Mike from Winnemucca?

J. Gamby: I heard Mike from Winnemucca?

Caller: Yes, that\'s right. We ‑‑ two things we noticed here was one
just the general housekeeping, and secondly was the wiring that was
shown when the ‑‑ when they showed the close‑up of the fire evening
sting wish you are.

A. Segovia: You\'re correct about the housekeeping, and I would like to
‑‑ I\'d like to do a close‑up again on the fire extinguisher, please
with the wiring. Can we get that? Ok. You\'re right. This is a very
serious violation of the national electric code. We really shouldn\'t be
doing this in BLM because we can easily hurt our employees. If we need
any electrical work, well, let\'s get a qualified electrician to do that
for us. Good job. Any more?

J. Gamby: Let\'s go back to the ‑‑

Caller: John in Great Falls.

J. Gamby: Ok. Was that Don or John?

Caller: Don.

J. Gamby: Ok, Don, take it away.

Caller: There\'s an open gas container on the bench.

A. Segovia: You\'re absolutely right. These are plastic containers. We
have an ‑‑ we had an I.M. that went out about a year‑and‑a‑half ago
prohibiting the use of this type of gas containers. So that\'s a correct
response. Good job.

Caller: Chris from Kanab.

J. Gamby: I\'m sorry, who from Kanab?

Caller: Chris, and those gas cans are also improperly labeled.

A. Segovia: You\'re right, too. As a matter of fact, they shouldn\'t be
there. They should be in the flammable storage cabinets.

J. Gamby: We\'re going to switch to the next scenario that Art can go
over. Art?

A. Segovia: Ok. Let\'s go ahead and ‑‑ there you go. This is another
area that I inspected, and what I wanted for you to tell me is, you
know, there is an obvious safety violation right here.

Caller: This is John in win mock ‑‑ Winnemucca. I see several things.
One, you have a refrigerator in an industrial work area, probably has
food in it. Got an overhead hoist that\'s not labeled. Looks like an
electrical box where access is blocked to it. If we had a clearer
picture we might find some more for you.

A. Segovia: That\'s exactly what I was thinking of, you know, the
electrical panel is blocked and that\'s against the national electrical
‑‑ good job!

J. Gamby: Thanks, folks, for using push‑to‑talk. I\'m glad to see that
that\'s working. Thanks, Art. Now it\'s time for us to quickly draw our
first winner of the day. If Ken could help me out, I would like you to
draw a number out of our pink bowl.

K. Higgins: Number 4.

J. Gamby: That little voice inside my ear tells me number 4 is Chris
from Kanab. Congratulations, Chris! To claim your prize, please e‑mail
me through BLM Lotus notes. I\'ll be sure to get your prize out to you
next week, that is, if I don\'t keep it for myself. And thanks to
everyone who participated. Remember, you\'ll have more chances to win
later on in our course. Ok. Now moving on, next we have Ken Higgins with
us who is going to tell us about written OSHA programs. So, Ken, I\'m
going to turn things over to you.

K. Higgins: Thanks, Jan. Programs, programs, programs\... we have so
many programs that the programs have programs. Some of them are
specifically safety programs, dozens of them, and, of course, safety
must play a role in all the others, too. We don\'t have time to talk
about all those today. So to narrow it down a bit, right now I am just
going to focus on the nine written safety programs that OSHA requires.
So why does OSHA require that these be written programs? One answer is
that safety must be completely integrated into our everyday operations
in order for it to be meaningful and effective. A written program
formalizes and reinforces the Bureau\'s commitment. So why is that an
objective in the first place? Well, because it\'s the right thing to do
first of all. At the most fundamental level of our humanity we simply
care about the safety and well being of ourselves and people around us.
But there are less altruistic reasons. A poor safety program is not cost
effective. High workers compensation costs, lower productivity, poor
morale and the potential for bad publicity are side effects. They can
quickly cause a major decline in performance, public image and budget\'s
bottom line. So what programs do we need? Why do they have to be written
programs? Can\'t we just buy the necessary protective equipment and
trust our employees to use it? Why do these things have to be any more
complicated than that? Finally, I hear this one all the time, why can\'t
we just have one written safety program to cover them all? Well, these
questions, fortunately, all share the same answers, since we don\'t have
a lot of time today. First, the health and safety issues these programs
relate to are just more complex than they may seem at first glance.
Second, as complex issues, they require upfront planning and
organization. Third, some types of written safety programs are simply
required by Federal law. The Bureau, as an employer, must create and
maintain specific programs designed under the occupational safety and
health act just as all other employers must do. The regulations under
the OSH Act are very clear on this issue. Employers will have written
viable safety programs for dealing with certain specific safety and
health hazards. These programs weren\'t plucked out of thin air. They
have been specifically targeted by OSHA because they have been
statistically identified as potentially exposing employees to higher
risk. OSHA has identified nine hazards as requiring written programs.
You can find them in your workbook or later reference, but we\'re going
to take a couple minutes to briefly go over them right now. The first
program is respiratory protection. Its purpose is to protect workers
from the serious adverse health effects, both respiratory and systemic,
caused by the inhalation of dust, vapors or fumes. Exposures could
include welding, soldering, spray painting or sandblasting among many
others. Hearing conservation is the second program. It\'s required
because hearing loss among older workers is very, very widespread. It\'s
based on a simple medical fact, loud noises cause hearing loss. Like all
good programs it identifies the risk, who is exposed and what to do to
protect them. It also provides for the ongoing medical monitoring of
hearing capacity. The next program deals with bloodborne pathogens which
is a bit of a misnomer since it also deals with serious diseases
transmitted with contact with other types of body fluids as well. All
safety programs have an employee training component. This program
consists almost entirely of training. For employees who are not medical
providers or whose jobs do not expose them to human body fluids or
medical wastes, awareness training is the primary tool and goal of this
program. The fourth program is lockout/tagout, also referred to as an
energy control program. Its purpose is just that, to protect workers
from exposure to hazardous electrical or mechanical energy. This is
accomplish bide tray ‑‑ training employ tees to secure, and lock out or
tag out the controls of any circuitry or machinery they are working with
to prevent accidental activation. Next can confined space. This refers
to spaces employees may have to enter in order to perform their work but
which are restricted in overall size or are difficult to exit. The exact
criteria is spelled out in the OSHA standards as well as your workbook.
This program is required because of the often deadly nature of the
atmosphere in many confined spaces and atmospheric testing of confined
spaces is a major component of the program. Next, hazard communication,
or has cum for short, is also referred to as an employee\'s right to
know policy. This refers to their right to know about the safety and
health hazards of any chemical or substance they are exposed to on the
job. This is the program which requires material safety data sheets or
MSDSs as well as labeled containers and employee training in chemical
awareness and the hazards of specific products or materials. For many
clerical and administrative employees, this training would be at the
awareness level only. The seventh program is the Emergency Action Plan,
sometimes called an Occupant Emergency Plan. This plan details what
facility evacuation and assembly procedures will be followed in response
to emergency situations such as building fires, bomb threats or, as in
Alaska, earthquakes. If your building doesn\'t have one, develop one
now. Our eighth required program is Personal Protective Equipment. PPE,
for sure. PPE refers to any proceed tech Fife equipment worn by an
employee upon their body. That would include head, eye, hand, foot and
hearing protection as well as more specialized protective devices based
on specific activities and hazards. The ninth and last written program
required by OSHA is the radiation control protection and control
program. This program spells out what precautions will be taken to
control our employees\' exposure to ionizing radioactive substances as
well as nonionizing radiation sources such as microwave, electromagnetic
or RF energy. It specifies how they will be trained, how their exposure
will be measured and how their health will be monitored. Right now you
may be thinking, gee, I don\'t know why I have to have a radiation
control program. Everyone in my office works at a desk. The only
radiation equipment we have is the office microwave in the break room.
Well in the case of microwave ovens you don\'t have to have a radiation
control program because these devices are shielded for home use, but
that brings up an important point. The that the with the exception of
the HazCom program and in the emergency program the other programs are
only required if your operations expose workers to specific risk factors
each program is designed to address. It would be an unusual office that
would require all nine programs. How can you tell which programs you may
need? Let\'s take a couple minutes to go over check lists that may help.
These are included in your workbook. I would like to use the Personal
Protective Equipment checklist as an example. Remember that ideally you
would have to begin by conducting a hazard assessment, JHA or risk
assessment in that would provide documentation you have evaluated the
hazards and have determined how to correct them. For instance, let\'s
say you manage a warehouse with electric forklifts and a small repair
shop attached to the warehouse that has a noisy continuously running air
compressor. So we\'re going to take look at the PPE checklist, and this
is on page 18 of your workbook or thereabouts, depending on how your
printer downloaded the file. I\'m going to zoom in a moment. Technical
difficulties beyond my control. Is there a hazard from overhead ‑‑ you
work your way down the list. Is there a hazard from overhead falling
objects? We\'re going to say, no, it\'s a small warehouse and they
don\'t do much overhead work, although, if it was, it would just be a
matter of issuing hard hats. Is there an eye or face hazard from flying
particles, acids or caustics being splashed? Let\'s so, no, our
warehouse doesn\'t handle those types of materials. Is there a foot
hazard from falling or rolling objects? Wet or slippery areas?
Electrical shock? Probably not electrical shock but we do have
forklifts, electric lifts rolling around and that is a foot hazard as
well as just moving materials manually. So we\'ll say yes. And is there
a hazard from electrical shock? Let\'s say no. Let\'s assume that all of
our wiring is in proper shape and that we\'re not handling any
electrical circuits. We\'re going to move in, respiratory protection. Is
there a hazard from breathing air contaminated with harmful dusts,
mists, fogs, fumes, gases, et cetera? We\'re going to say no. Do
employees wear comfort masks even if not required to do so? Again we\'re
going to say no. This is another issue. Hearing conservation. Is there a
hazard from noise levels equal to or exceeding an 8‑hour time‑weighted
average of 80 decibels or greater, and we are going to assume it\'s been
weighted and the ‑‑ measured and the answer is yes. So it also gives
suggestions for types of PPE, but what it really says is proper PPE, so
we\'ll have to talk a little about what that would be. So, you\'ve
determined that you will need a written PPE program. If any employees
exposure to the compressor exceeds an 8‑hour time weighted average you
will need a program. These ways are called control measures and they
include engineering, administrative and Personal Protective Equipment.
For those of you who don\'t know, when we use the term control measure
we are referring to something that either reduces or ideally eliminates
a hazard. Every effort should be made to first protect the employee from
an identified hazard through an engineering or administrative control
measure. An engineering control measure to eliminate the problem should
be attempted first. In this case the solution to the compressor problem
might be to move it outside the building and enclose it in a sound‑proof
shed. And an administrative solution is the second best choice and this
example, a solution might to be rotate the work of employees exposed to
the noise has word other warehouse employees so they split up exposure
preventing any one of them from being continuously expose and exceeding
the 8‑hour time weighted average of 85 decibels. The important point
about all PPE is because of the ongoing potential of human error, it\'s
considered to be the control measure of last resort. Eliminate the
hazard first is the best bet. In this case, an appropriate PPE, if
that\'s what we decided to do, would be earplugs or other hearing
protection. Either in an engineering or administrative control can
accomplish the goal of protecting hearing loss. Neither requires PPE.
Both options lower the noise exposures to a point where a hearing
program isn\'t needed in that our example, you\'re still left with your
foot protection requirements that we can\'t avoid through engineering or
administrative controls. All PPE programs should identify specific
hazards. They should addressed administrative and engineering control
measures as well as PPE required for the job. They should identify
purchase authority, who is authorized to buy the PPE? They should
outline the maintenance and cleaning schedule for the PPE. And they
should provide a description of the training and education requirements.
As you can see, it really doesn\'t have to be overly complicated. Your
safety office can assist you have in putting the programs you need
together. It should be a joint cooperative effort. In many cases they
will already have programs available for you to adapt to your specific
needs. I hope that this has helped you understand the importance and
necessity of having written safety programs. Back to you, Jan.

J. Gamby: Thanks, Ken. That was a great overview. Before we move on,
I\'d like to take a moment to see if anyone has a question for Ken.
We\'ll pause for a moment to let any one use push‑to‑talk with
questions. The green light should be coming on and now is the time.

Caller: Gary from eagle lake, Susanville.

J. Gamby: Hi, Gary. What\'s your question, please?

Caller: This is regarding the respiratory program and I don\'t know if
it\'s in effect throughout BLM, but getting down to the basic level
where employees are using things such as spray paint, and in the
respiratory plan they are required to wear a particular type of
respirator and they have to have training to do so. If this isn\'t in
place do we just eliminate the use of spray paints for the employees and
do something different?

K. Higgins: Yeah, that\'s kind of complicated because a lot depends on
exposures. If you\'re spray painting out in the middle of an open field
in the wind, I would say get upwind and that\'s fine. But that\'s
probably not what you\'re doing. So the answer would be, yes, either
eliminate the spray painting or get your respirators going but spray
painting generates vapors and particulates and mists and you don\'t want
to be breathing any of those things.

J. Gamby: We have time for one more question, please. Anybody have a
burning issue?

Caller: This is Cheryl from Idaho.

J. Gamby: Hi, Cheryl. What\'s your question, please?

Caller: I\'m wondering, like if you\'re a supervisor, and you don\'t
know, in your example you talk about noise levels exceeding an eight‑
hour weighted average and if you don\'t know that as a supervisor, is
there some other mechanism like how ‑‑ if you can\'t hear normal
conversation, that\'s equal to 85DB ‑‑

K. Higgins: I\'ll address that in you a few moments more into the
program. I would answer it now but then I would have nothing to say in a
few moments.

J. Gamby: Thanks to Gary and Cheryl for those questions. Now that you
have had all these responsibilities as supervisors, we expect you to be
perfect without any training. Just kidding. Actually, we\'ve devoted the
whole next part of our course to the supervisory tools that are
available to integrate safety into your operations and Ken has been
dragged, kicking and screaming, back down from last Alaska in February
to take us through that.

K. Higgins: That\'s right. I\'m happy to be here. As supervisors we have
a responsibility to ensure and promote safety but what tools do we have
to achieve this? In this section I would like to cover some of the
supervisory tools that are available to you to make safety a part of
everything you do. We\'ve all been there. A new employee comes to your
office and you want to show them around. Generally you want to give them
a good overall orientation. Most people think of the obvious things like
showing them how the phone works, where the bathrooms are, where the
copy machine is and how to use it. But often we ignore the obvious
safety considerations. So what does constitute a complete safety
orientation? What does one look like? How would it happen and what would
it cover? Let\'s take a look at the orientation process and then give
you some tools you can work with in developing a proper safety
orientation for employees. Typically at the beginning of a safety
orientation you would sit down with the employee and first describe all
the hazards the employee might face in his or her new job. This could
include job specific items such as heavy equipment operation, chemical
exposure, general building safety and also general things such as office
evacuation procedures. Things like vehicle operation and maintenance.
Office policies for when the employee is in the field and so on. Next
you would go over any Personal Protective Equipment and procedures that
are used in the office by the employee. This could include anything from
rubber gloves when someone gets a blood wound, up to protective suits
for hazardous chemical spills. Make sure that the employee knows where
all this equipment is located and also how to properly use it. There has
been more than one occasion where the right PPE was used in the wrong
way and ended up providing no protection to an employee in the end.
After that, you want to make sure you go over the employee\'s rights and
responsibilities as Art went over earlier. Remember, this includes the
reporting of unsafe conditions, right to participate and an office
please of reprisals and that disciplinary action may be taken nor
noncompliance. You will want to make sure while going over all this
information you have copies of all pertinent safety information. These
include any safety manuals put out by your office or state. Also,
you\'ll want to make sure you go over any specific Bureau or local
safety policies that may be in place. And just because an employee
transfers in from another office, don\'t assume that certain policies
have been explained to them. If anything, assume that they weren\'t
given this information at their last office. When it comes to safety,
it\'s better to have gone over things Tom times rather than not at all.
All offices have some form of mandatory training. Whether it\'s offroad
training, fire line refresher training or other training specific to the
employee\'s job classification, make sure that you and your employee
have a plan written out to get that employee through all the required
safety training as quickly as possible. It\'s best if you leave the
first meeting with the plan and date set aside to have this completed,
otherwise we all know it may never get done. Finally, you want to make
sure that in the event of an accident, that an accident does occur, your
employee knows the proper procedure for reporting it. This would include
who to report an accident to, how soon and what forms, if any, may need
to be filled out in order to get repair work started or to see a doctor.
As you will see later on, without proper and accurate reporting of
accidents, the Bureau cannot take appropriate steps to learn from
situations and avoid future problems. We know that some of this may seem
like common sense, but in order to be a good supervisor, you need to
have a plan for a safety orientation with all employees that you may
supervise. Ok, so to review, why is this orientation so important?
First, it allows you to share with your employees specific safety
policies and practices that you and the Bureau have developed. Simply
put, how we work safely. Second, it seems a strong message ‑‑ it sends a
strong message to the employee that safety is a way of life on your
team. And that it\'s important to you as a supervisor. And, third, an
important benefit of safety orientation is that it gives you and the
employee an opportunity to develop a safety training plan for them.
Training is the keystone of all safety programs, and you can find a
comprehensive guide to required safety training in section 2 of the
Little Yellow Book. Speaking of the Little Yellow Book, it is one of the
most useful tools in your kit. It\'s otherwise officially known as the
safety and health for field operations BLM manual handbook H‑1112‑2.
This handbook is a comprehensive condensed version of the Bureau\'s
safety policies and every employee should have a copy. If you or any of
your employees have a question as to whether a particular activity or
method of work is allowed under BLM policy, look it up in the Little
Yellow Book. And if you\'re wondering what safety training is required,
such as defensive driving or how often it\'s required, look it up in the
Little Yellow Book. As a bonus this, book also has many practical tips
for how to safely perform specific tasks. Since accident and injury
prevention is the primary goal of all safety programs, let\'s look at a
assessment tools for doing just that. The Bureau has two forms that you
can use to examine your practices and your physical workplace. The first
is the Job Hazard Analysis form BLM form or JHA. This form breaks down a
basic job such as felling a tree into individual component tasks and by
doing so assists you in identifying hazards at each step. The JHA ‑‑
pardon me the JHA helps you eliminate those hazards by organizing your
efforts to set correct procedures step by step through the work process.
The second assessment form is a Risk Management Worksheet. This is a
helpful tool in making risk decisions regardless of the size and scope
of the project. Since Jim Chandler will be covering this after the
break, that\'s all I\'m going to say about that for now. I\'d also like
to add that in the event of a serious accident or fatality we have three
publications to you as guidance. They are the supervisor\'s pre‑accident
plan and accident investigation guide, the agency administrator\'s guide
to critical incident management and the employee casualty guide for
managers and supervisors. Michelle Ryerson‑Grett from NIFC will be here
this afternoon to talk about what you do in a serious accident
situation. I would like to mention a little bit, this answers the
question earlier, if you\'re filling out your risk assessment, Job
Hazard Analysis and you need to know something like, well, what noises
‑‑ what noise level are my employees exposed to, you see your safety
officer, your safety specialist. Those sorts of measurements require
special measuring equipment, special training to do that, and they will
either have the training to do that and the equipment or they will
arrange for an outside expert such as an industrial hygienist to help
you with that. Finally, I would just to end by saying if you do all
these things then you can be assured of having a safer work environment.
Now back to Jan.

J. Gamby: Cheryl, I wanted to make sure, did that address that question
ok for you?

Caller: I guess what I was thinking about isn\'t the normal everyday
work space. The reason I\'m thinking about sit we\'re moving and so
there has been a lot of noise and things associated with that and it\'s
not an everyday occurrence, but you know, you wonder, gee, is it ok to
let my employees stay in there while a wall comes down, not that I did,
but I\'m saying, those are things you think about, what noise level is
associated with that and it\'s not something that you would mesh our an
‑‑ you know, that you would come up against on an everyday basis.

J. Gamby: That\'s a great question. I think if you have further
questions on that, let\'s check with your local safety manage or that.
But thank you very much, Cheryl. This is excellent information that all
supervisors need to actively practice and support. Setting the right
foundation during a new employee\'s orientation is an essential key to
success. Now that we\'ve gone over all the rights and responsibilities,
written programs and supervisory tools, we\'d like to take a few minutes
before we go to break to answer any questions or address any other
comments that you may have. Remember, when we use the push‑to‑talk
system, please address the studio with your name and location, and then
wait to be recognized before continuing. Also remember you can fax in
questions as well. So let\'s pause for a moment and see who else has a
question. Anybody out there?

K. Higgins: Be kind.

Caller: Gary from Susanville, again.

J. Gamby: Hey, Gary. Go ahead, please.

Caller: This starts way back in the beginning when we were talking about
claims and costs for fiscal year. This is just a question for you. When
an employee changes agencies, let\'s just say park sir ‑‑ service to
BLM, and they have a claim, does that cost carry over to BLM and does
BLM start paying that or does that stay with the other agency.

J. Gamby: I can cover that for you. The cost stays with the previous
agency. If you are injured while working for a specific agency, they
have to share the cost on that. However, if there is some accommodation
that needs to be made by the new agency as a result of that injury, then
that would be BLM\'s responsibility. Great question, Gary.

K. Higgins: I would like to add something to that, too. That\'s a good
example of how ‑‑ it\'s the gift that keeps on giving. If you file a
worker\'s comp claim for a long‑standing medical problem, disability,
you may go on to half a dozen different jobs over the course of your
career, but that original agency is still paying your annual bills. So
‑‑

J. Gamby: I think we have time for one more question before we go to
break. Anyone else have a burning issue throughout?

Caller: This is Bob.

J. Gamby: Bob, where are you located?

Caller: Santa Fe.

J. Gamby: Hi, Bob. Good to hear a friendly voice. Thank you very much.

Caller: I was wondering about the most recent edition of the handbook
1112‑1. What is the most recent edition?

J. Gamby: One of you gentlemen want to take that?

A. Segovia: I believe the recent edition right now is 98. I\'m not sure.
But we are in the process of revising this thing and I believe the
newest version should be coming out shortly here.

K. Higgins: The one is the Bureau manual and the dash 2 is the Little
Yellow Book. Were you referring to the Little Yellow Book or the manual?

Caller: The Little Yellow Book.

K. Higgins: That\'s the dash 2 and Art is correct.

Caller: Jan, this is Bruce.

J. Gamby: Yeah, Bruce. Go ahead.

Caller: Yeah, I just wanted to add in here that as far as the dash 1
goes, it\'s in the Washington Office right now being evaluated.
Hopefully we\'ll get the new publication on that. I\'m not sure how
long, but very quickly, we hope, 60 to 90 days. The dash 2 we\'re in
rather limited supply on, however, we are getting the new DOI printing
on that and should have copies of that available again, oh, again, 60 to
90 days. It\'s at the printer now. We will have a CD on it within two
weeks.

J. Gamby: Thanks, Bruce. Bob, before we go to break, first of all, it\'s
great to hear one of my guys in Santa Fe. You have a little echo coming
through. So when we break, could I get you to call 1‑800‑848‑2205.
We\'ll see if we can get that push‑to‑talk system working a little bit
better. We need ‑‑ you need to log off the bridge and dial
1‑800‑848‑2205. Again, thanks to Art and Ken for covering all that
valuable information. They will be back at the end of our morning
session to answer additional questions. At this point, we\'re going to
take a 15‑minute break. When we come back, we\'ll get right into the
concept of risk management and give you some great examples of how it\'s
been a success in BLM so far. So stay tuned and we\'ll see you in 15
minutes.

J. Gamby: Welcome back to Safety for Supervisors. We hope you enjoyed
your break. Joining me now is Jim Chandler, BLM\'s state safety manager
for Oregon and Washington. Welcome, Jim.

J. Chandler: It\'s great to be here. It\'s a great program so far.

J. Gamby: Now we would like to introduce you to the concept of risk
management. As you\'ve heard from both Bruce Prater and Dick King
mention, risk management is an essential decision making tool. To set
stage for our discussion, let\'s look at a real life situation that
occurred in miles city, Montana, in 2000. Tim Murphy, who is currently
deputy directs ore of the office of fire and aviation at NIFC, and he
fire management officer Phil Gill suddenly found themselves confronting
a problem they had no experience with. This past winter we caught one
Tim and Phil at the fire center in Boise, Idaho, and talked to them
about their experience with risk management.

In May of 2000 we had a rancher report a burning coal seam fire on BLM
land on his allotment surrounded by private land. It was a roadless
section of BLM land. Tim directed myself and two staff members to go out
and assess the problem. We went out and looked at it. It was about 30
feet deep, 100 feet long, it was burning. It was in a continuous bed of
light flashy fuels. There was a subdivision two miles away. I came back
and reported that situation to Tim. It is at that point, though, it\'s
interesting to note, or I need to note, we didn\'t have any experience
with coal seam fires and so we were guessing a little bit about how much
of a risk there was.

When word of a burning coal seam came into the office, clearly our
number one objective was the safety of our employees, public land users
and residents living along an interface with the wild lands where the
incident was occurring. Clearly there were hazards associated with
monitoring the burning coal seam, with containing fire at the coal seam
all the way through full suppression. A draft pattern had developed and
set in. This was following a year of above‑average precipitation and
vegetative production. Wild land fuels were abundant and they were dry.
We need to do select a course of action that would effectively deal with
the burning coal and a relatively deep and open seam surrounded by wild
land fuels that were continuous to neighboring residents. We needed to
move swiftly, we needed to move safely. I asked Phil, other resource
specialists, operations, our safety specialists to take the information
we had at hand at that time, take the Bureau\'s risk management analysis
matrix, run this information through the matrix and bring out the
actions that were available to us, hazards associated with those
actions, what were mitigations to those hazards and finally what risks
would be remaining. We take a look at that matrix and I would set a
course of action.

The first thing I noticed when Tim asked me to use the risk management
analysis tool is it\'s not different from our normal thought process. I
considered through the tools all the alternatives and actions that I
would have considered anyway, I hope, but it made sure that I did, and
it organized me through the process. And I felt very comfortable that I
hadn\'t missed anything through using that. The first thing we had to
consider was a no action alternative. If we left this coal seam alone,
how much of a threat would it pose to the public, our employees and
private lands? We brought in an expert to assess it, to give us an
approximate percentage of what the chances would be if this ‑‑ THPO
would actually start a fire if we didn\'t do anything. We then went
through the process of, if we took actions, what would those actions be,
what were the risks associated with those actions and how could we
mitigate those actions? Once again, the tool takes you through that step
by step and you go to the manager with this with alternatives and their
risks, and he decides whether or not those risks are acceptable to him.
In our mitigation process, you know, I used LCES, which is look out,
communications, escape routes and safety zones because I\'m a fire
manager, I am used to those and I applied LCES to this situation, which
I thought worked very well, helped us a great deal in our mitigating
factors. When all this was presented to Tim, in an organized fashion and
it did really help me with my briefing, he had to make the decision at
that point.

We have the best employees in the business. I was supremely confident in
their staff work, and the communication, the coordination, consultation
they had with local residents, public land users, county and state
experts in emergency response and mine land rehabilitation coal seam
burning. The matrix that they developed provided me information and a ‑‑
in a clearly stated array of options of alternative actions I could
take, associated hazards, mitigations and then comparative risks. With
that information, I was able to swiftly and effectively select a course
of action, a course of action that was well documented, a course of
action that we were confident in. A decision that I was ultimately
accountable for. using the risk management tool we developed a plan to
deal with this coal seam and a decision to put it out. The most
important thing I think is we followed the plan. It was a good plan. We
put in a lookout with communications. We had a safety evacuation plan in
place, hospitals on notice, dispatch prepared for that if any accident
had happened to mitigate resource dang to the area because it was a
roadless area, we walked the dozer in and out, not creating a road. We
put a 3,000 foot hose in to pump water to the coal seam. We eventually
ended up pulling 5,000 gallons in. We did this in one day. From the time
we put the dozer in and took it out was a one‑day operation. Everything
went off without a hitch but I feel comfortable if we had had a problem
we were ready for it. All of the mitigation was well thought out, and it
was ‑‑ once again, part of the risk management process, I think, that
got us to that point and we were all very comfortable with it and as
usually happens, if you have a good plan and follow it, things will go
well. So that\'s still the benefit of the tool, was the plan and
following ‑‑ and that we followed the plan.

Our mission involves hazards. We certainly cannot remove all of the
hazards. We can recognize them and we can mitigate them. The Bureau\'s
risk management analysis is a process that provides for analyzing
complex issues and provides a tool for timely and effective decision
making in a hazardous environment. Also provides for documentation
through the process and the basis for those decisions.

For me, the benefit of the risk management tool was that it organized
me, made sure that I covered all aspects of the problem that I had to
analyze for my line manager. I felt very comfortable when I went to him
that we had a good analysis of the problem, good mitigation, gave him
all the tools to make a good decision. I think that the risk management
tool could work for all sorts of situations where you need to make good
logical decisions about safety issues. Certainly, you know, a sloughing
road or a ‑‑ all sorts of aviation problems would very well fall under
this risk management tool, would be a good way to handle them. You know,
the important thing being that whatever you use it for, I felt
comfortable that I was giving my manager a well informed set of options
for him to make a good decision and that\'s what we\'re really after. It
just helped me do that, it helped organize me and I liked it quite a
bit.

The Bureau\'s risk management tool is fast, it\'s easy to use and it\'s
available for any hazardous situation. The process provides for rapid
decision making that\'s suitable for the situation at hand and most
importantly, considers safety first. I encourage managers to become
familiar with the process and use it.

J. Gamby: We appreciate Tim and Phil taking the time to share their
experience with us. Their story really highlights the importance of risk
management and how it helped protect BLM employees, the public, the
local community, as well as our natural resources. Now, to find out what
risk management is all about, and how it works, we have Jim Chandler
with us. Jim, it\'s all yours.

J. Chandler: Thank you, Jan. What a great scenario to get me started
here. There have been some really great presentations so far, tougher
acts to follow, but we\'ll see what we can do here. I\'ll ask you that
you think back to Bruce Prater\'s opening statement at the beginning of
the class. He made a ‑‑ historic remarks about the battle of Waterloo. I
think he said at some point in there they came at us the same old way
and, well, we killed them the same old way. And I guess the same applies
with our safety program. If we continue in the same old way, we\'ll
continue to have the accidents and costs associated with them. The 6.6
million dollars that Bill talked about in his remarks. Yes, it is a lot
of money but think bit in terms of potential for human suffering that
actions often lead to. For the next hour or so we\'re going to talk
about risk management, something I really believe in. It\'s been around
for a long time but it is a new concept to BLM. Risk management, instead
of looking at hazards, it looks at the risks associated with those
hazards, the risk to your people, which is, after all, what we\'re
actually trying to do, is lower risks. All right. So what is risk
management? Risk management is a tool that provides management a
systematic process designed to identify and manage risks associated with
any BLM operation, and it is BLM\'s principal risk reduction process.
What\'s our goal? Our goal is simple. We want to make it ‑‑ risk
management a routine part of both the planning and actual execution of
operations, and to that end, and already risk management is incorporated
in the BLM safety policy letter, in the BLM 1112 manual, policy manual
and there is a chapter in the draft BLM 1112‑1 operations manual. Like
with a lot of things, there are some key definitions you have to know.
There\'s not many here, but one of them is hazard. And a hazard is
defined as you can see, any real or potential condition that could hurt
somebody, cause property damage and so on. Risk is the possibility of
suffering harm or loss, danger. And this is very important. What risk
management is not. It\'s not a safety program. It\'s a management
program. It\'s a tool for managers to use to identify hazards, translate
them over to a risk and then deal effectively with those risks to lower
them to a point that\'s accepted. Safety is a by product of effective
risk management, just like safety is a byproduct of a lot of other
things, recruiting great people, sending them to world‑class training
and from them, those great employees that have been well trained, pick
the right one to go do a certain job or task, and a byproduct of that is
safety also. So there\'s a lot of things. Safety is a result of a lot of
things. Risk management is one of those. Why do we choose risk
management? There\'s a lot of benefits to choosing risk management. One
is enhanced mission accomplishment. That simply means when you have
things you are ting in the field, your operations, you have a much
better chance of completing them in a positive way if you employ good
risk management techniques. A reduction of injuries and deaths in the
workplace. We hope it does that. It reduces adverse public opinion and
oftentimes in our business, we\'re out ‑‑ and the public has a lot of
opinion about what we do. And of course, conservation of resources and
by that I mean, human resources, our people, our equipment, our
material, the environment and everything. Another big benefit is that
risk management is extremely flexible and adapt tubal what you\'re
trying to do and I think we saw that in the segue into this piece. What
it doesn\'t do. It\'s not ‑‑ it\'s not a magic bullet. It doesn\'t
eliminate risk altogether because nothing does. It never sanctions or
justifies violating the law. Never does that. There\'s laws out there
that we have to follow and we simply have to do that. It never requires
a go or no‑go decision. By that I mean, there is never a point in the
risk management process where a manager is forced to say, \"we have to
do this,\" or \"we cannot do this.\" It\'s always a management or
supervisory decision. And it never eliminates the ‑‑ eliminates the
necessity for standards. We have to have standards. The law requires
that. We\'re going to talk a little bit now about the risk management
dimensions, what makes up risk management, and there are four basic
principles of risk management. You manage risk in the planning stage.
That\'s very important. You get much more bang for your buck if you plan
for what you\'re going to do before you actually do it. You never accept
unnecessary risk. If a risk is not necessary to do, you simply don\'t
accept and that you don\'t do that Pap good example f you have to work
outside, one of the risks is the weather, if you can wait and do that
job late or when the weather is not a factor, then by all means wait.
Make risk decisions at the proper level and we\'re going to talk about
that a little later. And only accept risks when the benefit outweighs
the potential loss. So the job you have to get done, the risk is low
enough that you\'ll accept it and, that ‑‑ the potential loss is very
small. These are the five steps of the risk management process. Identify
hazards and assess hazards. As you can see, this part is in the
assessment phase that will this is while you\'re actually identifying
hazards in your workplace and looking at them and starting to translate
them from a hazard to a risk. Here you are asking, what is the risk to
my people. On the next part is the management phase. That\'s when you
are actually developing control measures and you\'re making decisions
about risk and what you wanted to and what you don\'t wanted to. Then
you come back and implement those control measures, and then very
important piece here s you come back at the end, and we\'re going to
talk about each one separately real briefly, you are supervise and
evaluate. This is one even in programs that have very robust risk
management programs, that this part so often missed. People simply
didn\'t come back to see if what they tried to do is actually working
and has the effect they had hoped for. It is a continuous process. And
there are two levels of risk management. Formal and informal. Formal is
in the planning stage. If you have project big enough to plan for, then
you ought to plan safety as a part of that. It\'s very deliberate and
it\'s usually done on the worksheet. Informal is any operational stage.
That\'s when you\'re out on the operation actually doing work, digging a
hole, putting up a fence or whatever you\'re doing, and normally that
would not be done on a worksheet. It\'s done as the team is working by
an individual, and usually out in the field. When we look at this, we
had to organize risk into different categories and we selected these
three, and maybe you can think of others, but we decided you could put
all risk into one of these three categories, that is organizational,
environmental and material. Material, of course, being equipment, tools,
vehicle, and so on. Briefly we\'re going to talk about the process of
risk management. We\'re going to go over the five steps one at a time.
The first one is identify hazards, and that\'s when you break your
operation down into the separate parts that you\'re going to do, and you
take each one of those parts and identify the hazards associated with
them. What happens ice nice about the risk management process sit covers
the entire operation, not just parts of it. Later on we\'re going to go
to Roseburg, Oregon and you will see that highlighted even better. When
you look and identify hazards, you have to look at the human part of
that. There\'s a lot of failures that people make that cause accidents.
Largely we\'re substantially compliant in our workplaces. We have good
OSHA programs. We have good equipment and so on. So people, we make a
lot of mistakes as people. We do a lot of great things, too, I should
add. The first thing we\'re going to look at ‑‑ talk about is individual
failure, a person simply makes an error or they don\'t do something they
should have done. Next, of course, you see leader failure, a leader
makes an error, doesn\'t do something they should have done, gives the
wrong piece of advice, passes on information that they thought was
correct that\'s incorrect. A training failure, and this is kind of a big
one, either we don\'t do training when we should, we do training that\'s
inadequate, we do training but we don\'t arrest the real issues in the
field because we didn\'t plan for that. Another one is standards
failure. We just may not have the standard in place that we would need
for that particular operation or task, or we have the standard in place
but it\'s inadequate. It\'s not adequate in someway. Lastly and we
probably all experience this one, too, is support failure. That sounds
real bad, but actually that means we don\'t have enough people to do the
job the way we would like to do it all the time. We need add piece of
equipment but we couldn\'t get it because of a budget problem or a
timing issue. So those are some human error factors we really have to
consider. Now we\'re looking at assessing hazards. Now we\'re moving up
to assessing hazards. We want to move from hazard to risk, and that\'s
where we\'re starting on this process. Since we\'re talking about risk
we have to define real quickly the components of risk. There\'s a couple
more quick definitions, probability, how likely an event is to occur and
when you do that, you have to consider exposure and we kind of express
that in terms of time, proximity, volume and reputation. Time, meaning
how long, will we be adjacent to the hazard? Proximity, how close will
we be to the hazard? Volume, how many workers, how much equipment will
be close to the hazard? And finally repetition, how many times will we
approach the hazard, those kinds of things. The other part of that, of
course s severity and that\'s consequences, if the event you\'re
concerned about does actually occur. Ok. Assessing risks, the risk
assessment matrix and we\'re going to look at that in just a second, is
a simple tool that can be used to determine how risky an identified
hazard in terms of probability and severity. We just heard Tim talk
about that, it\'s a real simple process, and it really works to help
identify hazards that you\'re exposed to, and that you\'re going to
expose your workers to. Here\'s a copy of the BLM risk assessment
matrix, modified a little bit for this exercise, but essentially it has
two parts that we\'re going to look at, the first part on the top is a
hazard probability and you can see it goes from frequent down to
unlikely. And I\'ll show you the card in just a minute on the reverse
side. It has all the definitions. So this card has everything you need
to work this you matrix. And on this side we have the severity. It goes
from negligible up to catastrophic and you simply use this matrix like
any other, as you work through it, you pick a Roman numeral III here and
a D here, for example and come down, and it comes out to low and you
hear me say this another time I\'m sure in this presentation, that this
is where we want to live. We want to live down here in the low range for
a couple of reasons. First of all, it\'s low risk to our people and
that\'s our goal. Secondly the risk decision at the low level can be
made by the supervisor in the field or the line supervisor. All right.
Back to the five steps. Now if you remember the other slide that we had,
this is the assessment phase, this is the management phase, and that\'s
where we\'re at now. So now we\'re starting to develop some control
measures and make some decisions. Those are control measures that are
based on the hazards that have been identified and assessed. So if we
got some controls, we have to have some ‑‑ I need you to back up one
slide for me. Ok. We have to have some types of controls. Thank you. The
first one and the one that\'s the most preferred method, of course s
engineering. Because we want to engineer out the hazards. Simply put, we
want to make that hazard disappear, we want to relocate, buy a new piece
of equipment or otherwise get rid of it. The other control that we have
is administrative. That would be adjusting work schedules, putting some
policy in place, those kinds of things. And the last one, and the
control of least resort or last resort, I should say, is PPE. We don\'t
wanted to this unless we absolutely have to. A lot of times we kind of
get in the PPE trap. It\'s much easier a lot of times when you go to
management to put somebody in Steele‑toed boots rather than engineer out
the hazard would that require them to wear those boots. So you always
have to look at these three things when developing control measures.
We\'re going to implement the controls. Once you decide what controls
you have, you have to implement those controls in the workplace. And
there are some criteria for that also that I need you to think about.
They have to be suitable, first of all, to the workplace that you\'re
working in. They have to be feasible. They have to be feasible to what
you\'re trying to do and within your boundaries that. They have to be
acceptable and this one is very important, because the acceptability is
not for the person in the supervision or management capacity. It\'s for
the workers out there who have to live with it. If the control is not
acceptable, it will simply be deleted and they won\'t do it. And it has
to be effective, of course, to mitigate the hazard and lower the risk
you have identified. Why risk control fails? Other than not doing the
things I just talked about, it impedes the mission more than
anticipated. In the operational environment if the controls you have put
in place don\'t allow the operation to move ahead, if there are
unanticipated issues out there that cause problems, the risk control
will fail. Controls get lost in the priority process and this is a big
one. Managers and supervisors have a lot of things on their plate and a
lot of things to do and if safety is not a part of the culture, they
simply get lost in the priority process. There are other things more
important right now. You know, we just didn\'t get around to doing that.
That happens all the time. We have to watch for that. Sometimes controls
are misunderstood. We don\'t ‑‑ we don\'t communicate them very well. We
don\'t write them up very well. Perhaps we don\'t understand the hazard
very well. And we don\'t develop a good control measure. The last part
in the five steps is come back to supervise and evaluate, and then ‑‑
and you heard me say before that this is one that is often missed even
in good mature risk management programs because this requires you to
come back and supervise and evaluate. Let\'s take a look and make sure
the controls that we\'ve implemented are actually what we thought that
they were going to do. Maybe we have to come back and start the process
again and come back around. But supervise and evaluate is a critical
piece to the success of the risk management process. And now to give us
a real time on the ground look at risk management in action we are going
to go live to the BLM office in Roseburg, Oregon where Bruce Sconce
standing by with his crew. How are things going this morning?

B. Sconce: Hi, Jim. Lots of sunshine today and the weather is beautiful.
Bruce, I know your crew is getting ready to conducted tailgate safety
briefing before going out on the job and I appreciate you letting the
listen in on one of your tailgate briefings. So I\'ll let you get
started.

B. Sconce: We have a large project that the area engineers, Tracy, unit
supervisor and myself, looked at and decided we bet deer a formal risk
management assessment on it so we put a program together to incorporate
or safety tailgate meeting. With that I\'ll turn it over to Tracy and
let him start the tailgate meeting.

Thank you, Bruce. Our project operation for today\'s project is the
removal and installation of a 48‑inch diameter Steele culvert 60 foot in
length on BLM timber access road 25‑2‑16.0. Known as the Miller creek
project. Our first task will be to load and transport the excavator to
the work site on a low boy. Hazards we\'re likely to incur are load not
being properly loaded and secured. Some proper control measures that we
can put in place to minimize or re to say the risk are only qualified
trained and experienced operators will operate equipment and secure
equipment. Another hazard is traffic hazards. Control measure put in
place would be low boy will be flagged in compliance with policy and
state law. Proper signage. Flaggers will be used to identify loading and
unloading zones. Another hazard we\'ll deal with is narrow timber access
roads and blind curves. Control measure would be communication via radio
will be maintained between vehicle operators. Hand injuries from chains
and tie‑downs and head bum that\'s from equipment. The proper personal
protection equipment will be worn at all times. How do we implement
these controls? Policies and safe operating procedures will be reviewed
and complied with. Supervisors will ensure proper personnel, PPE and
other safety equipment are available and used.

B. Sconce: As you can see, this is how we incorporate the formal into
our tailgate safety meetings but we do many informal or oral assessments
out in the field. This may occur on a daily basis or happen three or
four times a day. This is a good program, it\'s helped us rate a lot of
safety hazards that\'s out there and has really kept our program going
well, and not only is for supervisors but for all employees also. Thank
you.

J. Chandler: Thanks a lot, Bruce. Thank you very much. I appreciate you
taking good care of the crews out there in Roseburg.

J. Gamby: He looks just like the \"terminator.\"

J. Chandler: Seeing this live has been very helpful. We have kind of
seen the end of the process but, Bruce, I would like you to hang tight
for a minute and see if the class has any questions for us?

B. Sconce: Ok.

J. Chandler: So anyone that might have a question, please feel free to
jump in using the push‑to‑talk system now. Bruce, while folks get their
thoughts together, I have a couple of quick questions I would like you
to try to answer for us. How long did it take you to work up the risk
assessment tailgate safety briefing today?

B. Sconce: This one took about happen an hour to 45 minutes. There was a
lot of hazards, public traffic coming into the area, it\'s a level 4
road and also the excavation is going to be deep and we were concerned
about cave‑in. So we figured we better spend a lot of time on and it get
it done right.

J. Chandler: It does sound like a complex job in an area kind of
confined. What were the added benefits of doing this?

B. Sconce: With this you get everybody involved, they know what\'s going
on. When we go out there we will probably do another oral one so
everybody can see it on site. That way is everybody involved, and if
they have any questions they can ask them and just get involved in the
whole project.

J. Gamby: Remember, folks, the green slight on. Any questions for Bruce?
Bruce, I have a question for you. In terms of the terms of the
receptiveness of your crews, how have you found ‑‑ have they found these
briefings to be useful in terms of actually taking kind of uncertainty
out of where things go?

B. Sconce: Yeah. Also they\'re involved. They may come across something
they see as a hazard or can help out our program. So get involved with
it along with the supervisor. This program is built for everybody, not
just for the supervisor or the employees, and when their involvement,
it\'s a buy‑in for them.

J. Gamby: Great, thanks. Any other questions out there, folks?

Caller: Gary form Susanville again.

J. Gamby: Gary, go ahead, please.

Caller: For Bruce, when you\'re talking about the risk assessment, when
one of your concerns on the hazard was cave‑in, did you have a
contingency plan or contingency equipment backed up for that?

B. Sconce: Yeah, later on in the program, probably didn\'t get covered,
we have a slope and it\'s 34 degrees, is what you cut the slope to. That
way it eliminates the cave‑in.

J. Chandler: Engineering control.

J. Gamby: Thanks, Gary, for that question. Anybody else out there have a
question for Bruce? Jim, I\'ll let you take it.

J. Chandler: Thank you, Jan. I know your crew has work to get done and I
am sure you\'re excited to get back to the safety training class so
we\'ll wrap this up. Once again, thanks to you and your crew, Bruce and
we will talk to you one more time before lunch, so don\'t run off too
far.

B. Sconce: Thanks a lot, Jim.

J. Chandler: Let\'s get back and pick up where we left off on the risk
management process. We saw the decision, the risk management desist
procession, the 5 steps, we saw Bruce look through all of those. We were
only in on a small piece of what they did but they went through the
whole process, broke into it different operations and had a separate
piece on each one of those things. So remember that it\'s broken up and
this one is kind of skewed, but I\'ll get the pen to work, from identify
hazard to assess the hazards on the assessment part and on the right
side and as you keep going around, once you\'ve assessed the hazards,
you develop your control measures and make risk decisions, and then you
implement those controls and you always come back ‑‑ you can\'t forget
that part ‑‑ to supervise and evaluate. Once you have gone through that,
you have some decisions you have to make. You have some decision
options. You can accept the risk, the benefit outweighs the potential
costs, which is exactly what we saw Bruce do. They assessed the risk on
that, and the overall risk on that operation, I believe, talking to
Bruce earlier, came out as medium. They accepted the risk because they
needed to get the culvert replaced. The branch chief accepted it and the
medium risk was not because of the heavy equipment, gnaws because of the
culvert, simply because the area they are working in is rocky and they
were concerned about slips, trips and falls, twisted ankles, those kinds
of things. Another option you have is to modify the risk with more
control measures that will bring it down even more. You may require more
information before you can accept or decide on the risk and you can
reject the risk if it\'s unnecessary. If that job could have waited
until the weather was bet or until a different time before they clear
something else, the risk may have been lower, they may have rejected the
risk now and done it later. And then elevate the risk to a higher level
if it\'s required to do that. Here\'s the risk decision authority card.
I said card. This is not in your ‑‑ this is in your workbook, I believe
and here it kind of shows and once again I said we want to usually live
and work in the low risk area. Lot of reasons for that, but mainly
because it puts a lower risk to our people and that\'s what we\'re
after. But also the line supervisor can make those risk decisions, which
makes it a lot simpler for everybody. Some of our risks, like the one we
just looked at in Roseburg s in the medium range and a branch chief has
to do that. It gets a little higher with the Field Manager, district
manager, making high risk decisions and up all wait to the State
Director level for extreme hi high risk areas. And I doubt very
seriously that we\'ll get very many requests to the safety person to ask
the State Director for an extremely high risk operation. I don\'t see
that happening too often. Ok. Now we\'re going to look at the Risk
Management Worksheet. See if I can ‑‑ there we go. I\'m not going to
fill this in or anything. I\'ll just go over it briefly. There\'s 15
blocks on the front and this looks very busy. This is our prototype. We
put a lot of information on here. Expecting people to be confused about
it a little bit at first. So all the information you need is on the
front and to fill in each block, it\'s block by block instructions on
the black. So it\'s pretty easy to use. The first seven blocks are kind
of the administrative piece, name and location, date to begin the
operation and so on. And then 8 through 18 ‑‑ 13 incorporate the five
steps. Identify the hazards here and then you start to assess those
hazards here and this is a duplicate. You\'re going to assess the
hazards again once you develop control meshers and you\'re going to come
back and implement control meshers and you are going to come back and
supervise and evaluate. That\'s really it and like I said, block by
block instructions are on the back. The only thing that we do have to
work for is when you go through an operation, the ‑‑ this bottom ‑‑ line
14, the highest risk in the operation is the overall risk. So just
because you have all low on this page, you may have a medium on the next
page. So the overall risk will be medium instead of low. You always want
to circle or identify the overall risk of the operation, not just the
risk that are identified on that specific page. Real quick, I promised
you I would show you a BLM risk assessment matrix card. Here it is.
It\'s available in the draft 1112‑1. You are safety manager can get a
copy of it for you if you like. On the back of the risk matrix card are
all the definitions that you need. I know you can\'t see it well here,
but everything you need to know about using the card is on the card
here. So it\'s completely self‑contained. All right. So let\'s press on
now. We\'re almost through ‑‑ we\'re almost through this part and let\'s
get right back into and it talk about risk management goals. I have a
lot of buttons to push up here. Risk management goals, and I think I
mentioned this before, we want to move from hazard consideration to
integration of risk management. That\'s simply what we wanted to.
Considering the hazard is important. You have to look at the hazard, but
managing those ‑‑ the risk associated with the hazard is much more
important than just considering the hazard. How are we going to
integrate that? We want to integrate it into the BLM culture, first of
all and if we had it integrated into the BLM culture, we would by
definition, I think, have it in the systems, operations, policy,
organization and individual behavior, but we don\'t. We don\'t thus far.
So we want to integrate it into the culture of the BLM. We want to
integrate into our systems, into our policies. We want to integrate it
into the operations, like you saw in Roseburg. We want to integrate it
into the organization at large. And we want to integrate into it
individual behavior. I don\'t think you can separate these two. Culture
and individual behavior. And I don\'t think you can affect individual
behavior in terms of risk management until you start at least ‑‑ at
least start to get it integrated into the culture of the BLM. So let\'s
look at some responsibilities. Some leader responsibilities
specifically. We need leaders to integrate risk management into what
they do. Communicate risk management to their people. Include risk
management in planning meetings, in progress reviews, and after action
reports. Otherwise ‑‑ in other words, planning something gives you much
larger probability of success. If you are planning risk management into
your operation, and checking it as you proceed through the operation and
going back and seeing how you did, you have a much higher probability of
success. We need leaders to enforce controls. There are a lot of
controls out there. Lot of people don\'t do what they\'re supposed to do
in certain types of situations and we need people, leaders, to remind
folks of that. We need to establish accountability. If we\'re not doing
what we said we would do, we need to find out why, fix and it hold
people accountable. And of course we have to elevate risk decisions when
required. Safety manager\'s role. The safety manager\'s role in risk
management is as expert on risk management and statutory and regulatory
requirements. That really hasn\'t change. We\'ve always been the boss\'
expert on safety issues, statutory as well as regulatory. We assist in
developing and recommending control measures. If you go through your
risk management process and you have questions or issues and you\'re
trying to figure out how to develop controls, we can help you do that.
And we advise and assist leaders and planners in risk management roles
and responsibilities. Ok. The integration of risk management in planning
stations in all BLM operations or BLM doctrine. Let\'s look at that
slide now. It\'s the upside down triangle. There we go. We have ‑‑ as
you can see, what we\'re trying to get is 80% of risk management done up
in this top part of the triangle here. Or the pyramid here, I\'m sorry.
We want it in planning meetings. I\'ve said a few times. If you plan for
success, you have a Bert chance of being successful. Written plans, make
sure risk management is incorporated into written plans and employee
training, make sure risk management is employed in your ‑‑ is included
in your employee training, and I have to say, NTC is helping us out
here. We\'re looking at some training classes here to add risk
management to those classes and safety to those classes in general when
we should. Down here in the actual operational environment and after
action reports and follow‑up we should only be doing about 20% of risk
management. The reality I in an organization like ours in which risk
management is just becoming the status for the safety program, this
pyramid is kind of upside down. We do a lot of risk management right
here in the operational part now and we need to start moving this up so
we come in to look more like this pyramid. All right. Let\'s look at BLM
risk management program he willments and there\'s three basically we\'re
going to look at, policy and I said before, that risk management is
incorporated into our policy, it\'s in our national safety policy
letter, it\'s on our 1112, our policy manual, it\'s in the new 1112‑1
still in draft that Bruce Prater talked about, there there\'s a chapter
on it in there. So it is becoming policy. It is policy nationally and
it\'s becoming more integrated into what we\'re doing. Training, we have
to get risk management involved in training, and that does not
necessarily or only mean conducting training classes similar to this one
in your state. It means that make sure that training classes incorporate
risk management to what people are learning to do everyday. And finally
measurements and controls and what that mainly means is when we go out
and do self‑assessments, program management reviews, those kinds of
things, we are going to look at risk management, in fact the national
office does look at us on that when they come out to do our annual
inspections. Now that we\'ve given you an overview of what risk
management is, I would like to give you a practical exercise. In your
workbook their 8 scenarios and these should be found around pages 34 and
35 of your workbook and once again we say around, because depending on
the printer that you used, the pages may be moved around a little bit. I
would like for you to work in pairs and go over them to decide whether
each scenario would require an informal risk assessment without using
the form or a formal risk assessment would benefit from using the form.
When we come back, I will ask for volunteers at BLM classroom sites
around the nation to help us through our exercise. So be ready. Jan,
back to you.

J. Gamby: That\'s right, Jim. It\'s time for everyone to get to work.
Remember that we\'d like you to work with one other person on the
exercise. We\'re going to give you about five minutes to do this task.
Remember, we have a leather man, AKA, car drawing, and lunch right after
this. So stay on task. When we come back, Jim will gopher over the risk
management scenarios and at the end we\'ll draw a lucky winner. So be
prepared. We\'ll see you in five minutes. Get to work.

J. Gamby: Welcome back to Safety for Supervisors. Returning to our panel
our Ken Higgins and Art Segovia. Hi, guys.

K. Higgins: Hi, Jan.

J. Gamby: We hope you were successful in analyzing the eight scenarios
in your workbook. At this point Jim is going to go through them and ask
for some help from you. Jim, take it away.

J. Chandler: Now we\'re going to find out if everyone has been paying
attention. Your assignment was to look at the eight scenarios on your
workbook on pages 34 or somewhere thereabouts and determine if these
situations would require a formal or informal risk assessment. Let\'s
look at the first case. The first case is building a cattle fence. Any
takers on that one?

J. Gamby: Light is green ‑‑

Caller: Jim from Washington, burns, Oregon, I\'m sorry.

J. Gamby: Could you state your name again?

Caller: Jim, Oregon. Number one would be informal. I think that the
picture doesn\'t necessarily depict what you\'re ‑‑ doesn\'t necessarily
depict what your action is here.

J. Chandler: Jim, I agree with your action. ‑‑ ‑‑ with you. They\'re
building a cattle fence. A couple, three workers, they load up the
equipment, go out and I think it\'s actually replacing some in poor
repair. I agree. An informal risk assessment would be the right call.
Let\'s look at the next one. Thanks a lot, Jim. That\'s the wild horse
and burro gathering.

Caller: John from Bakersfield.

J. Gamby: What do you think?

Caller: This one here, I think any time you\'re using helicopters or
aviation, it should be a formal.

J. Chandler: Right, John. This is Jim. I agree with you. We\'re using
aviation assets, as you can see in the picture, and I think the caveat
on the story was that this aviation ‑‑ this particular asset was
normally used in fire, so I agree, we should do a formal risk assessment
here. How about the next one, hauling water.

Caller: This is Jerry in bishop. Number three, we think that\'s
informal. The only real issue is just off‑road driving and that\'s
something you could probably handle informally.

J. Chandler: I agree with you. We\'re just taking a water truck out and
we\'re going to dump water someplace or provide water someplace, and I
agree with you. The next one I believe was ‑‑

Caller: Kanab.

J. Chandler: Say again, please.

Caller: Weston from Kanab.

J. Chandler: Weston, go ahead.

Caller: Ok. I think the ATV and weed spraying should be formal. If you
are going to be out in some hilly terrain with steep bluffs you need to
let your workers know what\'s going on and need to know beforehand, and
also you\'ve got high temperatures, working with chemicals, you know.
We\'re talking quite a bit of risk here.

J. Chandler: I agree completely. There\'s two principal things here. We
have the chemicals here, which is an issue in itself, particularly
dealing with herbicides and then we have the ATV and historically we
have a lot of incidents on ATVs of different kinds. I agree with you
completely. The next one I think was a road grading project.

Caller: John from Bakersfield.

J. Chandler: Go ahead.

Caller: This one here again, I think, needs a formal, especially with
the adverse conditions. This is one of those things that you have a day
like that type of situation, you want to wait for another day to do the
job.

J. Chandler: Back off your mic a little bit and we can hear you better.

Caller: I was saying when you have conditions like you have here,
describing this road situation, it\'s best to wait for another day, so a
formal would help you get to that point.

J. Chandler: I agree. The way the scenario was written, it would be
formal risk assessment, and you\'re right, I hope it would get you to
the point where you would decide to do this on a different day. Maybe
different conditions, it would be all right to do it informally but the
conditions we had, formally.

Caller: Mary from the grand staircase.

J. Chandler: Go ahead.

Caller: For the land ah acquisition, we think that\'s informal because
you are only doing an appraisal.

J. Chandler: Society land acquisition is only informal because you are
doing an appraisal. What ‑‑

Caller: This is the coordinator. Could participants please mute their
lines if not speaking. I have about 70 lines open and that\'s creating
an echo.

J. Gamby: Everybody hear that, if you\'re not speaking, please turn your
line off.

If you could possibly mute on your own telephone.

J. Gamby: Could the last person that called in about the land
acquisition identify yourself, please? We didn\'t catch your name and
location.

Caller: This is Mary from the Grand Staircase‑Escalante national
monument.

J. Chandler: Mary, this is Jim. So you decided that this was an informal
risk assessment?

Caller: Because it\'s an assessment.

J. Chandler: Ok. And I\'ll take that as just an assessment. If we were
actually going to be at the phase where we were considering acquiring
the property, then we would probably want to do a formal risk assessment
simply because we would be able to look closer at it, are there any
abandoned mine issues, are there any hazardous material or has Tuesday
waste issues, those kinds every things. But given the condition that you
described, just an assessment, I would probably agree that informal
would be correct. Let\'s look at the next one, which is a controlled
burn.

Caller: This is cliff from Craig.

J. Chandler: Cliff, go ahead.

Caller: In a controlled burn situation, you need a formal.

J. Chandler: yeah, I agree. I agree. We\'ve learned some good lessons
about controlled burns, and it does need to be a formal risk assessment.
Good job.

J. Gamby: I\'m going to stop for a second. We have someone on the line
that hasn\'t been able to use push‑to‑talk and we\'re going to give him
an opportunity to answer the next one. I am going to push you on. I
believe this is Jim.

J. Chandler: Hello?

J. Gamby: Hi, Robert, are you there from miles city?

Caller: Yes, we are. We talked about number 8, moving an office, as
informal.

J. Chandler: As informal? Yeah, I would agree, because a lot of times
when we move our office we\'re actually talking about packing our
personal stuff and packing some books and those kinds of things and
maybe doing a little bit of this kind of couch moving here. But normally
we would probably contract that bigger part of that out, if it was a
bigger issue. Or a bigger move. So, yeah, I agree, an informal risk
assessment would be appropriate.

J. Gamby: Thanks much, Robert, for your input.

J. Gamby: Yeah, thank you very much for all the input and participation.
That was great. We will do a little leather man drawing in a second or
two but before we leave risk management we need to review some of the
key ideas from the process. I got my John Madden pen ready and here we
go. Once again ‑‑ let me get rid of some of the lines. I guess John
doesn\'t have too much to worry about. We\'re going to look at the five
steps, identify and assess hazards, develop controls and make decisions,
implement those controls and supervise and evaluate. Remember, it\'s a
continuous process. It goes around. And there\'s two phases of it. The
assessment portion where you identify and assess the hazards and then
the management portion where you come back and you develop controls,
implement those controls and supervise and evaluate. Don\'t forget to
come back and do that one. All right. Now we\'ll look at the four
principles of risk management. Manage risk in the planning stage and
plan for success, you have a much better chance of achieving success.
Never accept an unnecessary risk. If you don\'t need to do it, you
don\'t need to do it, no matter how low the risk is. Make risk decisions
at the proper level. And accept risks only when the benefit outweighs
the potential loss. There are two levels of risk management, formal and
informal. Remember, when you hear planning, when you\'re planning a
project, think formal. It\'s a very deliberate process, and you do use
the risk assessment form normally when you are doing a formal risk
assessment. Informal, when you\'re in the field or in the operational
environment, think informal risk assessment, and that\'s generally not
using the form. That\'s with a team, individual, those kind of things.
Ok. Three types of risk that we\'ve talked about, environmental risk,
the weather, the conditions inside a building, so on, material,
equipment, tools, machines and organizational. Numbers of people that
you have to work, the structure of your organization and those kinds of
things. All right. Just some quick parting thoughts. Risk management is
a thinking process. It\'s not a checklist. It\'s something we have to
think about, sit down, talk to the people who know, who are actually
going to do work and go through the process. What will risk management
do for me? Well, hopefully it will help you identify and ‑‑ identify
hazards and lower risks. This is a question that I get very often, very
often. We have all this paper trail now, Mr. Safety, will the paper
trail lead me to trouble? I get managers asking me that all the time.
The answer is no. The OSHA requires you to decide what PPE you need and
this moves way past that. It looks at the entire operation, it
identifies hazards, and it translates them to risk and allows you to
lower the risk. So the paper trail will not lead you to trouble. So what
do we do now? Where do we go from here? Training, risk management
training is taking place in the states as we speak in different places.
We actively use the process. We need you to actively use the process. We
need managers to think in terms of risk, to ask, where is the risk
assessment after this and so on. This is very, very important. It\'s
critical to the success of the program and I believe it\'s critical to
bringing down that \$6.6 million cost, but most importantly, it\'s
critical to lowering the suffering that\'s associated with that cost.
Jan, that\'s all I have. Back to you.

J. Gamby: Thanks, Jim, for that overview of risk management. Ok. Now
quickly I\'ll ask Art Segovia to draw a number between 1 and 8 out of
our safety bowl ‑‑ actually it\'s a safety basket, to select our winner
for the last ‑‑ select our winner for the last exercise. Art, drum roll,
please!

A. Segovia: Number 1.

J. Gamby: I have been told participant number 1 was Jim in Oregon.
Congratulations, Jim. You\'re our second winner of a an official safety
Leatherman tool. Now, before we go ‑‑ and as I said before, just e‑mail
your name and mailing address and I\'ll get your prize out to you next
week. Before we go to lunch I just wanted to take a minute to let anyone
who has questions about what we\'ve covered this morning ask. And we
still have Bruce, the terminator, going from Roseburg, Oregon. Thanks
for staying on the line.

B. Sconce: It\'s great being here, the weather is nice and just waiting
for questions.

J. Gamby: Now that we have everyone with us, we\'ll pause for a moment
and see who may have a question. Now is the time for you to see your
green light turn on and let\'s go ahead and use your push‑to‑talk.

Caller: Hello. This is Bob from Lakeview.

J. Gamby: Hey, Bob, from Lakeview. Go ahead, please.

Caller: Bruce, we had a scenario with road grading and steep slopes,
adverse weather conditions. There was an indication that we should go
with a formal assessment plan. What are your thoughts on this?

B. Sconce: Given those type of conditions and thing, go with formal. It
covers everything a little more. It\'s laid out. You can also do
informal once you go out in the field but the formal gives you a little
more involvement, you ever to sit down and write it out and think bit.
And the key thing is keeping the employees involved. They\'re the ones
doing the work and they know more what\'s going on than the people in
the office or something. So formal is the right way to go on that one.

Caller: This is John at Winnemucca.

J. Gamby: Yeah, I\'m going to have to interrupt for a second, folks.
I\'m being told in my ear we\'re having a problem with the open mics. We
need to do a test right now. And the test is that I need you all to yell
your location without pushing in your mic. And if you can hear us, Art,
would you give me the rest of that? If you can hear your own location,
you have to log off the bridge and come back in. Excuse me, log off the
bridge and call AT products. Ok. On 3, I\'m going to ask everybody to
yell their location. Are we ready? 1, 2, 3. The only thing I heard was
Boise. Ok. No microphones being pushed. Let\'s try it again. Ok. You
have to yell, but don\'t push your microphone. Ready, on the count of 3.
1, 2, 3. I\'m being told they\'re hearing it deep in the background. We
need you to do it one more time. This is to make sure everybody is
hungry before we go to lunch. Let me count. 1, 2, 3! Did that do it,
Art? Ok. We\'re going to continue on and if you think you have a bad
product, we\'re going to ask you to call the AT products line during
lunch and see if we can get this straightened out. Let\'s take questions
at this point. We have about 7 or 8 minutes, and we\'re going to lose
the satellite connection for Bruce the terminator sconce in Roseburg in
about seven minutes. Does anybody else have questions for Bruce and then
I\'ll switch it back to the panel.

Caller: This is John at Winnemucca. We\'ve been trying to get in but you
guys have been ignoring us out here in the west.

J. Gamby: Sorry about that.

Caller: On the risk assessment there for the road grader, everybody
tends to be leaning toward formal and I think that\'s an on the ground,
operational, informal ‑‑ the supervisor makes that decision. As opposed
to going back to the shop and doing a long, laborious assessment.

J. Gamby: Bruce, can you cover that one for us?

B. Sconce: It just depends on the hazards out there. If it\'s just
normal road grading, I would do an informal it through and a lot of
times the operator can do it. But it sounds like in Lakeview, unless I
misunderstood what he said, there were some hazards and some sloping and
stuff which were pretty critical, and that\'s a formal before they even
went out and started would be good rather than coming clear back in. You
can do a formal right out there on the job. You have the work sheets
with you. Fill them are out, talk to the crew and do the work. It
doesn\'t have to be real complicated and lengthy but make sure you\'re
covered so everybody knows what\'s going on.

If I could add something to that. When you start to do a formal risk
assessment you may need to see you need to proceed like that and you
don\'t need to do one like that and do an informal in the field. Like
the caller said by the supervisor making a decision or like Bruce said
using the risk management risk sheet ‑‑

B. Sconce: Your job may be 50 to 100 miles away from where your office
is, and it just doesn\'t make sense to drive clear back in and do it so
just do it right throughout on site.

J. Gamby: Any other questions for Bruce in Oregon?

Caller: Jan, this is Bruce Prater in Denver. Just one comment about
that. You know, we had an incident four years ago now in Arizona with a
road grader that hit a grass pipeline and while no one was injured, it
did burn up the grader. One of the beauties do having a formal risk
assessment is that you identify those types of risks that you may not
ever find out ground until you crack that pipe. So the key to this
formal risk assessment is in the hazard identification part of it to
make sure that you really identify all the potential risks, and that\'s
one of the failings of doing it in the field, it\'s very hard to do
that, if you\'re not aware that the pipeline is there, maybe you are ‑‑
you need to refer to a map or whatever. So that\'s the reason that you
want to make sure that you have assessed all of those kind of risks.
Furthermore, it\'s something that experience can fool you on. They\'d
graded that particular road probably a dozen different times and never
had a problem until they finally graded off enough to get in the
pipeline. So that\'s one of the rationales for doing a formal on that
type of operation.

J. Gamby: That\'s a very good point, Bruce. Thank you. We have time for
one more question from Bruce in Roseburg before we lose the connection
there. But stay tuned because we\'ll have plenty of time for other
questions. So I want to just limit this to ‑‑ does anybody have a
question for Bruce in Oregon? Ok. Well, Bruce, I want to thank you very
much for participating with us today. I know you all have an excellent
safety record up there, and we really appreciate you taking the time to
participate in this training broadcast. Thank you very much.

B. Sconce: Thank you.

J. Gamby: Keep that sun shining up there. We do have a fax before I go
to the push‑to‑talk system. We do have a fax that came in from canyon
city, Colorado, and the question that came in was, we noticed the
statement on page 19 of the course workbook which states that all PPE
will be furnished at government expense. The question is and I\'m going
to throw this one to Ken, does this include 8‑inch all leather lace‑up
boots as required for firefighting?

K. Higgins: Oh, boy, that\'s a good question and a real hot potato and
it raises its head every few years. It\'s an ongoing issue. Yes, we
require 8‑inch boots. No, we don\'t provide them in most cases. It\'s
kind of complicated, but OSHA in their general industry standards
specifically exempts personal wear items such as boot ‑‑ actually two
items, boots and prescription safety eye wear. Also the closest I\'ve
been able to find in any of the standards to firefighting is ‑‑ and the
OSHA standards specifically, has been timbering operations and they have
specific letters of interpretation from OSHA, which is one of the ways
they put out their opinions, which exempt logging employers from having
to provide those boots. Be being said, I don\'t think it\'s ever going
to be a closed issue completely. In a perfect world, we\'d provide boots
to everybody, but that\'s a huge budget issue. We\'re not required to at
this point. Also in the Red Book, I might add, that it is listed as a
condition of employment. So it\'s one of those things that does not have
a perfect solution and I\'m sorry to say that, but that\'s the way it
is.

J. Gamby: Thanks, Ken. Ok. Green light\'s back on. Anybody have any
questions for us?

Caller: This is Gary strand in New Mexico.

J. Gamby: Hey, Gary, how you doing, guy?

Caller: Very good. In our environment we often use contracted labor, and
I often worry about how ‑‑ where they are, risk associated and
activities I send them on. With a my responsibility in this area?

J. Gamby: Which one of you fine gentlemen wants to take that?

A. Segovia: That\'s a good question, Gary, and I\'m not really sure what
the answer is, but you know, maybe the procurement folks can help us out
on this issue. I recommend that we talk to our procurement folks,
really, get them involved.

J. Chandler: That\'s the place you should start. But it is ‑‑ in the
boilerplate language on the contract, that the contractor accepted to do
the work from, it talks about that they have to comply with all
applicable Federal, state and local safety laws and rules. So they do
have to comply with OSHA if it applies to them but to get more specific,
you have to contact your contracting folks and ask them about it.
That\'s kind of a touchy subject again, but that\'s in the boilerplate
language and that probably is the only place that exists. So if they\'re
required to follow it, they should be following the safety rules. You
have to decide is it the Federal rules, state rules and/or local rules.

J. Gamby: I can also add to that, from the procurement standpoint,
contractors do have to have insurance to cover their workers, and that
is also part of the boilerplate portion of any contract. So there will
be stipulations in there, Gary, that tell exactly what that
contractor\'s responsibility is for the folks that he or she employs.
Good question.

K. Higgins: By like to add one thing to that. To me, I would say, if you
see them doing something unsafe, don\'t hesitate to speak up. Maybe
it\'s true you don\'t have the direct liability, but if you observe
something, speak up and tell them you have noticed it.

J. Gamby: The ultimate situation is they\'re doing work for us and we
should be the ones that maintain that control. So that\'s a great
suggestion. How about another question?

Caller: This is Don in Casper.

J. Gamby: Hey, Don.

Caller: If there\'s no trouble associated with a paper work trail,
what\'s the consequence of no paper?

J. Chandler: I\'ll take that one. That\'s a very good question. If you
don\'t have any paper, you didn\'t do ‑‑ you can\'t demonstrate that you
actually did any kind of hazard assessment for your people as required
by OSHA, but also if something should go wrong, you have no way to
demonstrate that you thought this through this process and identified
the hazards as best you could. Lot of times we don\'t do and that I
understand, so that would be something between a ‑‑ in a conversation
between you and whoever was looking at the situation.

Caller: Thank you. Do I get a Leatherman?

J. Chandler: A letter? oh a Leatherman.

J. Gamby: Sorry, not for that case.

J. Chandler: Good try, though.

J. Gamby: I\'m being told that\'s about all the time we have for this
morning\'s session. I do want to thank everybody for participating. I
want to thank Jim, Art, Ken and especially Bruce, who joined us live
from Roseburg, Oregon. At this point, we\'re going to take ‑‑ go off the
air for about an hour to give you a chance to eat and review what
you\'ve covered so far. We\'re going to grab some lunch ourselves and I
hope somebody\'s ordered us some pizza. My tummy is growling. When we
come back we will in ‑‑ there\'s a lot more coming up. Also I wanted to
ask k I get the number that folks tour call in my ear so I can give that
to folks that are having difficulty with their push‑to‑talk?
1‑800‑848‑2205, if you are having problems with your push‑to‑talk, now
is the time to call that number and use them to get some help. When we
come back once again, we will be on satellite galaxy 3, transponder 2
for you are \"Star Treky folks. Keep those receivers right where they
are. Remember the push‑to‑talk bridge stays on during lunch. We will
give you a short test signal before we go back up again. We will see you
in about an hour. Enjoy your lunch.

J. Gamby: Welcome back to safety for supervisors. Before we get started
on our second segment, we\'re glad you\'re here, and I have a fax that I
want to read that came in from State Director Ann Morgan and I have to
really thank Ann for sharing this thought with us. I had done some
calling yesterday saying, hey, if we have blank space, managers, help me
out, and, Ann, I didn\'t need to call you directly to give you that
opportunity, but I\'m really glad that you provided us this comment and
I want to read it for the class. Ann says, \"thanks for putting on this
course for supervisors. We have many new employees in the BLM and,
therefore, we have a great opportunity to create a culture of safety.
Please emphasize the need for supervisors to take time with our new
employees to explain BLM\'s expectations for a safe work environment.\"
I just think that\'s an outstanding way to start our afternoon off, Ann,
so thank you very much for providing that sage wisdom. Also, I need to
talk to folks about the satellite snafu that we had before we closed out
for lunch. It appears that the sun is at times moving to block out the
satellite rays, and so if you go offline for 5, 10 minutes, please go
ahead and call the NTC hotline and they\'ll help you with that. We did
not have everybody go down like we thought earlier when we all gave you
the chance to yell. So you won\'t get a chance to yell this afternoon.
You\'ll have to behave yourselves, but we had about five or six sites go
down but we didn\'t have a major meltdown, which was good to hear. So
moving ahead into this afternoon\'s program, this afternoon we\'re going
to cover two very important areas. First we\'ll go over your
responsibilities for accident reporting and investigation. After that,
we will get you started on evaluating your safety program. And along the
way, we\'ll even get a chance to look at a couple of good examples of
what BLM offices are doing across the country. But before we get to
that, I\'d like to take a moment to let you know what will be coming up
in the next few weeks on the BLM Satellite Network. Next Thursday, March
17th ‑‑ excuse me ‑‑ March 7th we will continue our BLM Forest Service
joint training on the Manager\'s Tool Kit for Environmental Compliance
and Pollution Prevention. Module 4 will cover issues on safety, OSHA,
DOT and FIFRA. On Thursday, March 14th, module 5 for managers tool kit
will cover the Clean Air Act, Clean Water Act, the Safe Drinking Water
Act and Spill Prevention Planning. And you\'ll want to tune into the
last module, module 6 of the Manager\'s Tool Kit, on March 21st, which
includes environmental management systems, agency audit programs for
safety, health and environmental compliance, as well as a live remote
from an actual BLM laboratory. And on April 3rd and 4th, we\'ll be
broadcasting a two‑day interagency satellite course, contracting
officers training. So if you\'re a COR and you need to keep your
certificate current, contact NCT right away to register for the course.
That web address again is\.... with all that out of the way I would like
to introduce our instructors for this afternoon\'s training session.
First I would like to welcome Kathy Hull, BLM Utah\'s state safety
manager. Welcome, Kathy.

K. Hull: Thanks. People worked so hard to make this course happen that
it\'s really a privilege to be here and see it all come back together.

J. Gamby: Great. Also with us from the national interagency fire center
in Boise is Michelle Ryerson‑Grett. Thanks for helping us out this
afternoon, Michelle.

M. Ryerson‑Grett: Thanks, Jan. I\'m glad to be here and to see some of
my safety cohorts and enjoy the Phoenix weather and be able to talk to
our students today. Thanks.

J. Gamby: And completing our panel of instructors is Tom Chavez, safety
specialist from the Albuquerque Field Office from our home state of New
Mexico. Welcome, Tom.

T. Chavez: Thanks, Jan. It\'s good to be here.

J. Gamby: We appreciate all of you being with us this afternoon. We\'ll
‑‑ regardless of how diligent we are with safety, the reality is that
accidents do happen. When they do, you as supervisors need to know how
to handle them. As we heard earlier from Dick King, accident reporting
is one of the six key elements of the Bureau\'s safety program. So to
start us off, Kathy is going to go over what our role as supervisors are
when an unexpected ‑‑ when the unexpected does happen. Kathy?

K. Hull: Thanks, Jan. As Bill mentioned at the beginning of our class,
BLM spends a lot of money on accidents. But the question is, why do we
keep having accidents? Well, accidents occur when our prevention methods
fail. And in most cases, they are due to human error. Very rarely are
accidents due to equipment failure. Often there is a lack of training or
knowledge that is identified as a root cause of accidents. Sometimes the
root cause is lack of policy or enforcement of existing policy.
Unfortunately, when an accident occurs, you have the responsibility to
ensure that all the proper reports are filled out. You also have the
responsibility to investigate accidents. Now, this may involve using
someone in your office who is a trained accident investigator if they
are available. Many of you view this as just a paper work exercise, but
accidents are reported for several reasons and not awful them are
apparent. One of the primary reasons why we need to know the details of
an accident is to prevent it from happening again. Our goal is always to
reduce accidents, since they impact the way we do business and cost us
millions of dollars. The time it takes to do those reports is one of the
hidden costs that was mentioned earlier. There are also the human costs,
pain and suffering. Accidents statistics are used to starting specific
areas that need improvement. This allows us to identify negative trends.
This may impact the programming of funds for such things as training or
equipment upgrades. I know most of you dread the paper work and wonder
how it could possibly benefit me? An example of trends that benefit add
lot of people that we can all remember is the Firestone tire recall.
Once a nationwide trend was identified, the tires were recalled and
lives and property were saved. So remember that example the next time
you have an accident that you don\'t think needs to be reported.
Eventually all those accidents can add up. Jan?

J. Gamby: Well, thanks for those clarifications, Kathy. Are there times
when we wouldn\'t report an accident?

K. Hull: Yes, there are. We wouldn\'t report a contractor accident
because contractors are already covered under their own company program.
However, we treat volunteers like our own employees and we do report
their accidents.

J. Gamby: So, Kathy, what is a supervisor to do when they are notified
an employee has been in an accident?

K. Hull: That\'s a question I get asked a lot. It\'s a situation nobody
wants to be in. So how many times thanks happened to you? You come to
work after having worked out and had your morning cup of coffee, you\'re
already to get done things you\'ve been needing to do for weeks when the
phone rings. It\'s one of your employees and they are very upset because
they\'ve just been involved in a vehicle accident. She tells you that
she just hit a farmer\'s calf while driving back to the office, killing
the calf and causing some damage to the government vehicle. First off,
you ask her if she is ok. Or if anyone else was involved or otherwise
hurt. She says she is ok and no one else was involved, but you can tell
that she\'s very upset. You try to calm her down and ask her if she
needs help or a ride back to the office. She says that the truck is
drivable, but asks you what she should do now. You remind her of the
accident report form packet that\'s located in the glove box of the
truck, which she says she finds. You explain to her that you would like
her to write up a statement about what exactly happened, including
obtaining names and contact information about any witnesses, a
description of any property damage, and the exact location of the
accident. In this case, since someone\'s private property was involved,
you advise your employee that you will contact local law enforcement so
they can file an accident report, help locate the calf owner, and clear
the scene. You go on to ask her to fill out as much of the accident
report forms as possible. And then to come in and see you first thing in
the morning so you can fill out the rest of the report forms together.
She says she\'ll work on the forms and her statement and then get back
to the office as soon as she can. So in review, in situations like this
one, the first thing you always want to do is find out if anyone is
injured. Next, determine the seriousness of the accident and advise your
employee of the proper procedure that should be followed. You want to
ask that person to contact you personally, whether at work or at home,
when they return to the office so that you know they are safe. Remember
to gather as much information as possible. Ask about road conditions,
lighting conditions, weather, just anything that might be related to the
cause of the accident. If you have a trained accident investigator on
your staff, send them out. Or call the local police to do some
investigating. And finally, make sure you always follow up with the
employee to work on the accident report. I always get asked, why do I
have to gather so much information? Well, in any instance where a member
of the public or private property is involved, there will likely be a
tort claim filed. And you can never have enough information in these
instances. In some cases you may even have to controvert a tort claim.
So let\'s get back to the calf accident. The next day you are employee
comes in to see you to talk about the accident. She has brought along
her accident packet partially filled out. You sit down with her to go
over what happened, including what could be done in the future to
prevent this from happening again. At this point, you outline any
corrective measures with her and together fill out the rest of the
forms. These forms include a Safety Management Information System, or
SMIS, worksheet, the SF‑91 Motor Vehicle Report Form and any SF‑94
witness statements. Once those are complete, together you log into the
SMIS database and use the SMIS worksheet you filled out earlier to enter
the accident information. Once the SMIS report has been entered, you\'ve
completed documenting the accident. At the end of the day, you and your
employee can say that you have, as well as possible, dealt with one of
the unfortunate events that can happen on the job. Remember, you need to
take the time with your employee to go over all the accident forms.
During this meeting, make sure that you determine what corrective action
should be taken to prevent this type of accident from happening again.
Additionally you should determine if your employee has any additional
training needs, for example, defensive driving. And in accidents not
only does a SMIS report have to be filed but a CA‑1 notice of traumatic
injury needs to be filed with your personnel office only if there is
also an injury, or a CA‑2, claim for occupational illness if there is an
occupational illness. Remember, any time a CA‑1 or CA‑2 is filled out, a
SMIS report needs to be filed, too. In fact, if you fill out the SMIS
report first, SMIS will fill out a CA‑1 for you as you are entering data
for the accident report. This would definitely save you some time from
having to fill out two separate reports. You will have to submit the CA
form to the office that processes your claims because SMIS will not
automatically submit the CA‑1 report. No matter where your employee is
geographically when they are injured, it is still your responsibility to
submit those reports. And for those of you not familiar with the SMIS
reporting system, it can be found at WWW.SMIS.DOI.GOV or you can contact
your state safety manager for assistance with SMIS.

J. Gamby: I know a lot supervisors are asking why they need to fill out
both the SMIS and the CA‑1. Aren\'t they duplicate reports?

K. Hull: Well, actually they\'re not. A CA‑1 is only for recording
injuries. Supervisors should know that all accidents require a SMIS
report. All accidents don\'t necessarily require a CA‑1. If you do
submit a CA‑1 and don\'t do a SMIS report, the consequences are that our
SMIS database gets messed up, and your accident rates end up being
incorrectly reported to Department of Labor. So it is in your best
interest to send in those SMIS reports early. Concurrently with the CA‑1
or CA‑2. And I would like to emphasize that employees and supervisors
need to fill out the accident report together. The reason is that the
supervisor is responsible for filling out the SMIS report so that he or
she is aware of the circumstances of the accident and any possible costs
that might be associated with the accident. And remember, accident
reports are not to be used for punitive reasons. We don\'t want to in
any way inhibit people from reporting accidents which can help us
determine safety weaknesses. Finally, remember that SMIS reports are due
within six days of the accident occurring. So as a supervisor, it\'s
very important that you emphasize to your employees that time is
critical when reporting accidents, and time is especially critical if a
serious accident has occurred. Jan?

J. Gamby: So, Kathy, I\'m curious, what would have happened if this had
been a more serious accident, say, another vehicle had to swerve to miss
the calf and an employee got, forbid, was killed?

K. Hull: Well, that is a little more serious. In that case, the
supervisor would have a lot of immediate actions to take. Including
notifying a higher official, who would activate a Serious Accident
Investigation Team, or SAIT. Jan?

J. Gamby: An SAITs are what Michelle from NIFC is here to talk to us
about this afternoon. Michelle, what does constitute a serious accident
and what would a supervisor be expected to do immediately after one
occurs?

M. Ryerson‑Grett: Well, Jan, that\'s a good question. If a serious
accident had occurred, the supervisor\'s responsibility would be
considerably different. A serious ‑‑ first, let me explain what a
serious accident is. A serious accident meets any of the following
criteria. Any property damage exceeding \$250,000. This applies to any
private or government property. The perfect example of this would be the
Lowden ranch fire where we had millions of dollars of damage to private
and public property. Second, if there were three or more employees
hospitalized over night, third, if there was a fatality and fourth for
any accident appear State Director or designated agency state health
official or Bureau safety manager feel warrant further investigation. It
should also be noted that fire, aviation or boating accidents have
specific investigation criteria. For instance, fire‑related accident
investigations must conform to the guidance in the BLM Red Book. Under
the criteria I just covered, an SAIT will investigate. The SAIT will be
deployed from the national level and the members will consist of a team
leader, an accident advisor, a chief investigator and the appropriate
technical specialist. If the accident was fire related, an interagency
representative would also be included as a team member. Teams will be
from outside of the state to avoid any kind of conflict of interest that
may occur. But to help you to prepare for such an incident, you will
need to develop a pre‑accident plan. I recommend that you use the
handbook that Ken mentioned earlier this morning, in case you don\'t
remember what that is, it\'s the supervisor\'s pre‑accident plan &
accident investigation guide. This guide is currently in draft and will
be distributed soon. You can fill in the blanks in this guide with
critical phone numbers and contacts ahead of time so you won\'t be
scrambling for this information in an emergency situation. We also have
the emergency administrator\'s guide to critical emergency management.
This is a guidebook for establishing a ‑‑ it is mainly used to help you
manage the human aspects of the event such as the need for critical
incident stress management for your employees. As well as how to deal
with the media. Then we have the employee casualty guide. This guide,
you should refer to, provides a step by step guide ounce how to handle
casualties if one should exist. The information in these guides should
be reviewed and updated as often as contact information changes. They
are all listed in the reference section of your course workbook.
Although we hope to never have to deal with a serious accident, we have
to prepare ‑‑ be prepared if one does occur. These situations can be
very stressful and chaotic. So it helps to have guidance to turn to
quickly. And as a supervisor, your specific responsibilities would be
first to ensure that emergency aid is provided for any victims, that
steps are taken to prevent others from becoming victims, notify your
next level supervisor, and please don\'t forget to notify that local
safety specialist or safety manager. Your next step would be to protect
the accident site. Rope off the scene, post someone to keep unnecessary
people or possibly animals from entering. You will also need to protect
evidence from being altered or removed. Make a sketch of the scene and
take photographs. This is particularly important if there\'s perishable
evidence that cannot be preserved. The exact position of the evidence
can be extremely important to the accident investigators. So you may be
wondering what to expect from an SAIT and how you fit into that. You are
role is very important to the team. You\'ll be expected to assist and
cooperate with them. Your local agency administrator will conduct an
in‑brief with the team and you should expect to be there. You will be
able to provide them a list of witnesses, local points of contact and
other information related to the accident. Your office will also be
requested to provide administrative support to the team. One of the
things that you won\'t have to do is notify OSHA. This notification is
made by your state safety manager. That contact must be made within
eight hours of the occurrence. So it\'s very important that you notify
your local safety specialist or safety manager immediately after a
serious accident has occurred. Once the accident investigation is
complete, a final report will be generated. This report goes to the
national ‑‑ through the national office to the Bureau director for
approval. Local offices may receive copies only after the report is
approved by the Bureau director. So, please, don\'t ask the members for
an advance copy. It\'s important to remember that the purpose of a
serious accident investigation is prevention, to prevent similar
accidents or incidents from occurring. Jan?

J. Gamby: Thanks, Michelle. At this point, we\'re once again able to
take a moment and see if you have questions or comments for Kathy or
Michelle. If so, please remember to give your name and location before
speaking up. So we\'ll turn on the green lights and see if anyone has a
question or comment. Participants, anybody out there ‑‑ sorry, I heard
Winnemucca. Could you say your name, please?

Caller: This is Mike from Winnemucca. The question I have for Kathy
would be, should or how are accidents involving the public that happen
on public land be reported?

K. Hull: Well, generally we say report every single accident. If you
have questions about a particular accident, I would say contact your
state safety manager.

J. Gamby: Thanks, Mike. Next question?

Caller: Gary from Susanville.

J. Gamby: Was that Gary?

Caller: That\'s correct.

J. Gamby: Go ahead, Gary.

Caller: The SMIS report, you mention that it has to be filed within
eight days, and it also puts the date in for a CA‑1. So if you are
filing a CA‑1 for injury, then the SMIS report would have to be done
within the 48 hours, correct?

K. Hull: We say that the SMIS report needs to be done within six days
and if you are going to submit a CA‑1, try to submit those concurrently.
The reason for that is because Department of Labor checks back with
department of interior to see if we have a matching report. They\'re
looking for the same time and the same date on those reports. So that\'s
why we would like you to put them in at the same time.

J. Gamby: Pass good point, Gary. If you have an employee that\'s injured
and a CA‑1 needs to be generated, you might as well generate the SMIS
report at the exact same time and get that to kick out for you. Anybody
else have a question? Come o we\'ve got to have a few folks out there
have that had accidents from time to time that maybe have some words of
wisdom that they want to share in terms of observations or experiences
that you\'ve had? Ok. Well, I would say, then, that Kathy and
Michelle\'s presentations were clear and to the point and everybody
knows what they\'re doing, so congratulations. Now that we\'ve given you
all this information on safety and risk management, it\'s time to see
how you and your office is doing so far. We\'ve asked Tom Chavez, safety
specialist for the Albuquerque Field Office, to help you evaluate your
situation. Tom, thanks for being here.

T. Chavez: Thanks, Jan. I\'m glad to be here.

J. Gamby: Before we talk about evaluations, let\'s look at some program
successes. Recently we were able to visit two offices where safety is a
top priority.

The one thing about being a leader is that people have to know that they
can trust you, and one of the reasons that they trust me, I think, is
because they know I\'m concerned about them and I\'m concerned about
their safety and their welfare and by taking steps on my own, not
sending someone else to do these things, it ensures a personal interest
in them. I think it does build trust and trust builds morale and I think
that\'s why we have an office with high morale and low accident record,
good safety record. The resource area is stretched out over about three
or 400 miles. So we\'re driving many hours each day just to get to the
job. And much of our driving is in urban areas, so we are in traffic all
the time. So it\'s the greatest threat undoubtedly is the vehicles. And
that has focused the attention then on safety and on vehicle safety, and
that\'s the nature of our work, just doing a lot of driving.

Vehicle safety is important. We sometimes have to travel up to three
hours one way just to get to some of the lands that we manage here and
‑‑ at Folsom. Can that wear on you. We are instructed to take breaks if
necessary and pull over and take it easy.

And so there\'s the risks, there\'s the problem, and especially with
tired employees, once you have been working long hours in the summer,
it\'s hot, there\'s a lot of things that contribute to an accident and
so far we have been able to avoid those, and I think part is because
there\'s this constant focus and an attitude of, let\'s be careful, and
an understanding that if they have to pull off and go to sleep for half
an hour, that\'s what I expect them to do, as opposed to worrying about
what it going to look like. It\'s more important we are safe rather than
the perception of safety.

DeanE has instigated the checklist for the vehicles specifically because
if they are not operating properly, then we\'re certainly not going to
be able to operate the vehicles properly. We want to make sure
everything ‑‑ windows are clean so we can see out, we\'re not tripping
over debris inside the vehicles when we\'re ‑‑ we don\'t want water
bottles flinging under the feet when we\'re trying to hit on the brake.
That\'s not going to happen. Just general cleanliness of the vehicle
gives a good impression to the public and safety is all tied together.

The first thing is I go out and ride with them to make sure that
they\'re driving safely. That\'s the first point. The second is that
they\'re sort of now ‑‑ there is sort of an issue in the office,
interest in the office about vehicle safety, because I go out and take a
look at the vehicles, actually inspect them and then I\'ll have them
take me out for a test drive and frequently I\'ll do something to create
a little different behavior. Over the years I\'ve taken pieces of the
vehicle, like a dip stick, maybe and taken it out prior to their
inspecting the vehicle, and then I\'ll ask them, did you check the oil?

Oh, yeah. They\'ll be driving down the road. Then why am I holding the
dip stick?

I\'ve been fortunate enough to have a pretty good vehicle record, but
the rumors fly that he might pull a trick on you are or two just to make
sure you\'re checking it. Maybe there\'s a dip stick missing or
something is unplugged or things of that nature.

We\'re going to take steps to ensure that they think positively about
safety and, as I say, the outcome so far has been very positive. So we
do some things like that that I think change behavior. It sort of piques
an interest in the employees. It\'s almost like they think, when is the
driving test going to take place? What is Dean going to do to pique
their interest? So we\'ve done some things like that.

Sometimes the vehicles get red tagged to ‑‑ for various violations of
our checklists, and DeanE takes that serious, and I don\'t think the
person is supposed to go borrow somebody else\'s vehicle until they get
theirs taken care of. Obviously we can take it to the shop if it\'s
mechanical, but if it\'s a matter of lesser things that can be fixed
here in the shop, we\'ll take care of those and then get them back on
the road.

The difference is they understand my concern, and when I do these
things, I mean, it\'s very matter of fact. It\'s not punitive. I will
tell them, this vehicle is not up to snuff, it\'s down, that\'s it, fix
it, and then you can drive it again. It\'s almost an expectation that if
they fail, it will raise the standard a little bit. It\'s not a problem.
I think generally speaking they don\'t feel badly about it. They feel
it\'s a step taken in their behalf.

DeanE\'s interest in vehicle safety has been positive. It makes the
employee think about what\'s going on with your vehicle. That\'s how we
get to the field to do our job for BLM and if we don\'t have the tool
that\'s in proper working order, we\'re just not going to get the job
done.

The bottom line is get personally involved and protect the safety of the
employees you\'re responsible for.

When I first got here two years ago, I noticed that we had a very
proactive safety program in this office, and I think it\'s probably
helped our safety record, because we do spend a lot of time working on
it, and folks know we take it serious here.

I\'ve worked in several offices and I\'d have to say that at this office
safety is emphasized more than I\'ve ever seen it and I think that\'s
good because I think that unless people buy into safety it\'s not going
to become part of their normal working day. The way the safety committee
works is they look at if any employee has brought anything to their
attention, they discuss that, they try to formulate some options for
management so that management knows what choices we have to make
something work. There is a safety presentation every month and it\'s
done by one of the various resource groups in the office and they have
the option to pick any topic they like. If they would like to bring in a
speaker, if they would like to show a film, whatever they would like to
do that they think will be of interest and help to the staff.

In addition to meeting after every all‑employees meeting every month,
they make the recommendations to management and they help us find ways
to implement things. We\'ve had a long standing problem in our fire
warehouse area. The building was not designed to handle the exhaust, and
as a result, when they would start up the fire trucks, the exhaust was
pouring in through vents in the back of the building, which was not a
healthful situation for people. So we found a way to work with the
building owner and get a new system installed to get rid of that. So
it\'s the employees, the safety committee, the ‑‑ you know, the managers
all working together to find solutions to these problems.

Out in this part of the world, in this part of BLM, is the H2S
environment. It can kill people. It does kill people. We have people in
industry, in the oil & gas industry, that die every year in this part of
the world in the perm 81 base none southeast New Mexico and once they
enter on to a pad, a drill pad, then there\'s ‑‑ always the possibility
of things falling, men and equipment moving and working, and they\'re
digging holes and drillings holes and moving pipe. So our BLM people
have to meet usually as a rule the standards and safe requirements of
industry. So they have to be conscious all the time around any kind of
oil & gas facility with the presence or potential presence of H2S. Then
once you get past that question, then just the being around these heavy
machinery and crews working hard to either drilling or producing or even
if it\'s just flow lines, the potential for some kind of injury is all
the time out there.

Leslie came up through the ranks as a field person, so she knows from
experience what it\'s like to work in the field and why it\'s important
to have safe practices both when you\'re doing field work and when
you\'re in the office. Leslie is the driving force of the office, but it
takes everyone\'s cooperation to make something happen.

And her attitude is that there\'s nothing that this Field Office does or
any of its employees does that\'s worth getting hurt either in a short
temporary kind of injury or long‑term kind of a chronic illness. Nothing
that we do is worth taking that risk.

You have to take care of your employees. If you don\'t take care of
their health and well being ‑‑ to me, that\'s the first thing. If you
don\'t care of your employees, nothing else is going to work. Employees
should be your first concern and that\'s always been my management
philosophy, that my staff comes first before anything else.

And it\'s not like we ‑‑ either she or I or the committee or anybody or
any supervisor are walking around playing a heavy‑handed kind of a
safety cop. It\'s just we keep safety in front of everybody on all
occasions we can.

I think that\'s one of our big reasons for success, is the folks here.
It is a team effort in this office.

J. Gamby: So what\'s the moral of these stories? Do you check for the
dip stick before you drive out of the parking lot? If you don\'t, Dean
might have it instead. Remember, these are just two of the many success
stories in BLM where safety has become part of the culture. In Folsom,
we saw how DeanE places emphasis on vehicle safety to ensure the job
gets done. With Carlsbad we saw my hometown girls Leslie\'s commitment
to the whole staff in ensuring they have a healthy and safe workplace.
Why do they think they\'re successful? Well, it\'s because they\'re
tuned into what\'s going on in their safety program and how can you be
more tuned into what goes on in your office? Tom is here to answer that
very question right now. Tom?

T. Chavez: That\'s a good question, Jan. One of the best ways to be in
tune is to know what\'s happening in your safety program. And one way
you can do that is to ‑‑ is by doing your own evaluation. We have given
you lot of information that should be addressed in your program. Let\'s
take a look at how you can determine how your program stacks up. Many
safety professionals will tell you that there really is no substitute
for a thorough and comprehensive program evaluation for determining the
condition of your program. While there may be some wisdom to that,
formalized program evaluations may not be a quick option for many
offices. Conducting a self‑assessment will give you a quick indication
of the condition of your safety program and provide a starting point for
implementing changes to improve your overall safety program. Earlier
Dick King identified six major program elements that can be used as a
starting point for evaluating your program. To quickly review these,
they are ‑‑ program management training and education safety and health
promotion record keeping and accident investigation inspections and
program analysis and evaluation. These are the same six elements that
that will looked at. In the program we will focus on how to assess where
your program stands in relation to the six elements I just mentioned.
Your self‑assessment should be centered around recognizing and
controlling hazards in the work environment, not because the law says
that\'s what we\'re supposed to do, but because it\'s a smart business
practice. Safety programs exist primarily for the protection of
employees. So when you assess your program, the question that needs to
be answered is, is the program protecting employees from recognized
hazards? While you can conduct a self‑assessment yourself, I recommend
that you involve a safety manager or safety specialist to assist you.
Now, since this is a self‑assessment, there really is no set format for
how to go about doing this. One way is to use a simple checklist to
assess each individual element. You can create your own or you can use
the program rating guide that I\'m going to use, which can be found in
the back of your workbook. The guide will allow you to easily rate any
program element. By the way, this is the same guide used by the BLM
national safety office. The rating guide helps determine your program\'s
current functional level. All program elements are placed into one of
three possible ratings. A green rating indicates that all program
elements are in place and functioning properly. A yellow rating
indicates that AUM program elements are in place but not effectively
implemented, or that only some program elements are in place. This
rating indicates the significant work is still required. A red rating
indicates the little if any of the required elements are in place or
effective. Again, significant work is required. So let\'s take a look at
the program rating guide in your workbook. It should look like this. As
you can see, this program rating summary is a pretty simple tool. The
goal is to have as few marks in the red columns as possible. The summary
can be expanded to include as many additional program elements as you
want to assess based upon particular operations at your location. So how
do you get the information to generate your summary? Well, let\'s go to
the program rating guide worksheet and we\'ll show you how that works.
Let\'s take a look at how you might assess the program management
element. Find the program rating guide worksheet, and it should be
around page 51 of your workbook, and it will say program management.
It\'s probably just a table on one of the pages. Now, I\'m going to
complete this worksheet for my own situation, and as I work through
this, I would like for you to go ahead and complete the worksheet based
on your knowledge of your own program. So what I\'ve done if I\'ve gone
to the H1112 and I have gone to the section on program management, and
I\'ve developed a few questions that will help me evaluate how I\'m
doing in program management. So we\'ll run through these real quick.
Hopefully you guys can see that. So established policy objectives are
communicated to employees. Well, since this is my office, I\'m to go
ahead and give my office a yes because we do have a policy and it has
been communicated to employees. Does your office have a designated
safety and health person who meets the competency framework requirements
contained in the H1112‑1? Again, I\'m going to check yes because that
happens to be me and I happen to meet competency framework requirements.
Does your office have individual written programs, for example, HazCom,
emergency evacuation, confined space and bloodborne pathogens. Again, I
would give myself a yes because this is my program and I wouldn\'t want
you to think I didn\'t have these things. Does your office have a
functional safety committee? I would have to give myself a yes because
we do have a functional safety committee. Do performance evaluations for
all managers, supervisors and employees include specific criteria
relating to safety and health performance? In this particular case, I
don\'t really know the answer to that, so I\'m going to have to give
myself a no because I don\'t know the answer. So the next step would be
to look at your responses and if you had given yourself all yeses, then
you\'re ‑‑ your corresponding color on the rating guide would be green.
If you had given yourself all marks in the no column, then your
corresponding color in the rating guide would have been red. Any
combination of yes and no marks would result in most likely the color
yellow as your rating guide. So in my particular case I would have to
give myself yellow because I didn\'t know everything that there was to
know about the performance evaluations. Now, the worksheet for ‑‑ the
worksheet for assessing the rest of your program is in the workbook and
I I\'d encourage you to make the time to rate the rest of your program.
Now, realize that since this is somewhat of an informal assessment, even
though we are using the same rating guide as the Washington Office, when
they evaluate your program, you may not see the same work sheets or
tables. Now I\'d like to switch gears and share a few other factors that
are vital to the success of your safety and health program. These
factors are the attitude and commitment of you and your employees. These
factors are somewhat more difficult to assess. However, they usually
have a significant impact on your program. So let\'s take a look at how
you might assess attitude and commitment. Make sure I have the Elmo
there. If you\'ll go to the worksheet, attitude and commitment, which
looks something like this, probably again it\'s just another table on a
sheet in your book, it should be around page 53, often there\'s a
tendency to think that the safety manager has the primary responsibility
for employee safety and health. While managers play a key role in the
program, the primary responsibility lies with the employer, and that
responsibility is exercised through the supervisor. If you\'re not
talking safety when you communicate with your staff, it\'s not likely
that they\'re talking safety amongst themselves. While specialized
safety and health training is required for many jobs, some standards
require that the supervisor have specific knowledge to ensure that their
employees are complying with the occupational safety and health
standards for a particular job. When it comes to safety training, are
you in there with them? Or do you just require your employees to attend?
When you demonstrate the safety is important to you, your employees are
more likely to see it that way, too. So in summary, you might be
wondering why would you need to do an evaluation of your program?
Remember that all the information covered earlier places a tremendous
amount of responsibility on you as a supervisor. Therefore, you need to
know what is going on at all times. And the only way to truly know that
is to evaluate your program. That pretty much wraps up evaluations, Jan.

J. Gamby: Thanks, Tom. At this time we\'d like to take a few minutes to
see if you have any questions or comments about the Bureau\'s safety
program. We\'ve set aside a few minutes for you to please feel free to
use push‑to‑talk. If the interim, though, we have gotten a couple of
faxes I want to address. One is from Jim Fisher in Wenatchee. I am
sorry, there was this buzzing down below the desk and I didn\'t realize
what it was until I finally looked down there and saw these faxes. You
had commented that Michelle\'s presentation was a little scratchy, and
I\'m sorry to say that we didn\'t catch that beforehand. We really
don\'t have any more talking parts for her other than questions. So for
our next broadcast, we\'ll try to address that technical difficulty and
see if we can get that taken care of. We also had a fax from LOTTIE from
surprise resource area with a question on Social Security numbers that I
will turn over to Kathy.

K. Hull: She asked the question why does the program involved in the
accident need to supply their Social Security number on the SMIS report?
This is a standard element that Federal reporting systems use on all
their reporting systems for accidents, and basically it tells Department
of Labor that you\'re our employee. It helps us match up those reports
with them. Hope that answers your question.

J. Gamby: Ok. Remember, you can use push‑to‑talk now. Your green light
should be on. Go ahead and call in, push in, and this is your chance to
ask the rest of those burning questions.

Caller: This is Kelly in Carson city.

J. Gamby: Could you stay your name again?

Caller: My name is Kelly.

J. Gamby: Hi. Go ahead, please.

Caller: My question is: if safety is more important than anything else
we do, why is there no budget for safety, and why is there no workload
measure to use for reporting accomplishments in safety management?

J. Gamby: I think as a manager on a group, I will go ahead and take that
one. Kelly, I think that\'s a tough question because budgets are tight.
I think it\'s a state priority that each individual State Director and
manager has to look at. In my specific division, there is a budget for
safety. Safety is in my jurisdiction, and I do budget for that for
training, travel, et cetera. Depending on how your individual Field
Manager or area manager focuses their budget, that\'s probable eat one
that you need to direct that question to. In terms of the performance
elements, you know, we all now have specific requirements that we\'re to
meet in terms of our performance expectations with respect to safety, et
cetera. As a manager, safety is in my performance appraisal. It is
unless my team leads performance appraisals, and that\'s where I look
for performance accomplishments. I think we also look at identifying
trends and do analysis for the Bureau. Bruce and Dick from the national
level certainly look at that in terms of are there analysis and trends
that we can look at to see how we can prevent accidents. So while I
would agree with you that we don\'t have a specific performance measure,
performance element, in our wonderfully complicated budget system, we
still, I think, have the local capability to make safety an important
and to track results. Next question? Did that answer your question?

Caller: Sort of, but not really.

J. Gamby: Ok.

K. Hull: Can I just add one thing to that? It seems like most of the
things you spend money on with safety, generally they would fall into
training or supplies. So there\'s not a specific line item for safety,
per se, but it usually falls in under another area. So you just
incorporate as maybe part of the expenses required to do a particular
project.

Caller: I understand that, however, it just seems like maybe the
emphasis should be that we get a program element or some specific
budgeting for safety or we stop making it such a high priority.

J. Gamby: I think that\'s a valid point and I would ask you to take that
discussion further with your local manager and also with your state
leadership team so we can look at that from your perspective in Carson
city.

Caller: My local manager and people here in Carson city at the Field
Office, we don\'t make these decisions at this level. If money is to be
appropriated, it has to come from the Washington Office, just like any
other activity.

J. Gamby: Ok. Well, the money is appropriated from the Washington Office
down to the state office level, but then it\'s really your state
leadership team, at least it is in New Mexico, Oklahoma and Texas, that
makes the allocations out in terms of how the money is then divvied up
to the local field offices. So I\'d say that\'s probably the way to
approach it but I think your point in terms of the Washington Office
perspective is valid as well. Thank you very much, Kelly. Let\'s go to
the next question. Anybody else have one out there for us? How about
some commonly asked questions? I have a couple points here. In terms of
keeping up ‑‑ let\'s see, Michelle, I\'ll throw this one to you, in
terms of keeping up with day‑to‑day activities of serious accident
investigations, do we have a number of them in the Bureau are they
pretty rare in terms of how those happen?

M. Ryerson‑Grett: Fortunately, we have a very good record in the Bureau.
We don\'t see a lot of serious accidents. I would say we see more
incidents with potential than we do see serious accidents. We are
required in the fire program to in ‑‑ investigate those, but I encourage
at all levels that we investigate those incidents with potential.

J. Gamby: Thank you. Anybody else want to push in there before I have
another question from the podium?

Caller: Kent, white river.

J. Gamby: Go ahead, please.

Caller: Jan, we just wanted to make a comment on the quality of the
presentation to this point. The information you have provided to us, I
think it\'s really going to help us, motivate us, to take a hard look at
our program and make some positive changes and steps.

J. Gamby: Well, I really appreciate that. As you can tell, we\'ve put a
lot of time and effort into this, as I\'m going to kind of reference in
my closing comments, but to hear that from the field, which is what
we\'re doing this for, that really makes it worth while, so thank you
very much for that positive feedback. Anything else? Well, Tom, I have a
question for you. One of the things that frequently comes up is, we know
that we have the responsibility to assure prompt abatement of hazardous
conditions. Can you define for me just what prompt means? Is that like
immediately? Two days? Ten days? A year? What does that mean?

T. Chavez: That\'s a good question, Jan. Prompt, when it comes to the
safety, hazards, the most appropriate response is pretty much
immediately. If you\'re a supervisor you need to take an immediate
action to identify the type of hazard and determine if it\'s something
that needs shutting down of operations or if it\'s something that
you\'re going to need to go into more of a long‑term fix. As Art
mentioned earlier, if it\'s something that\'s going to take a while, you
may need to develop an abatement plan for it, but back to the basic
response, it\'s pretty much immediate. You need to act immediately to
make a decision on which course of action you\'re going to take.

J. Gamby: Thanks, Tom. Green light is on. Anybody else have a question
for us?

Caller: Jan? Marilyn from NTC. My question is, as we were reviewing BLM
manual H1112‑1, we can\'t seem to find the specific requirement that
makes it a requirement or a performance element in the PIPR. Can you
address that?

J. Gamby: It is a not a specific requirement in the performance
appraisal. That\'s been bounced back and forth in terms of critical
parts we should put in a supervisor or manager\'s appraisal, but I think
it\'s a good business practice to do that. So when I gave that answer
earlier, I was referencing I have in that mine because I emphasize
safety. Not a required critical element. We have so many already in
there that it is not specifically addressed, but when you look at it
from the context of overall sound human resource management, and we all
know that safety is to protect our employees first and foremost, it
simply makes sense to think of safety in the same line that you would
think of with your overall human resource responsibilities as a
supervisor, as well as an employee. Does that address your question,
Marilyn?

Caller: Thank you, Jan. I have one more thing. Since I\'m one of the
guilty people having not recently read H1112‑1, can you all like briefly
give us some highlights of some of the things that we should really
focus in on?

J. Gamby: Sure. Who wants to take that for Marilyn?

M. Ryerson‑Grett: Is she talking about the dash ‑‑ are you talking about
the dash 1? Or the yellow book?

J. Gamby: You\'re talking ‑‑ the Little Yellow Book, right?

Caller: If that\'s ‑‑ if H1112 is the yellow book ‑‑

T. Chavez: 1112‑2 is the yellow book.

M. Ryerson‑Grett: 1112‑2 is the yellow book and that focuses on field
operations and I think that you need to look at your overall programs
and see where you have your most risks and focus your attention on that.
In the example of the California office, that manager felt like most of
their risk was driving vehicles. So they focused a lot of attention in
that program area. So I think you just need to evaluate your program.
Programs that have large warehouse operations, that could be a high risk
potential for them and to focus their program elements on that.

J. Gamby: Does that take care of that one, Marilyn, for you?

Caller: Thank you, Jan.

J. Gamby: Ok.

Caller: This is Mike from Winnemucca.

J. Gamby: Yes, Mike.

Caller: I guess I don\'t have a question, but maybe just a plug, I
think, for the safety program. Having been a collateral duty safety
office in the past and as a manager now, I think this program today has
given a good overall breadth of what is required of the safety program
and where I\'m leading with this is, I think each of the offices needs
to look at what they are placing on their collateral duty safety
officers with only 20% of their time, and can they do the job that
we\'re asking them to do. To me, I think we need to start, if this is a
high priority as everybody says it is, we need to start looking at
full‑time safety offices and a little of different offices. And, again,
that ties in with the budget, putting on my manager hat, probably most
the managers out are there rolling their eyes now, but to me, I think,
if we\'re really going to give this program the emphasis it needs, we
need to give the people that are responsible for coordinating the
program the time to do their job.

J. Gamby: Thank you, Mike. I appreciate that feedback. As you can tell
we have a lot of safety managers up at this table here shaking their
head saying they agree with you wholeheartedly there. Any other
questions?

Caller: This is Mike from Anchorage.

J. Gamby: Yeah, Mike. Go ahead, Mike.

Caller: Yeah, I had a question specifically does SMIS reporting provide
immunity from disciplinary actions?

J. Gamby: Kathy, you want to try to address that one for us?

K. Hull: Mike, as we stated earlier in the broadcast, any of those
accident reports, whether they\'re the serious accident reports like
Michelle mentioned, or the SMIS accident report, they\'re not to be used
for punitive actions. Somebody should not be using that to take actions
against you.

Caller: Thank you.

K. Hull: You\'re welcome.

J. Gamby: Ok. Any other questions out there? Well, I think we have time
for one more Leatherman drawing since we\'ve had such great
participation on this third and final input, and if the staff back there
can get me a drum roll, we are going to let Tom pull the number out of
the basket this time. \[ drum roll \]

T. Chavez: The number is 5.

J. Gamby: And the number is 5. Let\'s see if my folks back there have
been keeping track for me. Number 5 is John in Bakersfield. My nay sieve
Tate ‑‑ native state. So, John, as I indicated earlier, if you will
please e‑mail me your name and mailing address we will get you a
Leatherman in the mail next week. ‑‑ in the mail next week. So thanks
very much for your participation. We have Bruce Prater on the phone who
would like to say a couple things. ‑‑ hello, Bruce. I need to push 1.
Excuse me. Let\'s try that again. Bruce, are you there?

Caller: Yes, can you hear me, Jan?

J. Gamby: We can hear you. Go ahead.

Caller: Terrific. Yeah, I had a few things I wanted to wrap up, but I
did want to say to Marilyn that while there are no specific department
of interior or BLM requirements to include safety in the PIPR, it is
required by public law, by 29 CFR 1960. So there is a requirement that
we do include that and we do evaluate managers and supervisors and their
safety performance. Having said that, I would like to say that the way
we\'re going to achieve a safety program of excellence is through the
commitment of our supervisors and I\'m so grateful for all of the people
who took their time and efforts to participate today. More than a law,
it\'s the right thing to do for any number of reasons, and I\'m just
gratified with the kind of response that we\'ve gotten. When supervisors
know their responsibilities, they can act on them and act on them with
knowledge instead of just gambling and that\'s the whole drive behind
our risk assessment and management program. I want to thank everybody
for their participation and close by saying that if any supervisor out
there needs any assistance, their first place to contact is their state
safety manager. Thank you all for your time, and it\'s been an awfully
good day.

J. Gamby: Thank you much, Bruce. And thanks to everyone for joining us
today. This concludes our Safety for Supervisors training. We hope you
have found this at least a little eye opening on all the
responsibilities you have as supervisors. Remember that you will need to
complete the post test for this course as soon as possible. The post
test will be available to you beginning Friday morning through the Lotus
notes course management tool that you have previously visited. If you
have questions and we weren\'t able to get to it, again, please submit
your questions through this same site. It\'s a great resource to help
you get answers on any of today\'s topics. I would also like to mention
appear good source of information on many aspects of safety is BLM\'s
national safety website. Also, your state safety officer can direct you
to any number of resources and is a valuable tool for all things
relating to safety. We hope you\'ve enjoyed today\'s training as we have
enjoyed bringing it to you as well. , and I had a couple closing
thoughts that are offline, so the staff\'s going to have to kind of bear
with me as I take a few minutes, and this is the moderator\'s discretion
to leave you with some closing thoughts. As we close out today\'s
training session, I want to express my appreciation to all the crew and
cast that have brought this training session to almost 1200 supervisors
and managers in BLM. Preparing for this broadcast has really been an eye
opening experience for all of us in terms of what is involved behind the
scenes to produce such a broadcast at the National Training Center. I
especially want to recognize Lisa, our behind the scenes producer, yea,
Lisa, the cast and crew of NTC, and that\'s art, ALMA, John, Terry and
Fred, other essential essential NTC staff members, Greg, Lynne, Barb and
Lorraine, as well as our patient and professional crew that\'s standing
in front of us now making us look really good. These folks have had very
little sleep for the last couple of nights and I mean up until 2:00 and
3:00 in the morning, getting these things ready to go so that we look
like we have our act together and somewhat professional. I will tell you
they have my sincere admiration for taking me as a novice, who really
had butterflies in her stomach, thinking that I could not do this to
giving me the confidence to take the time and put me through the paces
as well as anybody else to really have some fun and participate in a
program that we all sincerely believe in. So for that, I really want to
say thanks to everybody and it really is a job well done and Marilyn,
you have an outstanding group of folks at the National Training Center!
As we close off, my final thoughts are for you to be safe and so long
from the National Training Center, and, remember, safety first, every
job, every time! See you all later. good job! Good job. Good job! Smile,
folks. And the cow says good‑bye.

Announcer: To help your office participate in future telecasts, see the
BLM Satellite Downlink Guide and visit the NTC homepage on the World
Wide Web. NTC\'s Internet address is www.blm.gov/education. Transcripts
of this program and other NTC broadcasts are available on the homepage.
For more information on upcoming distance learning events, as well as
traditional courses, call the Training Center at 602‑906‑5500. Or visit
the homepage. This broadcast has been a production of the BLM National
Training Center.