NOTICE: This is an OSHA Archive Document, and no longer represents OSHA Policy. It is presented here as historical content, for research and review purposes only.

Field Office Redesign - Getting Results and Improving Performance (GRIP)

Action: OSHA will reengineer the structure and operation of its field offices to serve its customers better and increase its ability to reduce injuries, illnesses, and deaths in the workplace.

Background: OSHA recognizes that in these times of government accountability and increasing fiscal restraint it must bring change to OSHA's front line. Accordingly, a team of agency workers and mangers developed a model area office to serve as a prototype for OSHA's 66 area offices.

Description: The goal of the redesign is to make OSHA's field offices both responsive to the public and innovative in finding effective approaches to improve workplace safety and health. The model redesign has four main components:

  1. Strategy. Area offices will use problem-solving techniques to develop specific plans that address the leading causes of death, injury and illness within their jurisdiction. Plans will include a variety proactive interactions with employers (not just inspections), and Area Office staff will be expected to identify opportunities to work with employers to make their worksites safer and healthier. Area Office staff will form partnerships with state and local governments, insurance companies, employers and employees, labor unions, and other groups and individuals who are concerned about workplace safety and health. A key element in OSHA's strategic approach is the use of injury, illness, and fatality data to focus the agency's efforts on the worst hazards, workplaces, and industries. The strategy also calls for the use of various types of interventions--training, outreach, and technical assistance, not just inspections--to encourage compliance. Moreover, the agency will form partnerships with other various government and private sector organizations to promote safety and health in a cooperative manner.

  2. Process. OSHA field offices will become more efficient by changing their processes and procedures and by increasing their use of technologies such as computers and video cameras to streamline work processes. This will release staff time for more direct work with agency customers.

  3. Organization. The redesigned OSHA field office will be structured into teams made up of both safety and health compliance staff working together to solve problems, representing the most effective way of utilizing limited resources. Two types of teams will be utilized: a Response Team to provide efficient and effective public service and a Strategic Intervention Team to target agency initiatives and problem-solving strategies.

  4. Measurement. OSHA will be evaluating its success on actual results achieved (outcomes), not just agency activities (outputs). A key indicator of the success of OSHA's efforts will be the change in the rate of injuries and illnesses in industries or areas where agency resources have been concentrated. OSHA also will measure its success in serving customers based on the timeliness of its response and customer satisfaction.

Implementation Plan: The OSHA model area office is currently being tested in seven pilot offices. The goal for the project is to have 37 offices implement the design by the end of 1996.

NOTICE: This is an OSHA Archive Document, and no longer represents OSHA Policy. It is presented here as historical content, for research and review purposes only.