Safety & Wellness Leadership Initiative

1. Safety & Wellness Leadership Initiative Leading with Safety, Health and Wellness to Make State Government An Employer of Choice 2006-2007 Bdattach.5 Safety & Wellness Leadership Initiative

2. Safety & Wellness Leadership Initiative Steering Committee Executive Agency Leaders DAS DEQ DHS DOC ODOT Risk Mgmt HRSD Mgmt Systems PEBB (Well-ness) Technical Resources DCBS – OR-OSHA SAIF Safety and Wellness Leadership Initiative

3. Safety & Wellness Leadership Initiative • Value Statement • The State of Oregon values employee health, safety and wellness and recognizes the importance of worksite-based health, safety and wellness programs: • in improving employee wellbeing • in increasing employee job satisfaction • in increasing employee attendance and productivity • in managing related costs • Goal Statement • The State of Oregon will improve the health, safety and wellness of its employees by initiating multiple, diverse, sustainable activities designed to improve employee wellbeing. Safety & Wellness Leadership Initiative

4. Steering Committee Technical Advisors • SAIF • Colleen Sealock – executive sponsor • Michael Hartman – project oversight • Christy Witzke – project manager • PEBB • Jean Thorne – executive sponsor • Rebecca Sweatman – project manager • Oregon OSHA • Michael Wood – executive sponsor • HRSD • Sue Wilson - executive sponsor • Risk Management • Jan Dean – executive sponsor • Terri Sahli – project oversight • Belinda Teague – project manager • Deb Bogart – project co-manager Safety & Wellness Leadership Initiative

5. Initiative’s Three Focus Areas • Statistics (data analysis) • Tool – data • Used to identify improvement opportunities • Management systems • Tool – SAT - Self Assessment Tool • Used to obtain management’sview • Culture • Tool - Employee surveys • Used to obtain employees’ view Safety & Wellness Leadership Initiative

6. Management Systems It’s not whether you have management systems and processes, but how robust or mature they are… Are the systems and processes institutionalized? Are Safety and Wellness part of the management process? Safety & Wellness Leadership Initiative

7. Culture Developing a culture consistent with increasing wellness awareness and decreasing the number of injuries. “…our employees coming to work healthy and well and leaving healthy and well…” Safety & Wellness Leadership Initiative

8. Culture – Employee Perception • Employee perceptions are almost always different than what management thinks they are • Managers must understand current employee perceptions in order to manage a change • Surveys and dialogue are the best tools for determining current perceptions Safety & Wellness Leadership Initiative

9. Culture and Management ProcessesImpact Employee Experience ORGANIZATIONAL VALUES Individual Employee Experience ORGANIZATIONAL CULTURE MANAGEMENT PROCESSES Safety & Wellness Leadership Initiative

10. SAFETY & WELLNESS LEADERSHIP INITIATIVE MANAGEMENT SYSTEMS SELF-ASSESSMENT TOOL Overview

11. SELF-ASSESSMENT TOOL Key Management Strategies • Management Leadership and Accountability • Individual Involvement & Accountability • Safety and Wellness Programs • Learning Processes: Training & Communication Safety & Wellness Leadership Initiative

12. SELF-ASSESSMENT TOOLKey Management Processes • LEADING & SPONSORING • PLANNING • ACCOUNTABILITY • MANAGEMENT REVIEW • PERFORMANCE MANAGEMENT • CULTURAL DEVELOPMENT • EMPLOYEE INVOLVEMENT/ENGAGEMENT • WELLNESS • WORKERS COMP COST MANAGEMENT • SAFE WORK ENVIRONMENT • COMMUNICATING/INFORMATION FLOW • TRAINING • OVERALL SAFETY PERFORMANCE Safety & Wellness Leadership Initiative

13. Agency Management Systems Self-Assessment Results Example Leading & Sponsoring Wellness Training Planning 3.0 3.0 2.5 Communication/Information Flow 3.5 Management Review 3.0 2.5 Workers’ Comp Cost Containment 2.5 Performance Management 1.5 1.5 4.0 2.5 Employee Involvement/ Engagement Safe Work Environment Cultural Development Accountability Safety & Wellness Leadership Initiative

14. Steps that Follow the SAT • Select a few, key processes that need improvement • Develop an action plan for each • Check progress and adjust the plan periodically through the implementation • Include opportunities • Engage employees • Reassess at a future date on an ongoing cycle Safety & Wellness Leadership Initiative

15. Management Systems – Self-Assessment Tool (SAT) • Agencies Piloting the Self-Assessment Tool • Steering Committee Agencies • DHS • DOC • DAS • SSD/Printing & Distribution • Facilities/Operations & Maintenance Safety & Wellness Leadership Initiative

16. Next Steps • Pilot Agencies • Completed SAT • Completed Survey • Developing and implementing Action Plans Safety & Wellness Leadership Initiative

17. The Commitment Curve - Source: Managing at the Speed of Change - Conner Internalization Institutionalization Line of Irreversibility Adoption DHS – CAF DOC Installation Commitment Line DAS – P&D Positive Understanding Understanding Threshold of Understanding Awareness Contact DHS - Other DHS - ASD Safety & Wellness Leadership Initiative

18. Next Steps – Other Agencies • Rollout late Fall/early winter • Developing resources from pilot’s experience • Minor SAT enhancements • Cadre of facilitators for pre-planning meetings and SAT sessions • Survey Selection Tool Safety & Wellness Leadership Initiative