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

2 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

3 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

4 The Vision Preserve Change  Core Values  Core Purpose  Culture & Practices  Specific Goals & Strategies " The Goddard Space Flight Center becomes an accident-free environment "

5 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

6 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

7 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

8 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 –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

10 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

11 Safety Management Council (Assistant Director for Safety& Security-Chair) Safety Management System Structure Center Director & Executive Council Line Management Workforce Directorate Safety "Organizations“ Center Safety Committees Contractor Safety Forum (Deputy Director- Chair)

12 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

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 SMC DirectoratesBoth

14 Functional Program Structure

15 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

16 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

17 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

18 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

19 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

20 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 3 rd 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

Areas of Interest

22 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

23 GSFC Safety Point of Contacts Charles Vanek Assistant Director for Safety & Security, Code Raymond Rubilotta Acting Chief, Safety, Environmental & Security Office, Code Teresa Spagnuolo Head, Safety & Environmental Branch, Code Shawn Boesen Safety Team Lead, Code Tsabikos Papadimitris, Code Interim Emergency Preparedness Coordinator Facility System Safety Program Manager Wentworth Denoon Director of Office of System Safety & Mission Assurance, Code Jay Garvin Chief, System Reliability and Safety Office, Code Stanley Iarosis Chief, Assurance Management Office, Code Stanley Chan LDE & PVS Recertification Program Manager, Code Les McGonigal Head, Wallops Safety Office, Code Terry Potterton, Code 803 Wallops Safety Office Wallops Emergency Preparedness Coordinator Richard Rogers, Code 830 Aviation Safety Officer