# Presentation: 702122

## Goddard Space Flight Center’s Safety Program   NASA 2002 Safety and Health Manager’s Meetingpresented byTeresa SpagnuoloSafety, Environmental and Security OfficeMarch 6, 2002

## Outline

**General Program Description**
- Vision
- Cultural Challenges
- System Integration
- Overarching Goal
- General Implementation Strategy
**GSFC Safety Program**
- Overview
- Structure
- SMS and Functional Program Current Status
- Implementation Strategy
- Current Activities/Action Plan
**Areas of Interest**

## Program Description

- EACH PROGRAM DEFINITIZED INTO TWO SEPARATE CATEGORIES
***Management System***
***Functional Programs***
- THREE PRIMARY FUNCTIONAL AREAS
- Safety Program
- Health/Environmental Health Program
- Environmental Program

## The Vision

- Preserve

- Change

-   Core Values
-   Core Purpose

-   Culture & Practices
-   Specific Goals & Strategies

-      "***The Goddard Space Flight Center becomes an accident-free environment***"

**Notes:**
Challenge organization structure and revamp its processes while preserving core ideals.

Values – ABCDIRT, 

## Cultural Challenges

- Management System
- Shifts system responsibilities to the organization and its employees
- Everyone accountable for their personal safety & health and environmental stewardship
- Accountability for Center, assets, co-workers and person
- Functional Programs
- More customer-focused
- Program flexibility to support mission
- Enable mission

## Overarching Goal

- Primary Goal:  Mission First, SHE Always
- Secondary Goals:
- Protect Centers mission
- Serve as an enabler
- Develop Management Systems based upon recognized standard
- Be compliant
- Determine certification status
**Concentrating on Functional Programs that cause greatest risk to the Center**
- Safety Program:  Hazardous Materials, Emergency Management, Contractor Safety, Training, Task Safety Analysis
- Environmental Health Program:  Industrial Hygiene, Radiation
- Environmental Program:  Hazardous Materials, Hazardous Waste

## System Integration

- Synergies between Systems; however, each system is independent and should be managed as such.
- Leverage use of existing processes in order to advance system development

- SMS

- QMS

- EMS

***BUSINESS MANAGEMENT***
***             ******SYSTEM***

- Synergies between Systems; however, each system is independent and should be managed as such.
- Leverage use of existing processes in order to advance system development

- Synergies between Systems; however, each system is independent and should be managed as such.
- Leverage use of existing processes in order to advance system development

- Synergies between Systems; however, each system is independent and should be managed as such.
- Leverage use of existing processes in order to advance system development

## General Implementation Strategy

- Business Management System
- Develop Management System for each Program Area
- Leverage Existing Processes/Systems
- Use QMS as a starting point
- Develop detailed GAP Analysis
- Utilize other Nationally recognized standards to develop the framework
- SAFETY Program - OSHA VPP
- ENVIRONMENTAL Program - ISO 14000
- HEALTH Program – JAHCO
- Educate Center and begin Cultural Change
- Functional Program
- Assess Program Vulnerabilities within 3 Functional Areas
- Concentrate on highest vulnerabilities for the Center
- Educate Center Management on Findings
- Develop annual goals and objectives for each area aligned with management system
- Realign programs and personnel to provide Center with appropriate service

## GSFC Safety Program

## GSFC Safety Program Overview

- Two separate, distinct areas
- Safety Management System
- 1 System for GSFC
- Incorporates remote locations
- Functional Safety Programs
- Programs site-specific
- Structure
- Safety Management System
- Safety Management Council (SMC)
- Contractor Safety Forum(s) – site specific
- Program Road Map
- Functional Safety Program
- Assistant Director of Safety and Security provides program leadership and direction
- Line Organizations responsible for Program Implementation
- Programs/Projects, Action Plans and Achievements

**Safety**
** ****Management**
**Council**
**(Assistant Director for **
**Safety& Security-Chair)**

- Safety Management System Structure

**Center Director & **
**Executive Counci**l

**Line Management**

**Workforce**

**Directorate Safety "Organizations“**
** **

**Center Safety**
** ****Committees**

**Contractor Safety Forum**
**(Deputy Director-Chair)**

**Notes:**

Note:

In order to develop a Safety Management System, we need to develop two special initiatives – one for GB and one for WFF since the operations in each location is unique and different.

## SAFETY MANAGEMENT SYSTEM

- Safety Management Council
- Serves as a Forum to Address Safety, Health/Environmental Health and Environmental Issues
- Membership:
- Assistant Director for Safety & Health – Chair
- SMA – Executive Secretary
- Representative from Each Directorate
- 9 Representatives
- Chief Counsel
- Labor Relations
- Union Representatives
- Office of Human Resources
- Safety Committee Leads and/or Executive Secretaries
- Radiation Safety, Emergency Management, Chemical Safety, etc.
- Functional Safety Program Managers
- Includes GB and Wallops Safety Offices, Aviation Safety Officer, PV/Lifting Devices,
- Other Ad-hoc members
- Environmental Lead, EAP, etc

## SMC

**Hazard Identification**
**Hazard Analysis**
**Hazard Controls**
**Safe Work Procedures**
**PPE**
**Administrative Controls**
**Preventative Maintenance**
**Contractor Selection and Oversight**
**Training, employee**
**Training, supervisor**
**Training, manager**
**Training, contractor**
**Authority and Resources**

**Visible Top Management Involvement**
**Goals & Objectives**
**Inspections**
**Employee Concerns**
**Tracking/Trend Analysis**
**Assigned and Communicated Responsibility**
**Employee Committees**
**Employee Encouragement**
**Accountability**

**S & H Policy**
**Annual Program Evaluation**
**Incident Investigation**
**Professional Expertise**
**Emergency Preparation**
**Medical Program**

**GSFC Safety Management System **
**Road Map**

- Directorates

- Both

## Functional Program Structure

## Safety Program Implementation Strategy

**Steps for Management System Implementation**
- Quick-look GAP Analysis
- Based upon Process Knowledge and existing data
- Sets the stage for further program development
- Detailed GAP Analysis
- Management System, ***and***
- Functional Programs
- Develop Improvement Plan
- Includes all Safety Functional Programs
- Line Organizations
- Education and obtain buy-in
- Begin with Pilot Programs
- Third Party Certification
- Timeframe - TBD

## Current Action Plan/Activities Status

- Management Systems
**SAFETY**:  Two pilot programs being implemented (OSHA VPP Framework) with AETD and MOD.
- Plan is to have pilot set the stage for Center-wide system development
- Education on 28 elements critical, includes field visits
- Development and refinement of specific organizational goals and objectives
- Employees audit their own programs and develop specific goals and objectives and long-term strategies; also develop specific employee committees
- Engage Contractor workforce and perform integrated assessment
- Functional Program and Employees develop/refine standardized tools
- Deploy to remaining Center Staff
- Continuous Program Measurements (ie. Metrics)
- Perform Detailed Gap Analysis
- Develop Long-term Action Plans

## Current Action Plan/Activities Status

- Functional Programs
- Quick-look evaluation of all of our programs
- Use HQ Environmental EFR as model for detailed GAP analysis
- Requesting similar activity for GAP Analysis for Safety Program
- Developed quick-look desktop gap analysis based upon process knowledge
- To be used until detailed gap analysis completed
- Develop documentation and changing programs to be more proactive and supportive of Center’s mission
- Revising ALL Safety documentation, including development of lower level documentation
- Focusing on Functional Programs that are the greatest risk to Center and its employees
- Developed/Developing new standardized tools; to be used throughout pilots

## Safety Management System Achievements

- Development and publication of Safety Policy
- Development of Safety Management Council
- Refocus of Contractor Safety Forum(s)
- Implementation of two pilot programs to implement 28 elements
- Development of Directorate Specific Employee Safety Committees

- Development of new Assistant Director for Safety and Security
- Completed quick-look analysis of Safety Program
- Revised Safety Awards Program
- Finalized Disciplinary Policy

## Functional Safety ProgramAchievements

- General
- Majority of Documents under revision
- Program refocusing
- Analysis of skill mix and resource requirements
- Records Management
- Facility System Safety
- Adjacency Assessment for Hi-Vulnerability Facilities
- Chemical Safety
- Initiation of Process Hazard Analysis
- Initiation of Automated Chemical Inventory
- Industrial Hygiene
- Conducting Comprehensive Baseline Surveys
- Mishap Reporting/Investigation
- New process defined
- Tracking metrics at lower level
- Programs/Projects/Directorates reporting to EC on Safety Implementation

- Training/Outreach
- Vendor identified to provide site-specific, flexible safety training
- BETA version of tracking system tested
- Training all new supervisors on safety, health and environmental responsibilities
- New focus on outreach
- Emergency Management
- New Center structure integrating Security, Emergency Management, and Delivery Control
- Re-engage Emergency Management Task Group
- Revision underway of all annexes
- Critical Infrastructure Assessments completed/or underway
- 3 different levels
- Contractor Safety
- New Safety Plan templates developed
- R-BAM initiatives implemented
- Engaged Contractor Safety Forum(s)
- Chaired by Deputy Center Director

## Conclusion

- GSFC is in the process of developing a Safety Management System using VPP elements as standard framework
- Pilot in progress; expect Center-wide expansion
- GSFC is focusing on the Functional Safety Programs that pose the greatest risk to the Center
- A final decision on 3rd party certification is pending, but GSFC is not compromising safety
- Center Special Needs
- Framework for Detailed Gap Analysis
- Similar to Code JE EFR;  OSHA VPP Pre-review
- Model for Task Safety Analysis
- A lower level of detail than Job Hazard Analysis
- For further information, contact Terry Spagnuolo at 301-286-2281

## Areas of Interest

## Other Areas of Interest

- SOLAR Safety Courses
- No wide distribution or use of courses
- Many safety professionals had difficulty accessing
- Will use as part of pilot programs to provide initial safety awareness and training
- Difficult for field personnel

## GSFC Safety Point of Contacts

- Charles Vanek
- Assistant Director for Safety & Security, Code 100
- 301-286-
- Raymond Rubilotta
- Acting Chief, Safety, Environmental & Security Office, Code 205
- 301-286-7442
- Teresa Spagnuolo
- Head, Safety & Environmental Branch, Code 205.2
- 301-286-2281
- Shawn Boesen
- Safety Team Lead, Code 205.2
- 301-286-9959
- Tsabikos Papadimitris, Code 205.2
- Interim Emergency Preparedness Coordinator
- Facility System Safety Program Manager
- 301-286-9361
- Wentworth Denoon
- Director of Office of System Safety & Mission Assurance, Code 300
- 301-286-6086

- Jay Garvin
- Chief, System Reliability and  Safety Office, Code 302
- 301-286-6490
- Stanley Iarosis
- Chief, Assurance Management Office, Code 303
- 301-286-8877
- Stanley Chan
- LDE & PVS Recertification Program Manager, Code 540
- 301-286-4209
- Les McGonigal
- Head, Wallops Safety Office, Code 803
- 757-824-2518
- Terry Potterton, Code 803
- Wallops Safety Office
- Wallops Emergency Preparedness Coordinator
- 757-824-1498
- Richard Rogers, Code 830
- Aviation Safety Officer
- 757-824-1403