John Wm. Colvin, CIH, CSP, LEED AP

2. Presentation Topics Define safety culture Assess your entity�s safety culture Excellent examples from cities and towns Getting employees involved Is what we are doing working? One example of an ever evolving safety culture

3. 3 Elements of a Total Safety Culture Safety management systems should accomplish their primary objectives in a way that fosters a TSC. � Training � Safety Audits and Inspections � Incident Reporting and Analysis Accountability � Reward and Recognition Systems � Performance Evaluation System � Safety Committees � Safety Communication � Safety Policies and Procedures

4. Different Reactions to Change Can Be Seen at the Homecoming Dance

5. 5 Remember the Homecoming Dance, Then Decide Targets for Culture Change A's - Total involvement; change = opportunity to improve (innovators, risk takers, leaders, intervention agents) B's - Committed but need direction (Modeling) from A's  (potential intervention agents) C's - Ready but uninvolved, need direction and consequences (conservative, but go with the flow, followers) D's - Doubters; change = problem  (learned helplessness, complainers, critics) F's - Resisters; change = opportunity to resist (risk takers, counter control, promote mistrust)

6. Any long-lasting improvement in safety performance must encompass change in your safety culture.

7. SAFETY CULTURE Is the way of working or �atmosphere� within an entity that influences safe behavior. A safety culture consists of shared beliefs, practices and attitudes.

8. Measures of Success:

9. Common Characteristics of an Advanced Safety Culture. EMPLOYEES: Receive appropriate safety training Report / fix unsafe conditions Coach fellow employees about at-risk behaviors Participate in safety program activities Follow safety rules & procedures

10. Common Characteristics of an Advanced Safety Culture. Supervisors: Never direct employees to work unsafely Correct workplace hazards Acknowledge safe behaviors Conduct factual accident investigations Correct at-risk behavior

11. Common Characteristics of an Advanced Safety Culture. Management: Insists on safety Supports safety program activities Funding, time, & other resources Frequently communicates the importance of safety Establishes accountability for safety performance Follows safety rules and procedures

12. Employee Barriers to Safe Behavior They do not recognize unsafe behaviors. The safe way is inconvenient Personal factor � fatigue, medication, drug use Culture � �real men don�t wear hardhats� Ineffective management � promote unsafe behaviors. Inappropriate rewards � receiving recognition for doing something quickly when it involved safety shortcuts Unsafe equipment or environment force them to perform at-risk behaviors.

13. Question? Can a supervisor create a strong safety culture in his/her department when the rest of the organization has no little or no interest in safety?

14. Building a Strong Safety Culture Vision- to establish a strong safety culture Knowledge � of what safety program activities should be implemented Planning & Organizing� Developing and executing a plan Leadership � to make it happen

15. Knowledge Know what safety program activities should be implemented to obtain your vision. Recognition of past loss experience Awareness of job hazards Getting the safety training for employees Obtaining the resources you need Motivational techniques

16. The Significance of Safe Behaviors At-risk (unsafe) behaviors are one of the root causes of 85-95 % of all accidents.

17. Unsafe Behavior is Often the Result of System Influences. Would another individual make the same mistake? Yes- system-induced: training, different procedure No-individual variance: not focused Willful- other performance issues (discipline effective here)Would another individual make the same mistake? Yes- system-induced: training, different procedure No-individual variance: not focused Willful- other performance issues (discipline effective here)

18. What is the Most Effective Way toMotivate Behavior? Key Points: Most of the time, we have a work force with all the knowledge, skills, and abilities to perform safely. Injuries, however, still occur. There are two distinct approaches to motivating behavior. That is consequences can be positive (carrot) or negative (whip). Should we offer rewards or threaten punishments? Both are strong motivators and both will bring about desired behaviors when they're certain, soon, and sizable. However, people feel differently when being controlled by punishers vs. being given the opportunity to work for positive outcomes. Remember, people are more motivated to work to achieve than to work to avoid failure. Involvement, commitment, maintaining desired behaviors even when you're not being watched, and going beyond the call of duty are more likely to happen when we are working to achieve vs. working to avoid failure. In a TSC, we emphasize using positive consequences because organizations have not typically employed them, particularly when it comes to safety. Also, when peers use consequences to influence other peers� behaviors, the consequences should never be punitive (the whip). Key Points: Most of the time, we have a work force with all the knowledge, skills, and abilities to perform safely. Injuries, however, still occur. There are two distinct approaches to motivating behavior. That is consequences can be positive (carrot) or negative (whip). Should we offer rewards or threaten punishments? Both are strong motivators and both will bring about desired behaviors when they're certain, soon, and sizable. However, people feel differently when being controlled by punishers vs. being given the opportunity to work for positive outcomes. Remember, people are more motivated to work to achieve than to work to avoid failure. Involvement, commitment, maintaining desired behaviors even when you're not being watched, and going beyond the call of duty are more likely to happen when we are working to achieve vs. working to avoid failure. In a TSC, we emphasize using positive consequences because organizations have not typically employed them, particularly when it comes to safety. Also, when peers use consequences to influence other peers� behaviors, the consequences should never be punitive (the whip).

19. Safe Behaviors Should be Reinforced Safe behaviors don�t happen naturally. Recognition and praise provides motivation for safe behavior in the future. What gets measured gets done. What gets reinforced gets done well. Any improvement should be recognized.

20. Involve Your Employees in Safety Program Activities Provide time & encouragement to: Participate on the Safety Committee Attend safety training classes Submit safety suggestions Report and help investigate near-misses Help develop safe procedures for new equipment and tasks Participate in peer to peer observations

21. Near Miss Program (Lafayette) Short form � detail problem, location, steps they took to address it (photos) Often employees report perceived risk in the workplace or in the community at large Reviewed by safety committee, routed to the department, with time frame to correct Report back to employee on correction Vote on best entry of quarter � pizza party

22. Safety Inspections (Estes Park) � uses safety committee on annual inspection of sidewalk, curb and gutter � annual policy review as well. Justified new equestrian grandstands through repeated education on needed capital. (Breckenridge) � Facilities � �ownership� of building in their charge � used in monthly performance review � rotation of buildings Water � reporting aberrant conditions � operational logbook � daily orientation

23. Self Auditing (Loveland)2006-2009 Perception Survey � conducted with Risk Management (1-2 hours) � reports generated and sent to City Manager Initiated a competition � increased documentation, raised scores, seat belt use doubled. Little near miss reporting Exposes gaps between what is visible, what is said and what employees think really happens.

24. Safety Culture Self Assessment 25 questions for both management and employees � adapted from SPS. Could be used as a readiness survey Scale of 1 � 5 Challenge areas if consistently 3 or lower Disparity between perceptions of management and rank and file If so, why?

25. Employee Risk Assessment (Wheat Ridge) Employees complete their own risk assessment to identify their own exposure to workplace hazards based upon their assigned duties. Part of safety incentive program Such hazards may include chemicals, pesticides, gases, traffic and public contact JSA�s are a form of risk assessment, yet usually done as a team.

26. Safety Culture Budgeting (Vail) The Safety Committee develops an action plan and appropriates funds $20,000 annually for safety programs, trial of new safety products, unanticipated safety needs and �at-home� safety products for dependents (e.g, eye, ear, Yaktrax.) Incentives � Safety bonus card � �I saw you doing something safely� $20 New hires � quiz about safety manual $10

27. Safety Incentive Programs Split out by risk grouping Disqualified if have preventable accident (Breckenridge) Gift cards for BBS observations Nomination for everyday leader - $100/quarter Town Manager recognition Observation of safe employee - $20 Safety pin for enrollment in Online University

28. Incentives on Proactive Behavior (Westminster) Point System � SPIRIT Award (Vail) � 4 basic requirements (Grand Junction) � annual goals/division Proactive Measures � attendance at training, member of Safety Committee, submittal of near misses, completing observations, giving training, developing policy, performing safety inspections Cost allocation system

29. Safety Fairs (Windsor) Numerous outside booths 30 days to promote the event Demonstrations 10 to 20 minute presentations Quizzes Giveaways

30. Windsor Safety Fair Fire Safety Prevention Learn hands on how to work a fire extinguisher and put out a fire. Who Should Attend All Employees Home and Work Related Warning- We have official pyromaniacs employed at the TOW One of the Most Popular Demo�s

31. Windsor Safety Fair FOOD 2nd Most Popular or 1st ???

32. Windsor Safety Fair Committee & Guest Feedback Enjoyed doing it Got good feedback from participants Employees asked great questions Was worth doing Would do it again Guest presenters would like to come back next year Employee Feedback Learned things they did not know Liked the interaction Like the variety of subjects Got information they could apply at home and at work Lets do it again It was fun Liked the food

33. Windsor Safety Fair Voluntary Participation 66% Full Time 10% Seasonal 27% attended everything Drop In Basis Stay as long as needed Very Interactive Supplies & Equipment Food - $200 Hot Dogs, chips water, tea, candy Prizes - $150 Some donations Stickers Employee Logs 4 Hours Long Hottest darn day of the year!

34. New and Seasonal Employee � Safety Culture �buy-in� (Breckenridge) � Extensive employee orientation � HR, Admin and Field � Property Damage and WC orientation � Supervisor�s Investigation Report Dispelling fears of retribution for reporting Discipline for not reporting property damage Golf Course � came up with targets for observation � management accountability Seasonal supervisors do observations

35. Volunteer Safety Manual(Breckenridge)

36. Volunteer Safety Manual Supervisors - (Breckenridge)

37. Safety Awareness Activities Posters Tailgate Topics (CIRSA Safety Stops) JSA�s � crafting and doing observations BBS Checklists and Feedback Informal feedback once a safety culture is developed Newsletters (Woodland Park and Steamboat Springs)

38. Job Safety Analysis � through Safety Awareness Program New dimension for scoring on our Loss Control Standards audit Identifying risky jobs Developing JSA checklists Using them for coaching or observation Also may use Worksite Observation Form or BBS Checklists

39. All this Training � Is it Working? Hmm? PowerPoint death Attention spans Generational influences Adult Learning Principles Measurement of Success What is the goal? �Courageous Training�

40. Facilitating Community and Exchange Facebook, Twitter and Blogs Peer-Grouping � NLC List Serve for Clerks Idaho Pool (ICRMP) � Photos of the Clerks, with e-mail distribution lists Soliciting contributions to social media and newsletters General Membership Meetings, Safety Committee Meetings, other Committees

41. Behavior Based Safety through Safety Performance Solutions 1999 � (CIRSA) initiated its emphasis on BBS through a relationship with SPS. Original training � 3 days in length Trained 13 municipalities from 1999 to 2001 and established a BBS task force Task force shared progress reports, observation checklists and best practices

42. Breckenridge Experience with Behavior Based Safety Original training in 2000 � much theory � �What are they (CIRSA) asking us to do?� Experimented with the process and established observation checklists. Redid training with less theory in 2001. Initial distrust in what would happen if someone was found working �at-risk� The fear of retribution dispelled quickly

43. Breckenridge Management Support The City Manager and the Finance Director supported the BBS process and the Golf Course Director established goals for how many observations would be conducted monthly. Several departments established BBS checklists Feedback about safety became more natural, even outside the observations.

44. Hybrids/Enhancements through the BBS Process Supervisor�s investigation reports were filled out more thoroughly and frequently. Seasonals and other full time did not hide small incidents of property damage. Accountability was enforced. Facilities established an �ownership culture� for their buildings. Monthly checks Water tracked and reported aberrant conditions for more timely maintenance.

45. More �Breck� Enhancements Metric on safety culture in everyone�s performance evaluation. Supervisors are measured on how they support the process. Extensive seasonal and new employee orientation. Every employee has a right to say if they are concerned if an operation is not being conducted safely. If uncomfortable, they don�t do it. If concern not addressed, taken up higher. Transit has week long training � Plow drivers have 40 hours of passenger time before being cut loose.

46. Keeping safety at the forefront (Breckenridge) Online University Courses through CIRSA Facilities � requires courses 2 per month CIRSA Safety Stops/AWWA tailgate topics Breckenridge University � leadership dvpt. Town Manager reports on each committee and its accomplishments every quarter Developed own inspection forms Safety Tips on bulletin board

47. Where is the Safety Culture at Breckenridge Now? Comfortable and emboldened to give feedback outside the observation process � cross departments Less enthusiasm for the BBS checklists in Streets yet safety culture increasing with knowledge of what is the desired behavior The checklists do not �feel old� in Facilities Much better accident investigations Sharing of �ouch moments� in training Decreased preventables; decreased WC Remediations are reported back full circle

48. Dependence to Interdependence I need your help I can do it on my own Often, I need your help to watch my back How long does this take? Why do we resist other�s help? Why do we become more lax over time? How can we cultivate a new norm?

49. Establishing and maintaining an effective safety culture is a long term commitment that you can achieve if you are persistent. Thank you for your time! Pick up a CD