The planning should be based on the following information, which can be acquired from the following sources:
w observations during work place walk-throughs and during contacts with clients
w issues brought forward by the safety committee
w ideas picked up in training or from other occupational health units (ideas are collected in an ‘idea box’ for the next year’s action plan)
w recent research results
w follow-up on the suggestions from the work place surveys; postponed matters are taken up in the next plan
w areas of emphasis agreed on earlier
w new problems that have arisen during the year of activity
w possible changes in the legislation or in important contracts
w new ideas created at ‘innovation meetings’.
Work places and occupational health services have a great deal of useful information to support the occupational health activity (Table 1 p. 68). This information can, however, be dispersed in different places, making it diffi- cult to see the overall picture. But the information can be useful in prepar- ing a new activity plan. Needless to say, the information is emphasized differently at different work places, and all information is not always necessary.
Planning occupational health services in small and medium-sized enterprises
The organization of occupational health services for several small enter- prises consumes more resources than the occupational health services of a large enterprise employing the same number of people. If the available resources are greatly disproportionate to the number of enterprises in need of services, there is no simple solution to the problem. Grouping clients, and offering services to different client groups by turns, may be the only options, if resources cannot be increased.
The grouping of clients helps to focus the available resources. The services planned for a certain type of client group can be offered to other similar clients (see Chapter 9 Marketing and motivating). The grouping can be based on, for example, the line of business, the type of workplace or task, the level of the enterprise’s interest in development, or geographical prox-
Table 1.
Background information for the basis of good planning Background information
w business idea, type of production plant or enterprise, and branch offices
w location, services available nearby
w ownership
w company policy, management
w development views
w occupational hygiene, e.g.:
– adverse physical, chemical, and biological factors – hazards to reproduction or to the fetus
wergonomic situation
w working hours
w psychological stress factors in different occupations, accident risks
w number of employees and duration of employment
w sex and age distribution
w level of education and professional structure
w number of foreign employees
w turnover and stability
w recruiting policy
w quidance of new workers
w continuous professional training
w sickness absenteeism
w accident statistics
w disability pensions
w occupational diseases
w inquiry on health status
w discussions on health issues
w personnel accounting
w attitude towards physical activities in the enterprise
w Work Ability Index
wOccupational Stress Questionnaire
w the need for personal protective equipment
w emergency / first aid readiness
w psychosocial support in case of sudden crisis
Object of clarification Nature of the client enterprise or organization
Working conditions
Personnel
Morbidity
Information on health, work ability, well-being or health behavior
A common basic program and service entities with a similar content can be planned for workplaces in the same line of business, as the unit’s own clien- tele, or together with occupational health units operating in other munici- palities (e.g. occupational health units in different hospitals). Such lines of business are, for instance, similar industrial enterprises, garages, hair sa- lons, bakeries, construction companies, property management enterprises, schools and hospitals.
The interest in development can be
w great: the enterprise desires the support, or even the participation, of the occupational health services in its development work
w mediocre: the enterprise is interested in considering or carrying out activities suggested by the occupational health services
w minimal: the enterprise tries to minimize or even avoid contact with occupational health services
Enterprises can be divided, in addition to their interest in development, also by their development stage (change process, construction stage, down- sizing, etc.) or by some other characteristic. If the enterprise is willing to use the occupational health services to support its development process, the planning of the activity is easier, when the needs of the enterprise are known. In those enterprises that do not believe they need occupational health services, the importance of occupational services in developing the enter- prise’s functions, in addition to the legislated obligations, is emphasized.
The planning team
The team planning the activity consists of a representative of the employer (the manager of the enterprise and possibly the chief of occupational safety matters), a representative of the personnel (occupational safety representa- tive), occupational physician, occupational nurse and occupational physio- therapist (when available) (Figure 10). The occupational safety committee can also give important background information for the plan. In addition, a psychologist, an occupational hygienist and similar experts, a shop stew- ard, support persons for those having problems with intoxicants, a co-oper- ation committee, the enterprise’s safety chief, or the representative of the municipality’s rescue organization may be needed in the planning process. As the planning may require co-operation, the planning team can be in touch with those responsible for the enterprise’s recreation activities, the chief of training or development, personnel services administration, a sports