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:
Recommendation 7-1. HCO boards of directors, managerial leadership, and labor partners should create and sustain cultures of safety by implementing the recommendations presented previously and by:
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.