Local Government RiskManagement ServicesA Service Organization of the Association County Commissioners of

Georgia and the Georgia Municipal Association

Dan BeckLGRMS Director

(dbeck@gmanet.com)

Your Facilitator - Dan Beck

• Almost 20 years of EHS ProgressiveLeadership Experience within Fortune 500Companies (i.e. Kraft, PepsiCo, Case IH,AIG, etc..)

• Certified Safety Professional (CSP)

• Chicago Bears Fan

Why Safety?

Reputation

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ACCIDENT COSTS ICEBERG

Property DamageReduced productivityAccident investigationAdministrative costsLost time by supervisorCosts of training replacement workerOvertimeEquipment repairNegative publicityDamage to customer relations

Workers’ Compensation Costs

Moral Issue

• No one wants to see someone get hurt

• Everyone has the right to leave work in thesame condition as when they arrived.

• Family Explanation

BEST IN CLASSRecordable Incidents Per 100 Employees

(2011 BLS Data)

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WHY ARE WE HERE?

How many safety experts do we have within yourorganization?

What are the most dangerous words you will hear inany new organization?

• HISTORICAL

– SAFETY, SAFETY, SAFETY

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• Joint effort of ACCG & GMA

• Set up as a non-profit corporation in 1988

• Overseen by joint ACCG & GMA Board

• Developed as a service organization

• Funded by and services 6 insurance programs

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LGRMS 2014 FOCUS

• Marketing / Communication

• Leading Measures / Risk Based Targeting

• Law Enforcement / Jails

• Large Members

• Leadership

What are some of the key elements ofa “World Class” “Best Practice” “ETC”

Safety Process?

Key Elements of Safety Process

• Leadership

• Employee Engagement

• Risk Management / Compliance

• Training and Learning

• Continuous Improvement– Measures

– Audits/ Assessments

– Hazard Observation/ Incident Investigation

• Communications/ Records/Recognition

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Leadership

• Recent studies show that over 85% of anorganization’s safety and health problems canbe controlled through effective leadership

• The lack of understanding of what effectiveleadership is -- is at the base of mostproblems, including those occurring in safetyand health

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Leadership & Commitment

Establishing a Vision

Engage Lead by Example

Visible Commitment

Resource Allocation

Accountabilities/Personal Responsibility

Planning

Demand ContinuousImprovement

Management Commitment to Safety

Activities that demonstrate the commitment on thefloor.– Safety Tours/Safety Scans

– Part of the agenda for meetings

– Involvement on Safety Teams

– Participation in training

– Feedback on Safety suggestions

– Ergonomics projects

– Leadership training

– Safety contacts

– Clearly defined roles and responsibilities

What does Safety really want to bewhen it grows up?

• What is a World Class Safety Process?

• What do you want out of your Safety Process?

• What level of Safety Process do we want?

• What additional resources do we need to achieve theSafety Process we want?

• What are our goals for the Safety Process?

• How do we measure the success of our Safety Process?

Safety Action Plans

• What is the overall result measure to be achieved.– Reduction in Total Incident Rate– Reduction in Workers’ Comp claims– Reduction in incurred costs of Workers’ Comp. Claims– Ensure OSHA compliance

• From the risk assessment, what are the activities thatwill drive the improvement, i.e.,– Safety Leadership– Employee Involvement– Compliance– Claim and medical management