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Construction Site Safety Class Information
(Click here to redirect to the registration page for scheduled classes, times and locations)

CSS #1 > Construction Safety Programs & Crisis Management
Course Syllabus: Construction Safety Programs: Establishing Specific Policies, Required Written Training Programs, Posting Requirements, Accident Investigations, Drug Abuse Policy; Crisis Management: Establishing Response Team, Securing Site, Public Relations, Responding to Media

CSS #2 > General Safety and Health, OSHA Inspections and Citations
Course Syllabus: Employer/Employee Rights and Responsibilities, OSHA Inspections, Jobsite Posting Requirements, General Duty Clause – 5(a)(1), OSHA Informal Conference and Formal Hearing Procedures, Legal Rights During and Following an OSHA Inspection, OSHA Citation – How they are levied, Establishing an OSHA Preparedness Plan (G.C. & Sub), Record Keeping, Self-Inspection Programs, Jobsite Planning

CSS #3 > Personal Protective Equipment, Tools, Signs & Signals, Material Handling
Course Syllabus: Personal Protective and Life Saving Equipment: Head, Hearing, Eye and Face Protection, Safety Belts/Harnesses, Lifelines and Lanyards
Signs, Signals and Barricades: Accident Prevention Signs and Tags, Signaling and Barricades – Jobsite Equipment, Vehicular Traffic; Hand and Power Tools: Mandated Training, P.P.E.’s; Materials Handling: General Storage Requirements, Proper Usage, Disposal of Waste Materials, Rigging Equipment

CSS 4 > Temporary Electrical, Welding & Cutting, Fire Protection/Prevention
Course Syllabus: Temporary Electrical: GFCI's, Temporary Lighting, Load Centers, Temporary Outlets, Extension Cords, Assured Electrical , Grounding ProgramWelding & Cutting: ARC/Acetelyne, Protection of Onsite Personnel, Personal Protective Equipment, Compressed Gas Cylinders, Confined Spaces, Electrodes, Cables, & Connectors, Hazardous Atmospheres, VentilationFire Prevention: Program Development, Equipment Requirements, Ignition Hazards, Employee Training, General Housekeeping & Storage Requirements

CSS #5 > Subpart M Fall Protection Requirements, Subpart X Ladders & Stairways
Course Syllabus: Subpart M: Open sided Floors, Walls, Roofs, Scope & General Requirements, Fall Prevention - Floors, Walls, Roofs, Fall Protection - Personal Protective Equip.; Subpart X: Ladders & Stairways, General Requirements, Written Company Training Program, Ladders - Proper use, setup, inspection, extension, step, job-built; Stairways

CSS 6 > Aerial / Scissor Lifts, Motorized Equipment
Course Syllabus: Motorized Equipment: Backhoes, Loaders, Skidsteers, etc.: Personal Guarding/Protection, Employee Training, R.O.P.S., Seat Belt Requirements, Operating/Transporting Safety, Vehicular Traffic SafetyAerial Lifts-Scissor Lifts & Boom Lifts: OSHA Fall Protection Requirements, Employee/Operating Training, Minimum Safe Approach Distance, (MSAD) to Electrical Hazards, Manufacturer's Safety, Operation Requirements, Equipment Warning Devices, Equipment Stability Factors

CSS #7 > Scaffolding
Course Syllabus: Scaffolding: Steel Frame, Mobile
Competent Person Requirements: Erecting/Dismantling Safety, Access/Egress Requirements, Proper Decking Requirements; Stability/Footing Requirements, Demolition and Concrete & Masonry

CSS #8 > Confined Space Entry
Course Syllabus: Written Company Program, Permit-Required, Confined Space Entry, Non-Permit Required, Confined Space Entry, Atmospheric Testing, Monitoring, Emergency Rescue, Engineering Controls, Entrants/Attendant/Supervisor

CSS #9 > Steel Erection
Course Syllabus: Subpart R: Definitions, Site Layout, Construction Sequence, Hoisting and Rigging, Structural Steel Assembly, Beam and Column Anchorage, Concrete Requirements, Joist Bridging and Decking Requirements, Falling Object Protection, Specific Fall Protection, and Training Requirements.

CSS #10 > Excavation and Trench Safety
Course Syllabus: Competent Person Requirements: OSHA Definition, Responsibilities, Excavation Hazards: Cave-Ins, Access/Egress, Hazardous Atmospheres; Hazardous Waste Discovery: Establish Reactionary Plan, Employee Training; Soil Classification: Field Identification Tests & Observances, Lab Soil Reports; Sloping and Shoring: Maximum Allowable Slope per Soil Classifications, Timber and Aluminum Shoring, Trench Boxes, Access and Egress

CSS #11 > Cranes - Site Management
Course Syllabus: Responsibilities: Owners, Operators, Site Supervisors; Site Operations: Personnel Protection, Inspections, Crane Location; Crane Accidents: Electrocutions, Operator/Rigging Errors, Struck by Load
Crane Failures: Tipping (Stability), Support Failure, Outriggers, Operator Error, Breaking (Structural), Boom Hoist, Boom, Outriggers

CSS #12 > Creating Safe Behavior on the Jobsite
Course Syllabus: Examining Your Organizations Safety Culture, Why Do People behave unsafely?, Barriers to Continuous Safety Improvement, Attitude, behavior, and Safety improvement, Creating a Safe Culture in your organization, Leading for Safety, How does a "Safe" Leader act?, How does an "unsafe" Leader act?, Why lead for Safety?, Key Elements of Behavior Based Safety Program, Evaluating current Safety Performance, Conducting an observation, Overview of Safety Leadership I & II

Employers to Post Injury/Illness Summaries Beginning February 1
Starting February 1, employers must post a summary of the total number of job-related injuries and illnesses that occurred last year. Employers are only required to post the Summary (OSHA Form 300A) -- not the OSHA 300 Log -- from February1 to April 30, 2005.
The summary must list the total numbers of job-related injuries and illnesses that occurred in 2004 and were logged on the OSHA 300 form. Employment information about annual average number of employees and total hours worked during the calendar year is also required to assists in calculating incidence rates. Companies with no recordable injuries or illnesses in 2004 must post the form with zeros on the total line.
Copies of the OSHA Forms 300, 300A and 301 are available on sacvenue’s website at www.sacvenue.com. To read more about this requirement click here or contact the chapter office.

2005 Assured Electrical Equipment Grounding Conductor Program
Inspect – Test – Color Code Schedule

All Electrical Tools, Extension Cords, and Equipment
Electrical Codes:
First Quarter: (January 1-March 31) White
Second Quarter: (April 1-June 30) Green
Third Quarter: (July 1-September 30) Red
Fourth Quarter: (October 1-December 31) Orange

White Paper:
Best Practices in Construction Safety

Accepting the challenge of moving safety to a higher level
Safety Leaders Representing sacvenue Contractor Members
Mission possible or impossible? Can safety in our industry be moved to a higher level? And if so, what will it take to go the extra mile? Safety leaders have tried to answer these questions for years and while some of us think we know the answers or have seen some progress, why has dramatic change and improvement been so elusive.
What we have learned is that achieving zero incidents 100% of the time is not an easy task especially when you have multiple people constantly changing from one jobsite to another. This is complicated further by accelerated project schedules and minimal time to train new workers or retrain our existing workforce. As much as we would like one simple solution to improve safety, we have come to grips with the fact that it will require a set of complex, interrelated strategies and solutions all working together to bring about real change.
Improving safety requires effort and commitment by everyone at a company. Safety is everyone’s job and not just the responsibility of the Safety Director. Making everyone responsible for their own safety and the safety of those around them requires more than just a "safety program" regardless of how effective it is. A big part of the solution has to do with a company’s ethics and values and how it goes about treating people and conducting itself as a business enterprise. Thus, culture and leadership play a big part in transitioning to a higher level in safety.
Most important, we believe that being safe is the morally right thing to do. Taking steps to be as safe as possible also makes as much common sense as it does business sense. Setting high safety goals and achieving them is all about sending home an injury-free workforce each day with no incidents, no fatalities and no near misses. It is also about not having to be the bearer of bad news to any family member or loved one.
Of course, the biggest cost of all in being unsafe is the loss of human life or a debilitating or life-long injury. In addition to the impact on this person and their family, unsafe work conditions also affects workforce morale and the ability of our industry to attract and retain new workers to the field. A reputation for unsafe work practices also affects the image of an entire industry, a region, a general contractor, a specialty contractor, or even a particular superintendent or foreman overseeing a jobsite. Add in higher costs of insurance and lost days of productivity and it is easy to make the case for a sense of urgency in taking new steps to improve safety regardless of how well a company thinks it is doing now. Safety pays in more ways than one!
Despite impressive safety gains by sacvenue contractor members in recent years, the ability to go from "good to great" has remained a challenge. Even though many of us have achieved anywhere from 92 to 96% effectiveness in safety, when it comes to human lives, we know this is not good enough. We have worked diligently together for years in the Chapter's safety committee and later in safety forums trying to find the one secret that would make a difference and elevate our existing safety program to a much higher level. New ideas have been introduced, obstacles have been identified and solutions have been shared for what we believe it will take to go the extra mile in bringing safety to a new level.
The result of our collaboration includes twelve best-in-class industry practices that we believe will lead to zero incidents and 100% effectiveness in safety.
Best-in-Class Industry Practices

Ongoing Safety Education and Training
People can only be responsible for what they know and are trained to do. Safety knowledge is important for field personnel and everyone else in the company. Project managers, project engineers and even the president of a company who visits a jobsite need safety education in order to properly model and encourage safe behavior. In addition to traditional classroom training, we have to find new ways of bringing safety education to our jobsites. We are encouraged to minimize the lecture approach in favor of “learning by doing” since this is preferred by most adults. Integrating safety education into our daily interactions with workers can be done by pointing out what they are doing safe and where they can improve.

Demonstrated Management Commitment and Involvement
Engage company leaders in playing an active role in safety whether it is communicating the safety message, visiting jobsites to observe safety behavior, singling out and recognizing an individual’s “safe” behavior, or making sure that adequate resources are available to support the desired safety goals. Clearly, management sets the tone for safety and their commitment to a safe workplace is the example others will follow.

Zero Tolerance of Unsafe Behavior
When it comes to safety, a line in the sand has to be drawn on what you expect and what you are willing to tolerate. To truly achieve zero incidents and injuries, there is no middle ground. You are either behaving safely or you are not. Accepting or turning a blind eye to unsafe behavior only perpetuates an unsafe workplace. Removing unsafe workers from a jobsite is a powerful way to get your message across that you are serious when it comes to safety. All it takes is one unsafe act to cause a fatality.

Observe and Document “Safe” and “Unsafe” Behaviors
Historically, the construction industry has focused solely on the observation, reporting and documentation of “unsafe” behaviors. Safety violations and the penalties associated with these violations have long been in the limelight. Now to properly assess safety results, attention is turning to the thousands of “safe” practices going on every day at jobsites. This will help to properly contrast and compare “unsafe” practices. New methodologies are available to assist contractors in tracking leading safety indicators to help us predict and prevent safety injuries before they happen.

Reward and Recognition of Safe Practices
Basic psychology teaches that people behave in a way congruent with how they are rewarded and recognized. Another words, we get the behavior that we reward and recognize. We believe it is still a good idea to celebrate company-wide safety achievements and recognize an entire construction team for safe behavior. However, we believe it is just as important to seek out and recognize individual safety performers who help make a difference to overall jobsite safety. This might include recognition for an experienced worker who takes a new person under their wing to coach them on safety. Or it might include a project manager who walked the jobsite with a superintendent and took the time to praise one or more workers for tying off properly.

Worker Involvement and Participation
Safety is about the workforce and employees taking ownership for their own safe behavior as well as the safety of others around them. Individuals responsible for safety often have the best ideas or solutions on how to go about creating a safer work environment. The fastest way to get buy-in for anything including safety is to involve people themselves in coming up with the safety measures they want to see at a particular jobsite. Get your people talking about safety and see to it that a safety dialogue continues. Identify jobsite leaders who report each week on “what is being done well in safety” and “where they see the biggest opportunity to improve.”

Attract, Recruit and Retain Healthy and Safety-Minded Workers
Selection criteria and hiring practices have a lot to do with the workforce that is put in place on any given construction jobsite. In addition to initial and random drug and alcohol testing, what other up-front screening measures are in place to assure that workers being hired are individuals who value good health and safety for themselves as well as those around them. If safety and health is not coming up in job interviews, then maybe we are settling for “bodies” to fill job openings rather than workers who will help us achieve our safety goals. The same is true when a general contractor qualifies a specialty contractor. What criteria are in place to bring only safety-minded specialty contractors onto a jobsite? And are specialty contractors showing a preference for working with proactive, safety-minded general contractors? Putting the right team together is key

Safety Planning
Putting a written safety plan together for a company helps to get everyone on the same page about safety goals and the strategies being used to reach these goals. Input into this plan from the field as well as the office is critical to the plan’s success. In addition to safety planning by the company, each construction project requires advance planning to address site-specific safety issues and to build in safety measures on the front end of a job. As the landscape changes day to day on a project, up-front planning will help workers make adjustments in their safety behavior.

Measure Safety Progress
Once safety goals are established, it helps to measure progress against these goals. Historically, construction projects report how many days are worked injury free as well as the number of lost days due to accidents or injuries. Consider setting a zero recordable injury rate goal at the outset of a project or at the beginning of a company’s fiscal year, and report progress against this goal. Consider setting a goal of working 352 days without any lost time and report lost days against this number. Set positive, quantifiable, specific goals and make everyone aware of these goals and understand the part they play individually in helping to achieve these goals. Instead of reporting performance, establish goals and measure progress against these goals.

Build a High-Performing Jobsite Safety Team
Building a team around safety is just as important if not more important than building a team to deliver a project on time and within budget. Bringing team members on board who have a commitment to safety will help get the team off to a good start. Setting project safety goals, communicating and clarifying safety expectations for all team members, and creating opportunities for open feedback about safety performance will help the team perform stronger in safety. The project manager and superintendent provide the team with safety leadership who are then responsible to help the team perform well in this area. While the accountability for safety is ultimately demonstrated on the front line or in the field, it takes an entire company to deliver the proper training and put in place the processes, policies and procedures to insure a safe worksite.

Develop Safety Leaders
Safety leadership can be cultivated throughout a company and everywhere on a jobsite. Leadership is all about bringing out the best in ourselves as well as the people around us. And when it comes to safety, leadership has to do with first holding ourselves accountable before we look to others. Through our actions, new leaders and safety champions are encouraged to come forward to help us achieve safety goals. Again safety is a shared leadership responsibility that no one person can achieve working on their own. Effective leaders communicate well, encourage positive behavior, recognize achievements, develop people, inspire action, and most of all set an example for others to follow. Become a “safety coach” and not a “safety cop.”

Meet and Exceed OSHA Standards
A company’s safety goals need to extend beyond a desire to just meet OSHA standards since OSHA guidelines represent the minimum acceptable level of safety performance. Helping a workforce set higher safety goals is key to moving safety to a much higher level. Contractors that seek out and develop good working relationships with OSHA representatives are learning that this is a win-win for everyone.

[This paper is possible due to the dedication, experience and many contributions of hundreds of safety leaders who have worked tirelessly in sacvenue’s Safety Forums to move safety to a higher level to benefit their company and the industry]

sacvenue’s Benchmarking Leads to New "Best Practices" in Construction Safety
By Raleigh Roussell, President and CEO, sacvenue

Benchmarking is the search for best practices that will lead companies to superior performance in any.phpect of their business.
As you probably know, “benchmarking” has become a buzzword for companies across all industries that are pursuing quality and continuous improvement. Benchmarking is the search for best practices that will lead companies to superior performance in any.phpect of their business. And for sacvenue contractors, benchmarking is becoming an important part of the solution in addressing the enormous issue of jobsite safety.
We all know that if jobsite safety is not managed carefully, it can lead to worker injuries, costly litigation, sky-rocketing insurance and workers’ compensation premiums, missed project deadlines, and OSHA and other regulatory violations and fines. The opportunity to improve jobsite safety and insure a safer working environment is what prompted our search for best safety practices that will consistently lead contractors to superior safety performance.
While benchmarking in construction safety is not a new concept, in the past it has relied primarily on comparing EMR’s, lost work days, and number of incidents or fatalities of one company with those of other companies. These so-called “lagging indicators” compare safety performance “after the fact” and do not effectively compare apples to apples. While these metrics are helpful, they have always been a view from the rear view mirror. In other words, they told us what happened rather than telling us what is about to happen precluding the opportunity for preventative action.

Leading Indicators
At sacvenue, through a collaborative partnership with DBO2, we are currently focusing our construction safety benchmarking efforts on what are called “leading” indicators. Leading indicators provide real-time measures of the current safety practices, conditions and behaviors that are happening on a jobsite before an injury occurs so that the appropriate preventative action can be taken. Examples might include the observation of an individual who is not wearing gloves as a leading indicator to a hand protection injury or an individual not wearing glasses as a leading indicator to an eye injury. Again the idea is to benchmark against “leading condition and behavior indicators” to insure more preventive action is taken and opportunities are identified to insure the safest jobsite possible with fewer workers being hurt.
Utilizing DBO2’s SafetyNet service, sacvenue contractors are now able to observe, document and analyze thousands of observations of both “safe” and “unsafe” practices on multiple jobsites. Field personnel use mobile handheld devices to collect job site safety information that is then downloaded via the Internet into organized reports so that real-time information can be analyzed and distributed across multiple companies, contacts and projects. In addition to creating a baseline for a contractor to use in evaluating safety performance, safety data for our collective membership is being documented and pooled together. sacvenue contractors are now using this pooled information to compare with their peers the frequency of safe and unsafe observations as well as the speed at which unsafe behaviors or conditions are corrected. In the benchmarking process at sacvenue, we are still very much in the data gathering stage where our contractors constantly review safety results as we work toward building the measurements that will give us the greatest benefit. Safety directors and field personnel come together in regular user forums to discuss these results and establish the specific categories for inspection and definitions for the severity of unsafe observations. These safety or risk categories measure the number of safe and unsafe observations on such items as fall protection, hazard communication and motorized equipment. The observations, frequency, and corrective actions made by one company on a particular category item are then compared against the benchmark.

Utilizing DBO2’s SafetyNet service, sacvenue contractors are now able to observe, document and analyze thousands of observations of both “safe” and “unsafe” practices on multiple jobsites.

Pool of Safety Data
On a larger scale, DBO2 is pooling sacvenue’s collective safety data with safety data from other contractors spread across the U.S. into a one-of-a-kind National Construction Safety Benchmark. During the past 18 months, based on over 1,000,000 field observations from over 1,000 projects involving 3000 general contractors and specialty contractors, patterns of behavior and conditions are emerging that were, until now, invisible. This data affords the industry and sacvenue contractor members with an incredible opportunity to assess their performance and identify areas where they may be performing above or below the National average. By examining lessons learned and best practices, more contractors are finding their way to more consistent and superior safety performance.
It is important to mention that participants working together to create this new industry benchmark at both the local and national level include general contractors, specialty contractors, consultants, insurance underwriters and brokers. Our goal with this unique form of collaboration is to measure how safe the conditions and behaviors are today on a particular job and not on how well a particular job performed in the past relative to safety.
In the end, DBO2’s SafetyNet is measuring conditions and behaviors that can tell a contractor if they are above or below the norm and if their company’s behavior is consistent or inconsistent with those companies demonstrating best safety practices. No question, we are chipping away at traditional and historical barriers as we venture into finding new ways to measurably improve jobsite safety.
Benchmarking against leading indicators and best safety practices will allow contractors to make the improvements needed to do a better job of providing a safer work environment. Still in the beginning stage, we are already seeing an improved ability to pinpoint safety trouble spots, identify trends, assess training needs, hold people more accountable, and create accurate company baselines on safety performance. This revolutionary new approach to jobsite safety can only get better and have a bigger impact over time for contractors and our industry.

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Internet sacvenue

Safety Services Overview

Construction Safety Excellence Award Application

sacvenue's Jobsite Compliance Center

Surviving Storm Water Inspection

Jobsite Compliance Request Form

Revised Steel Erection Standard

sacvenue and OSHA Sign Cooperative Agreement (pdf)

Safety Video Library

Need an Safety Publication? Click here to download.
sacvenue's Safety Directors
Christian Pieschel, Director of Environmental Services
Dan Saddler, Director of Environmental Services
Raymond Critchfield, Director of Environmental Services

Copyright 2006
sacvenue, A Chapter
of Associated
General Contractors
of America