Bdattach.5 Safety & Wellness Leadership Initiative1 Safety & Wellness Leadership Initiative Leading with Safety, Health and Wellness to Make State Government An Employer of Choice

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

Safety & Wellness Leadership Initiative3 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 Initiative4 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 Initiative5 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’s view Culture Tool - Employee surveys Used to obtain employees’ view

Safety & Wellness Leadership Initiative6 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 Initiative7 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 Initiative8 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 Initiative9 Culture and Management Processes Impact Employee Experience Individual Employee Experience ORGANIZATIONAL VALUES MANAGEMENT PROCESSES ORGANIZATIONAL CULTURE

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

Safety & Wellness Leadership Initiative11 SELF-ASSESSMENT TOOL Key Management Strategies 1. Management Leadership and Accountability 2. Individual Involvement & Accountability 3. Safety and Wellness Programs 4. Learning Processes: Training & Communication

Safety & Wellness Leadership Initiative12 SELF-ASSESSMENT TOOL Key Management Processes 1. LEADING & SPONSORING 2. PLANNING 3. ACCOUNTABILITY 4. MANAGEMENT REVIEW 5. PERFORMANCE MANAGEMENT 6. CULTURAL DEVELOPMENT 7. EMPLOYEE INVOLVEMENT/ENGAGEMENT 8. WELLNESS 9. WORKERS COMP COST MANAGEMENT 10. SAFE WORK ENVIRONMENT 11. COMMUNICATING/INFORMATION FLOW 12. TRAINING 13. OVERALL SAFETY PERFORMANCE

Safety & Wellness Leadership Initiative13 Agency Management Systems Self-Assessment Results Example Leading & Sponsoring Planning Performance Management Employee Involvement / Engagement Safe Work Environment Communication/ Information Flow Training Management Review 2.5 Workers’Comp CostContainment Wellness 1.5 Cultural Development 3.0 Accountability

Safety & Wellness Leadership Initiative14 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 Initiative15 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 Initiative16 Next Steps  Pilot Agencies Completed SAT Completed Survey Developing and implementing Action Plans

Safety & Wellness Leadership Initiative17 The Commitment Curve - Source: Managing at the Speed of Change - Conner Contact DHS - Other Awareness Understanding Positive Understanding Installation Adoption Institutionalization Internalization Threshold of Understanding Commitment Line Line of Irreversibility DHS – CAF DHS - ASD DOC DAS – P&D

Safety & Wellness Leadership Initiative18 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