Academic literature on the topic 'Appropriatons and expenditures, 1990'

Abstract Local fiscal autonomy has a great influence on government behavior. However, there are substantial regional gaps and hierarchical differences in local fiscal autonomy in China. On the whole, although for many years most of China’s counties have enjoyed little fiscal autonomy, counties in the east have gradually won increased autonomy. Counties in the central and western regions, however, have continued to lose fiscal autonomy. Some have even lost the most basic level and now rely on transfer payments from higher-level governments for most of their local public expenditures. County expenditures make up the majority of national expenditures. Therefore, a low level of county fiscal autonomy impedes China’s county-based fiscal system reform and has a marked impact on government behavior and local governance.

This article describes and discusses the supported employment fiscal activities of the states. Data from a survey of fiscal year 1990 supported employment fiscal activity across the United States are presented, and fund source utilization patterns are compared to those from previous years' surveys. Supported employment expenditures grew approximately 19% from 1989 to 1990. Non-vocational rehabilitation (VR) funds accounted for two thirds of total state expenditures for supported employment. Title I was the largest source of VR supported employment funding, indicating that states are using more general case service dollars and general state revenue to fund supported employment. This change is indicative of supported employment's increasing integration into the VR system.

The aim of this study is to analyse the relationship between social security expenditures (SSE) and human development in Turkey between 1990 and 2014. The main variables of the analysis include the proportion of social security expenditures in gross domestic product (GDP) for social security expenditures and the re-calculated real Human Development Index (HDI) values, with data from the Turkish Statistical Institute (TUIK) for human development. In doing so, the auto-regressive distributed lag (ARDL) bounds test for co-integration is employed. It has been seen upon conclusion of the analysis that social security expenditures are positively affecting human development on a significant level, in both the short- and long-term.

This research aims to the effect of government expenditures, domestic invesment, and foreign invesment to the economic growth of primary sector in central Kalimantan. This research is quantitative research with used analyzed of mutiple linier regression. Collection the variable data by library methods based on secondary data with times series on 1990-2019. Research results show that the Government Expenditures, Domestic Invesment, and Foreign Invesment for simultante has significant effect and positive to the Economic Growth of Primary Sector. For while partial that the Government Expenditures has significant effect and positive to the Economic Growth of Primary Sector meanwhile Domestic Invesment and Foreign Invesment has not significant effect.

This study investigates how revenue from the Southern African Customs Union (SACU) common revenue pool affects efforts to contain HIV/AIDS in Botswana, Lesotho, Namibia and Swaziland (BLNS countries). Using a dataset for the BLNS countries covering the period 1990-2007 in annual frequency and a health production function, the study estimates a dynamic panel using the Arellano-Bond (1991) difference Generalised Method of Moments. The study results show that an increase in either SACU revenue or aggregate government expenditure increases HIV prevalence rates. Disaggregating the government expenditures into health and non-health outlays reveals that the health expenditure component decreases HIV prevalence rates. To be precise, the study finds that HIV prevalence rates decline when public health expenditures as a percentage of GDP and public health expenditures as a percentage of total government expenditures increase. It is argued, therefore, that the type of public expenditure is of consequence: public health expenditures decrease, while public non-health expenditures increase the HIV prevalence rates, with the ultimate direction of HIV prevalence rates determined by the dominant of the two effects.

Abstract The aim of the paper is to test the valability of Engel's law in the Romanian consumption dynamics after 1990. We used NIS ad EUROSTAT data to interpret the dynamics of the households' income and consumption expenditures and its structure by destinations. We explored the relationship between consumption and income through the regression analysis and found that the Engel's law applies in the Romanian economy, since 1990 to 2016, with specific evolutions and influences.

We examine the relationship between military expenditures and economic growth in the United States from 1948 to 1990, in order to gauge the potential peace dividend. Our main results suggest that military spending is a significant drain on the economy. We then examine the implications of a restructured international system for U.S. military expenditures and their resultant impact on economic growth in the 1990s. Simulations of Democratic and Republican proposals for cuts in defense spending suggest increases in economic output of between 2.5% and 4.5% over the period 1993–96.

Construction of highway projects is one of the most important and expensive state government functions. Highway construction projects bring revenue and jobs to the locales in which they are built, in addition to providing a better transportation infrastructure within or between communities, states or nations. In the state of Oregon, its Department of Transportation (ODOT) publishes a document forecasting planned highway construction expenditures for the next six years. This document was called, until recently the six-year highway program; it is the Department's primary programming document for planned highway construction expenditures in the next six years, with updates every two years. More recently the document has been renamed the Statewide Transportation Improvement Program (STIP). The purpose of this study was to examine the distribution of planned highway construction projects within the state of Oregon from 1978 to 1992 by analyzing five selected ODOT six-year programs. Planned highway project expenditures were analyzed statistically, by county, to explain patterns of expenditure by project location, work type, highway level of importance, and changes in these over time. To analyze the significance of proposed highway expenditures by county, the cost of highway projects was compared and statistically measured against county factors such as population, area, total state highway mileage, and vehicle miles traveled (VMT). Data was collected from ODOT, the Oregon Secretary of State and the Center for Population Research and Census. Analysis consisted of simple grouping and sorting by program year, work type, etc., bivariate linear regression, and multiple linear regression. These analyses were performed on individual project data, and project data aggregated to the county level, for each of the five selected ODOT programs. The analyses determined that there was a positive correlation between relatively high programmed highway expenditures, large county populations (and population densities) and high total highway mileages per county in Oregon; in other words, the highway funds went where the people and state highways were. Furthermore, the analysis confirmed relative ranking hypotheses between highway expenditures work types, and the type of highway (LOI) the projects were to be performed on. These two secondary "ranking by type" hypotheses were: 1.) project work type, from most to least expensive: modernization, bridge, preservation, safety, and miscellaneous; 2.) LOI, from highest to least importance: interstate, statewide, regional, and statewide. Observations on the trends of expenditures over time showed that 1.) modernization expenditures in Oregon increased from 1978 to 1988, then declined in 1992 when preservation projects increased; and that 2.) interstate highways in Oregon received the highest funding overall from 1978 to 1988, but that from 1986 onward, statewide highways received more and more funding, and by 1992 were receiving more funding than the interstates.

Thesis (MA)--Stellenbosch University, 2000.
ENGLISH ABSTRACT: This thesis addresses the financial cost implications incurred during elections, with special focus on South Africa. The discussion is conducted by way of comparing South Africa to countries like India, Australia, Israel and Mexico. Democracy entails more than merely conducting periodic elections that are free and fair, but it cannot be less. To a large extent free and fair elections are indicative of the governing authority's commitment to democracy. This commitment however, does have financial implications. A question that is very rarely addressed relates to the financial cost implications that accompany this commitment. For a country such as South Africa with a range of other pressing socio-economic issues, the cost factor with regard to the voting process is of vital importance. The South African electoral experience, in comparison to that of other developing countries, is presently a very costly undertaking at a conservative average cost of more than US $13.00 per vote. Depending on how the expenses are calculated, this figure takes on hefty proportions. To an extent the tardiness on the part of the South African Government in appointing the Electoral Commission to conduct the 1999 elections and the subsequent conflicts regarding the budgetary allocations to the Electoral Commission (EC) combined with poor electoral planning, resulted in the EC having to resort to very expensive technology in order to ensure that a free and fair election would be conducted on the date set by the President. Apart from addressing the above mentioned issues, relating to the cost expenditure during elections, the assignment also addresses possible ways to reduce these costs incurred.
AFRIKAANSE OPSOMMING: Hierdie tesis fokus op die finansiële uitgawes wat tydens verkiesings aangegaan word, met spesifieke verwysing na Suid-Afrika. Die bespreking geskied aan die hand van 'n vergelyking met lande soos Indië, Australië, Israel en Mexico. Demokrasie behels baie meer as net die hou van periodieke vrye en regverdige verkiesings, maar dit kan ook nie enigiets minder as dit behels nie. Vrye en regverdige verkiesings is tot 'n groot mate 'n bewys van 'n bepaalde regime se verbintenis tot die demokrasie. Hierdie verbintenis het egter finansiële implikasies vir 'n land. Die finansiële koste verbonde aan hierdie "verbintenis" is egter selde 'n punt van akademiese bespreking. Met die aantal sosio-ekonomiese vraagstukke waarmee die Suid-Afrikaanse regering op die oomblik gekonfronteeer word, is dit van kardinale belang dat dringende aandag geskenk word aan pogings om die koste-faktor van die verkiesingsproses so laag as moontlik te hou. In vergelyking met die gemiddelde koste wat verbonde is aan verkiesings in ander ontwikkelende lande, was die 1999 Suid-Afrikaanse verkiesing (teen sowat US $13,00 per kieser) 'n duur onderneming en afhangende van hoe die kostes bereken word, ontaard hierdie bedrag in 'n aardige een. Tot 'n groot mate was swak verkiesingsbeplanning die oorsaak dat daar tot duur tegnologie gewend moes om te verseker dat die verkiesing vry en regverdig verloop, soos op die datum wat deur die President bepaal is. Die laat aanwysing van die 1999 Verkiesingskommissie en die daaropvolgende konflik oor die verkiesingsbegroting, het ook bygedra tot die feit dat duur tegnologie ingespan moes word. Afgesien van bogenoemde aspekte, bespreek die tesis ook moontlike maniere om toekomstige verkiesings in Suid-Afrika teen 'n laer koste te hou.

Previous research has shown that Taiwan's military spending is affected either by China's military buildup or the US's military pipeline. This study investigates whether it is also true an ongoing US-China relationship has dynamic effects. Three major findings are obtained from the statistical analyses. First and foremost, the level of US-China conflict has a contemporaneous positive effect on Taiwan's military spending. Second, the analyses also indicate that the volatility of US-China relations has negative effects on Taiwan's military spending. This finding suggests that instability in US-China relations will prompt Taiwan to decrease its military spending due to a higher amount of perceived security on the one hand, and Taiwan wants to avoid further provoking China on the other. Third, analyses indicate that an error correction model fares better than a simple budgetary incremental model in explaining the re-equilibrating effects of GNP growth on Taiwan's military spending. Overall, the results demonstrate the interplay of domestic and international constraints and may help to predict what will be the expected military spending when Taiwan's economy changes. I suggest that Taiwan's military spending is likely to be influenced by US-China relations as well as by foreign investment and domestic economic constraints as long as the United States policy toward the Taiwan problem remains unchanged.

The aim of this master thesis is to describe economy and development of city since 1990. The first part of this thesis is focused on acquirement of theoretical knowledge, which is related to surveyed area. The theoretical part of this thesis is followed by practical part. The practical part is divided into two parts. The first part is focused on economy. Economy of the city was analyzed by several indicators. The economy part was firstly focused on basic budget management and the concentrated on deeper analysis of revenues and expenditures. Indebtedness of city was also analyzed. The second part of practical part was focus on development of city which was analyzed by many indicators which describe different area of development such as demography, social and economic area or infrastructure and Environment.

I have said that the dangers of catastrophe are growing. One reason is the rise of apocalyptic terrorism. Another, however—because many of the catastrophic risks are either created or amplified by science and technology—is the breakneck pace of scientific and technological advance. A clue to that pace is that between 1980 and 2000 the average annual growth rate of scientific and engineering employment in the United States was 4.9 percent, more than four times the overall employment growth rate. Growth in the number of scientific personnel of the other countries appears to have been slower, but still significant, though statistics are incomplete. Of particular significance is the fact that the cost of dangerous technologies, such as those of nuclear and biological warfare, and the level of skill required to employ them are falling, which is placing more of the technologies within reach of small nations, terrorist gangs, and even individual psychopaths. Yet, great as it is, the challenge of managing the catastrophic risks is receiving less attention than is lavished on social issues of far less intrinsic significance, such as race relations, whether homosexual marriage should be permitted, the size of the federal deficit, drug addiction, and child pornography. Not that these are trivial issues. But they do not involve potential extinction events or the modestly less cataclysmic variants of those events. So limited is systematic analysis of the catastrophic risks that there are no estimates of what percentage either of the federal government’s total annual research and development (R & D) expenditures (currently running at about $120 billion), or of its science and technology expenditures (that is, R & D minus the D), which are about half the total R & D budget, are devoted to protection against them. Not that R & D is the only expenditure category relevant to the catastrophic risks. But it is a very important one. We do know that federal spending on defense against the danger of terrorism involving chemical, biological, radiological, or nuclear weapons rose from $368 million in 2002 (plus $203 million in a supplemental appropriation) to more than $2 billion in 2003.

This chapter examines innovation in socio-institutional environments of three largest and most diverse emerging markets: Russia, India and China over the period 1990-2014. It considers formal (proxied by corruption) and informal (proxied by trust) institutions and non-linear forces. It also examines the role of Foreign Direct Investment (FDI) in (the likelihood of) fostering innovation and of two research and development (R&D) inputs: R&D expenditures and personnel. A significantly positive direct effect of trust and a negative direct effect of corruption are confirmed, whilst there is a significant non-linear decreasing relationship with trust and increasing relationship with corruption. Interestingly, FDI and R&D expenditures are found to decrease innovation, whilst R&D personnel increase innovation output across the sample.

Based on historical data, we test our modified production functions, derived from exogenous growth model by Mankiw, Romer, Weil (1992) and theoretical ideas by Romer (1990). Besides physical and human capital, we augment them with proxy indicators for institutional and technological environments, and with a source of endogenous growth, i.e. R&D expenditures. We present our preliminary assessments of the role of these factors in economic growth of the late USSR in inter-country comparison.

Based on historical data, we test our modified production functions, derived from exogenous growth model by Mankiw, Romer, Weil (1992) and theoretical ideas by Romer (1990). Besides physical and human capital, we augment them with proxy indicators for institutional and technological environments, and with a source of endogenous growth, i.e. R&D expenditures. We present our preliminary assessments of the role of these factors in economic growth of the late USSR in inter-country comparison.

Abstract During 1999, the Hampton/NASA Steam Plant achieved a distinguishing safety milestone by completing the year without a single OSHA recordable accident. At the end of the year, the plant had also worked 422 consecutive days without a lost time accident. The Steam Plant Manager, John Austin, called this significant milestone the “Ace Safety Year”. Over the decade Worker’s Compensation and medical expenditures decreased form $153,000 to just $234 by 1995. The savings in insurances premiums is now equal to the amounts spent annually on all safety equipment, employee physicals and uniforms. The Hampton/NASA Steam Plant is a Waste-to-Energy facility located on the NASA Langley Research Center in Hampton, VA. The facility provides the Center steam energy by burning municipal waste from the City of Hampton and neighboring communities. The steam plant operates 365 days a year 24 hours a day with a staff of 34 full time employees. A Joint Board represents the owners, the Federal Government and the City of Hampton, and directs the operations and finances of the enterprise through a Steam Plant Manager. In 1990, the Joint Board decided to select a mechanical engineer with extensive power plant experience as the new plant manger. After initial assessments of the facility and its programs, the manager’s first priority was to establish a new safety program and safety attitude. By January of 1992 the new safety program was fully implemented. This new safety success began with a top down attitude with the plant manager designating himself as having the overall responsibility of the safety program. The Operations Manager was designated the Steam Plant Safety Officer, and half of his time would be shifted to performing safety duties. An independent Safety Committee was formed to help re-engineer safety procedures and spark safety awareness. Safety training now begins on day one with all new employees and contractors are given intensive orientation consisting of training for all steam plant safety programs and protective equipment. Safety procedures and training were emphasized for every task or event Every training event had to include a safety related component. Team leaders were all sent to OSHA 40 Hour General Safety Training. The Safety Officer was charged with becoming our safety expert by attending specialized OSHA training and seminars. Safety success is now viewed as an issue of educating and exciting managers and workers. Personal Protective Equipment expenditures were tripled and went beyond requirements. Procedures were developed to reduce employee exposure to below all OSHA action levels. Respiratory protection was increased by issuing each worker powered air purifying respirators. All employees are now given respirator physicals. Safety shoes and prescription safety glasses were purchased for all employees. An extensive Safety Awards program is used as an annual re-focus to safety. As employees gained trust and confidence in the safety program, “near misses” began to be reported. Suddenly we had a facility that was full of safety enthusiasts. Worker’s Compensation costs and premiums have continued to decline. Then in our twentieth year of operation, we achieved our greatest safety milestone: ZERO accidents.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.