With Safety Goals
BY MONICA MANSKE
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Our Insight, Your Advantage
You, as the risk or safety manager, identified a way to enhance the safety of your organization, reduce risk,
or even eliminate potential harm.
The solution will require a financial
investment and possibly ongoing
budgetary support. But an obvious
solution to you may not be as obvious
to your CFO or C-suite.
How do you get buy-in for your
program? Is it a program? Or is it
an initiative? Planning in the PDCA
(Plan-Do-Check-Act) cycle may be
detailed and time intensive, but putting
the time in early will save time, energy
and frustration later on.
Defining your program and your
goal is your first step. Outlining the
specifics of the program reduces the
likelihood of scope creep. For example:
Implementing a slip resistant safety
shoe program which will reduce your
workplace slip and fall events.
Benchmarking other organizations
will expose you to the options within
the program and the anticipated return
on investment. Is there a best practice?
One of my “Aha!” moments was
when my executive asked, “How do
you define success?” Define it, be
very specific. Review the big-picture
organizational impact. Plan for the
unexpected. Consider all of the angles.
• What is the timeline for
• Will there be training needs or a
• Will your program cause
additional work for other departments?
• What will the communication
needs be and with what frequency?
• Who are your stakeholders?
• If there is an impact on front-line
staff, engage them and their leaders
while developing your plan.
• Do we need a trial?
• How will the program be
administered on an ongoing basis?
• What role or job is responsible for
In planning your PDCA, what is
your “check?” Is there a schedule?
What measurements are you going to
review at the check?
Partnering with executive leadership
truly is a collaboration. I recommend
engaging senior leadership early in the
idea stage. This could be the executive
that has oversight of the area that may
be impacted, or it may be the entire
executive leadership team.
Float the idea and what you are
attempting to resolve first, gauge their
interest in it being explored. This brings
Through this engagement, many of
the outstanding questions may be
answered which will facilitate your
formal proposal. &
MONICA MANSKE is the Sr. Manager of
Workers’ Compensation and Employee
Safety at Rochester Regional Health. She is
active in workers’ compensation advocacy.
She can be reached at Monica.Manske@
the executive leader in as part of the
process and there are no surprises. Once
you have done your homework and
developed your proposal, then bring it
back to the executives for review.
Timing is important, as there may
be competing organizational priorities.
Within this process, you will have
engaged front-line staff, their leaders,
the executive leader who has oversight
and possibly the executive committee.