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ASSE'S PRACTICE SPECIALTIES PRESENT
e from the 2002103 NewsleHers
o AMERICAN SOCIETY OF SAFETY ENGINEERS www.asse.org
Internships: Why Your Program Needs One & How to Get I t By Syrulwa Somah
I n today's titiUating world of dent 's !i1ture professional develop-compoters and rnpid growth in ment, b'llJlVth and employment, and information technology, class- how a safety and health department
room learning no longer seems sufli- that docs not have an internship pro-cient in making Ae.o_.......,..~ ~U.,. "~WWl.nTr:n gram can get on the appropriate the band\V'dgon.
dent in the mod- Th~"ucator An internship em job market ~ is a structured Students in any progrnm arrnnged degree or certificate progrnm must by a faculty coordinator of a coUege now supplement dlcir classroom or wtiversity with a local employer leaming with real-world job experi- to help students in particular acade-ence, the proverbial ''hands-<m train- mic majors gain prnctical job skills ing" or "on-the-jol>-trnining" relevant to their areas of study. For a experience in order to gain a better health and safety student, the intem-foothold in the job market upon ship may involve creating a hazard graduation. TIlis new realism of communication program for preparing students concurringly for a canoe manufacturer, successfully academic work and the modern job implementing a hearing conservation market makes it imperative that edu- plan, creating a biological survey cators come up witll more cre:ltive model for a wetlands project or con-ways and new dimensions in educa- ducling an ergonomies evaluation. tion planning and delivery. An If the college allows it, students internship pmgrnm attached to par- may earn college credit for the ticular academic disciplines or internship as welt Therefore, an dcpar1IIlents at an institution of high- internship is a key factor in reducing er lcanning can go a long way in the interval between grndtmtinn and helping students gain some level of being hired for the first job. For marketable job skills and experience example, lll inois State University 's prior to grnduation. (lSU) Occupational Safety Dept,
This article examines the oppor- which has an active internship pro-lunities internships present for a stu- continued 01/ page 2
IN THIS ISSUE Academics: The Educator Internships: Why Your Progrnm Needs One & How to Get It. ... . . . ..•. • .. . _ .• I
Construction: Blueprints Intcgrnting Safety into the Project Procurement Process .. . ............... . .... 4
Consultants: The Advisor Interactive Computer-Based Training ... .• .•.... 5
Engineering:ByOesign Will Designing for Terror Become Standard Practice for Engineers? . ....... . ..... 7
Environmental: EnvironMentor The Impact of the Clear Skies Initiative . ....... 10
Healthcare: HealthBeat Implementing New Technology & Chemical Developments ...... . .... . • . • . . II
Industrial Hygiene: The Monitor Use of Commonly Accepted Methods to Evaluate the Toxicity of Chemical Stressors ... 15
International: World Focus Global Classi fication & Labeling System for Chemicals . . ......... . ... . . .. . . t8
Management The Compass Report on PSDl ........ . ..... . . . . . • .• .... 19
Mining: Inside Global Mining Mine Rescue . .... . . . . . . . ... .... . . . ...... 21
Public Sector: Perspectives Summer Is Almost Here. Is Your Public Playground Ready? . ... . ...... . 23
Risk Management/Insurance: RM/lnsights Developing & Maintaining a Safety Cu lture: A New Solution to an Old Problem . .. ... . .. . . 26
Transportation: TransActions Providing Secure Truck Operntions ... . ....... 28
· ........ -~ CONSTRUCTION PRACTICE SPEC IALTY NEWSLETTE R
•
Subcontractor Safety Management: Integrating Safety into the Project Procurement Process By Jamie Reid, CSP
S ubcontractor safety management presents one of the most challenging tasks for project management
teams. Occasionally, subcontractors lack adequate internal resources to effectively manage safety. Some subcontractors fabri cate or adopt a bas ic safety program to meet the requirements of Ule general contractor. So how does the general contractor transfornl safety requi rements into reali ty?
In This Issue
~ Subcontractor Safety Management: Integrating Safety into the Proj ect Procurement Process ... ...... . .
.... Administrator's M en'age
I On the Horizon .. . ...... .. . . .. 2
~ Owner Safety Perspectives .... . ... 4
I ~ Site Safety Leadership
\ Offers Unique Challenge ........ 6
~ Standards Updates ............ . . 8
Sprillg 2003 • Vol. 2, No. J
Subcontmctor prequali lications should be used as Ule fi rst point of reference to deternline the acceptability o f a potential subcontmctor's safety program. Followi ng ule prequalilication process, the shming of safety requirements must begin long before the safety education process is ini tia te~ on site with the subcontractor. Such education must begin at the prebid meeting where all safety requi rements and expectations that might affect a bid are explained. What does th is mean? Some projects may have a 100 percent tie-alI policy, drug testing requirements, documentation pol.icies, etc., thal the subcontractor does not nOimally provide as a course of business. All of these items may cost the project additional money if not included in the bid.
Simply handing a subcontractor the full general contrac tor safety program mny prevent the subcontractor from submitting change orders for extm money, but it will not help the geneml contractor achieve compliance with the safety program in the fie ld. Often, project managers create a narrative that accompanies the bid packages to highlight vital requirements the subcontractor may not usually budget fo r or comply with. Such req uirements may be specific to the general
contractor's practice andlor a contractual requirement of the owner. A common place for such issues to be included in bid documents is the supplemental or special condition section and, ul timately, ule subcontract agreement. Each speci fi c issue is discussed in detail in the prebid and preaward meetings with such discussion recorded in meeting minutes.
With the safety requirements effec tively communicated during the bidding phase, the money allotted for compliance should be veri fied in the subcontractor budget. This can be done at the preaward meeting or "scope check." Project managers will query the potential subcontractor to verify the extent of scope-including specifics for safety-that the subcontractor has submitted. This may be done at the home office or in tlle fie ld. In either case, the construction safery manager or the fie ld constmction safety coordinator should be available to assist.
Typically, the items described in the supplemental or special conditions re lative to safety will be reviewed as weU. At this time, costs allocated for safety requirements as well as the potential subcontractor's proposed plan for managing
cOlI/i"lIed 011 page 3
.-r ·::-::....-----------------------------------llsite Safety
2002-2004 Construction Practice
Specialty Officers
Administrator R. Ronald Sokol
409.948.9009, ext. 102 rrsokol @csctc.org
Assistant Administrator David B. Korman . 973.257.9099
Newsletter Editor James W. Johnson
913.458.8947 johnsonjw @bv.com
Awards & Honors Chair Jane Beaudry
Jane.Beaudry@beacon·skandska.com
Conferences & Seminars Chair David B. Korman
dakorman @sordoni.com
Membership Development Chair
Michael Hayslip [email protected]
Nominating Chair Paul Weida
Staff Liaison Rennie Heath 847.768.3436
Newsletter Layout & Design Susan Carlson
ASSE headqumter.; staff [email protected]
Blueprints is a publication of rhe Americall Society of Safety Engilleers (ASSE) Constmction Practice Speciliity. 1800 E. Oakcoll St .. Des Plaines, IL 60018, and is dis'rilmtedjree a/charge 10 members of the Construction Practice Specialty. T1le opinions expressed in articles herein are those of the aUlhor alld {Ire 1I0t necessarily those of ASSE. Technical accuracy is the respollsibility of the author. Please send address changes to the address above; fax co (847) 768-3434; or e·mail 10 customer service@(J.\'se.org.
Subcontractor Safety Management cOl/tillued/rom page 1
those items could be reviewed. This is imponant for [wo reasons. First, the money itemized for the safety requirements should approximately match the doLlar amount the general contractor would budget if self-performing the work. If the subcontrac·
,
the completeness of the subcontractor's site·specific safety plan and address any requirements or expectations not covered.
Again, this meeting has been used by project managers and many safety man· agers fo r years. If an adequate effon is initiated by the general contractor prior to awarding the subcontract, the preconstruction meeting should be a review to ensure that aU of the prior discussions
tor does not have the money itemized to the safety budget, then it may mean Lhm it is included as contingency. Including safety contin· gency is a problem because the money put in is counted as profit from the day the subcontract agreement is signed. H the safety requirements
Some projects may "'ave a 100 percent tie-off policy, drug testing requirements, documentation policies, etc., that the . !liub~~nil'actor does not normally 'prt»lIide'as a course of business. All of thes~ items may cosUhe project addi- ' . tional money if not included in the bid.
are to be paid for by the subcontractor from this budget, the quaLity of safety may be compromised.
Second, if the subcontractor has performed work utilizing simi lar requirements, a shon proposed plan would not be difticult for the subcontractor to develop and present at the preaward meeting. Potential subcontractors who are unable to quickly develop a narrative on how safety will be managed, probably do not manage safety to the degree the general contractor will require.
The preaward meeting has proven to be a powerful tool util ized by project managers to assess the capabilities of potential subcontractors. This is an effec· tive way to ensure that the project has the necessary resources to reach safe ty gollis.
A preconstruction meeting should be he ld with all subcontractors in order to ensure Lhat all parties understand and are committed [Q achieving the same goals as the general contractor for the project. At this meeting, the general contractor should re-address all sitf' policies with dle subcontractor and discuss how the coordination of ac tivities wi ll occur. The sub· contractor should be instructed to be prepared to fully discuss Ole site-specific safety plan as we ll as the HazCom program. The resulting expectalions of the preconstruction meeting should be that the general contractor is able to evaluate
have properly developed into site plans. Ultimately, it shou ld ensure that the sub· contractor has planned to adhere to the requirements of the subcontract agreement. 1.1' prior effolts have not fostered an adequate site safety plan, this deficiency should be identified at the preconstruction meeting and corrected before field activities begin.
Many of the tools SH&E managers need to communicate safety expectations, costs and requirements currently exist, Oley just may not be fully realized. By utilizing these communication (ools, the subcontractors will be prepared to meet the expectations of the general contractor. However, bid package development and awarding of d,e subcontract take place in a shon time franle. Project managers, construction managers and the safety depanment must communicate frequently to overcome this potential problem.
Understanding the timing of activities included in d,e project schedule and getting involved in the procurement process are vitally important in achieving project safety goals. •
Jall/ie Reid, CSP. is sellior los~' comrol specialist for Allied IIISltmllCe Co., LiIlCO/II . NE.
Blueprints 3
