1. VPP Steering Committee 12 October 2016

2. Agenda Objectives Background History Mt. Everest Way Ahead
VPP Steering Committee
Staff Sections and Departments
Measurables
Timeline
View from the Grandstands
Questions

3. Objectives
The VPP Principals provide the overarching requirements and path to become a “Star” site:
Voluntarism. Participation in VPP is strictly voluntary.
Cooperation. OSHA has long recognized that a balanced, multifaceted approach is the best way to accomplish the goals with emphasis on trust and cooperation between OSHA, the employer, employees, and employees’ representatives.
A Systems Approach. Compliance with the OSH Act and all applicable OSHA requirements is only the starting point for VPP participants. VPP participants develop and implement systems to effectively identify, evaluate, prevent, and control occupational hazards so that injuries and illnesses to employees are prevented. Star participants, in particular, are often on the leading edge of hazard prevention methods and technology.
Model Worksites for Safety and Health. OSHA selects VPP participants based on their written safety and health management system, the effective implementation of this system over time, and their performance in meeting VPP requirements. Not all worksites are appropriate candidates for VPP.
Continuous Improvement. VPP participants must demonstrate continuous improvement in the operation and impact of their safety and health management systems.
Employee and Employer Rights. Participation in VPP does not diminish employee and employer rights and responsibilities under the OSH Act and, for Federal agencies, under 29 CFR 1960 as well.

4. Background
The Occupational Safety and Health Administration (OSHA) on July 2,1982, announced establishment of the Voluntary Protection Programs (VPP) to recognize and promote effective worksite-based safety and health management systems.
Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have created exemplary worksite safety and health management systems.

5. Camp Lejeune started it’s journey towards “Star” status in 2007.
History
Camp Lejeune started it’s journey towards “Star” status in 2007.
Progress has stalled over the years do to:
Gators closer to the boat
Change in Leadership
Budget/manpower cuts
Govt shutdowns
Tomorrow's history starts today

6. In order to submit your application:
Mt. Everest
In order to submit your application:
Meet the tenants of VPP for 1 year
3 year average of TCIR and DART must be below one of the previous 3 years of the industry average
High Industry TCIR: 3.3 (2013)
High Industry DART: 1.7 (2013)
MCBCL 3 yr avg TCIR: 4.04 (est, using YTD ‘16 numbers)
MCBCL 3 yr avg DART: 2.91 (est, using YTD ‘16 numbers)
Industry Average has been tracking down
Camp Lejeune’s rate has been fluctuating
Anticipate target rate to decrease when OSHA releases 2015 numbers

7. The Way Ahead Commander’s Intent: In plain language:
Management accountability
Continual identification and elimination of hazards
Active involvement of employees in their own protection.
In plain language:
Supervisors are held accountable for their efforts in preventing mishaps
Work centers are proactive in identifying, prioritizing, mitigating, and eliminating hazards
Workers at all levels are involved in identifying safety concerns

8. Relaunch VPP Steering committee
The Way Ahead
Relaunch VPP Steering committee
Committee requirements:
Increase in size
Mix of management and labor
Greater participation
Subcommittees
Awards
Goals and objectives
Safety Standowns
Messaging
Mishap Prevention in high mishap areas
As req’d
Goal is to foster engagement and ownership

9. The Way Ahead The VPP Playbook Roadmap to the Star VPP Passport
Outlines Directorate/Department requirements
Provides tools to accomplish requirements
Includes checklist and surveys
Goals
Business Rules
Points of Contact
VPP Passport

10. Department/Division roles
The Way Ahead
Department/Division roles
Accountability
Foster employee involvement
Champion for VPP
Progress tracked and briefed at CG/CoS meeting

11. The Way Ahead
Milestones-Each Department/Division responsible for meeting VPP milestones
Challenger
Getting organized
Educating the members
Doing self-assessments
Gathering safety concerns from the workforce
Understanding the history of injuries in the area
Defining how they will measure safety metrics
Bronze
Initial Assessment complete
Plan created to strengthen weak areas
Supervisors and employees discuss safety issues freely
Job Hazard Analyses (JHAs) are being worked
Workforce understands the VPP elements and how safety climate measurements will be done

12. The Way Ahead Silver Gold Builds on Bronze
Maintain Bronze status for 3 months
Safety Assessment completed
True activity is taking place to strengthen the weak areas
Safety issues being proactively managed
Employees of the site are involved and have taken ownership
Gold
Builds on Silver
Maintain Silver status for 3 months
DART/TCIR below national average
Meets standards of a “Star” site

13. Measurables Measures of Performance Measures of Effectiveness
Number of discrepancies from inspections
Gold, Silver, Bronze level attained by Div/Dept
Individual Awards presented
Number trained
ESAMS
10 Hr
Passport Completed
Measures of Effectiveness
DART
TCIR
LTCR

14. Push back from Departments
Barriers
Push back from Departments
Funding not available to fix “Safety Issues”
Safety is not a Priority
Citizen’s Against Virtually Everything “CAVEMAN”
Job Uncertainty
Civil Service Constraints and Restraints
Aging workforce
Apathetic workforce
9 years in VPP
View VPP as a $ saver, not about employees
Civil Service employee vs Private Sector

15. Tools available

16. View from the Grandstands
“Someone's sitting in the shade today because someone planted a tree a long time ago.” -- Warren Buffett

17. VPP
Questions?