zation members report unsafe conditions and the speed with which the organization initiates remedial actions (Cooper, 2000). Other possible indicators include the following (Carnino, undated).

• Percentage of employees who have received safety refresher training during the previous month/quarter.

• Percentage of safety improvement proposals implemented during the previous month/quarter.

• Percentage of improvement teams involved in determining solutions to safety-related problems.

• Percentage of employee communication briefs that include safety information.

• Number of safety inspections conducted by senior managers during the previous week/month.

• Percentage of employee suggestions that relate to safety improvement.

• Percent of routine organizational meetings with safety as an agenda item. (Carnino, undated)

The value of positive safety indicators is that they serve as a mechanism for recognizing employees who are endeavoring to improve safety by their thoughts, actions, or commitment. Recognition of achievement is a powerful motivating force to encourage continued improvement (Carnino, undated).

In light of the findings and principles set forth in this chapter, the committee makes the following recommendations:

• Specifying short- and long-term safety objectives.

• Continuously reviewing success in meeting these objectives and providing feedback at all levels.

• Conducting an annual, confidential survey of nursing and other health care workers to assess the extent to which a culture of safety exists.

• Instituting a deidentified, fair, and just reporting system for errors and near misses.