Environmental Health & Safety and Risk Management Annual ...€¦ · 200 Maritime Academy Drive...

Environmental Health & Safety and Risk Management

Annual Report Department of Safety and Risk Management

California State University Maritime Academy

200 Maritime Academy Drive Vallejo CA 94590

2019

ANNUAL EHSRM REPORT & STRATEGIC PLAN UPDATE-2019 1

In accordance with Executive Order 1039 and 1069, California State University Maritime Academy Department of Safety and Risk

Management (SRM) has prepared this annual report for Fiscal Year July 1, 2018- June 30, 2019 and the OSHA recordable injury/illness

Calendar Year of January 1, 2018- December 31, 2018. This report summarizes department activities, performance and key initiatives in

the program areas of occupational environmental, health, safety, emergency management, business continuity, and risk

management. While this report is not intended to provide an exhaustive detail for each area, it will serve to highlight key initiatives,

milestones and future direction for process management prioritization within SRM work streams. SRM is delegated with the

administrative oversight and programmatic responsibility for these program areas as outlined in the applicable Executive Orders.


EXECUTIVE SUMMARY

Safety Doesn't Happen by Accident

Welcome to the second annual report of the Cal Maritime Department of Environment,

Health, Safety and Risk Management (SRM). This report is our mechanism for communicating

the activities of the EHS and Risk management and our ongoing support efforts toward a

safe campus community.

The role of the Department is to have programmatic administrative oversight of campus

environmental, safety and health compliance regulations through collaborative efforts, and to

provide compliance assistance through targeted outreach, education and training as a means

to emphasize increased awareness on the part of both employees and students of the

importance of an environmental, safety and health culture. The Department strives to provide

assistance in achieving compliance with regulatory standards before enforcement measures

become necessary and, more importantly, before a campus community member is seriously

injured. It is through partnership and collaborative programming that the fundamental

components of an integrated safety management system are derived.

Fiscal Year 2018-19 Performance Highlights

Internal Processes Customer Services Education • 25 EHS Programs developed

and released

• Continued Job Safety

Ana lysis development

• Improve trending analysis

based on injuries/near

misses.

• 1 C O H S A u d i t

• 2 C a l O S H A I n s p e c t i o n

• S e t b a c k w i t h s a f e t y

e m a i l c o m m u n i c a t i o n

v e h i c l e

• Recipient of the President’s

Cabinet Award for Excellence

in Commitment

• Director completed Masters of

Science in OHS

• Enterprise Services Retreat

Facilitator

• Special Event Insurance

processed

• TSGB Day on the Bay Insurance

• FTIP enrollment work flow

improvement

• Facilitated Facilities Use

Agreement Red Oak Victor &

USCG

• Workspace & Ergonomic

Assessments conducted

• Safety Equipment Inspections

• Academic Programming

support to Marine Insurance

curriculum

• SRM webpage iteration 2.0

• 35 First Aid/AED/CPR

Training

• 40 Defensive Driver

Enrollment

• 300 Zombie

Emergency

Preparedness-

Leadership Hour • 78% completion rate

for IIPP.

• 80% completion rate

for Cal-OSHA HazCom.


for Cal-OSHA PPE.


for HWaste.


Scope of Campus Operations

The California State University Maritime Academy (Cal Maritime) is committed to providing a safe and healthy working environment for the

campus community. Faculty, students, and other personnel in both the operational and academic settings may work with hazardous

materials, equipment, and processes. As a California employer, the Cal Maritime has a general duty and responsibility to provide a safe

Campus environment under the laws and regulations implemented by the California Division of Occupational Safety and Health

(Cal/OSHA) for all shore side operations, Federal OSHA and US Coast Guard for activities taking place aboard the Training Ship Golden Bear

(TSGB). In addition, state law requires the University to maintain an Injury and Illness Prevention Program (IIPP) that includes procedures to

investigate occupational injuries or illnesses, and methods for correcting unsafe or unhealthy conditions in a timely manner. The TSGB Safety

Management System (SMS) is an operational specific program that is required by the maritime industry that supports the overall campus

IIPP.

SRM Resources

Director: Marianne Spotorno, CSP

Phone: 707-654-1076

email: [email protected]

Number of SRM FTE Staff: 1

Number of departmental safety coordinators: 0

SWOT Summary

Str

en

gth

•Committment

•Collaboartive resources

•Program and resource availability

We

akn

ess •Legal, regulatory

compliance

•Resistant and slow to change/modernize existing practices

•Aging infrastructure

•Limited budget resources to champion/drive change manangement strategies

•Understanding hazard/risk potential

•Business Continuity Plans are outdated/not updated

Op

po

rtu

nity •Fostering an

incident/impact free culture

•Enhancing community safety awareness through ongoing communication and training

•Optimizing process management

•Deploying business intelligence and data analytics to increase data-driven decision making

Thre

at •Regulatory compliance

• High rate of injuries

•Student travel/off campus actitive transperency for risk, emergency preparedness and assurance of insurance protection

•Special Event activity transperency for risk and assurance of insurance protection


What We Do

Road Map to Success

Risk-Opportunities-Action Items-Deliverables, Metrics and Performance

Each service section within SRM has unique and specific management duties and responsibilities that are determined by any number of

compliance requirements, state and federal regulatory agencies, university policies, industry standards, and a commitment to going

beyond compliance, when possible, to ensure a safe and healthy cam-pus, community and state.

• Our Purpose: is to enhance the quality of life for our campus community through the use of an integrated safety management system

• Our Vision: is to be a trusted partner by providing innovative solutions to ensure the health and wellbeing to the campus community.

To improve the environment, reduce risk, and cease opportunities to enhance the vitality of our community.

Risk Management Environment Health & Safety Emergency Preparedness &

Business Continuity Clery Compliance

The main function of the

Safety & Risk

Management is to

manage the process of

improving safety through

education, compliance,

and the constant task of

identifying and evaluating

potential safety hazards in

order to reach the

destination of a safe

academic environment.

Because the breadth and

depth of Cal Maritime is

always expanding, the

process of safety

improvement is fluid,

ongoing and ever-

changing.

The Environmental

Affairs component

proactively manages

the environmental

component of the

campus compliance

with the programmatic

oversight of hazardous

materials management

including the auditing

of storage and

facilitation of disposal.

It is through the use of

knowledge and

experience that

industrial hygiene,

asbestos management,

air and water quality

and safety engineering

are deployed

Occupational Health and Safety

ensures that campus operational

environments are conducive to

good health and wellbeing by

recognizing, evaluating and

controlling health and safety

hazards.

EHS assesses potential safety

hazards, possible instances of

exposure and suitability of

protective equipment.

Collaborating with operating

units and facilities services

personnel to keep historical

buildings functional, while

protecting employee health.

The University maintains a

campus-wide Emergency

Operations Plan that is applicable

to all students, faculty and staff,

departments and work units are

still required to provide employees

emergency procedures specific to

their work area. To assist

departments and work units in this

task, occupational specific

Emergency Action Plans are

developed to align with over all

Campus EOP. This process

provides a worksheet for

departments and work units to

collect emergency information

specific to their department and

develop Business Continuity

strategies. The information is

routinely reviewed and placed, so

that it is ready for use in any

emergency.

The Clery Act is a

consumer protection

law that aims to

provide

transparency

around campus

crime policy and

statistics. In order to

comply with Clery

Act requirements,

Cal Maritime must

understand what the

law entails, where

their responsibilities

lie, and what they

can do to actively

foster campus

safety.


How We Do It

With the depth of Cal Maritime continuing to expand, the process of EHS compliance management is ongoing and ever changing, requiring

a robust and adaptive management system. In 2018, the department continues to utilize an integrated management system format for the

University's environment, health, and safety compliance programs. This effort is designed to ensure continuous improvements by

incorporating a process for ongoing monitoring, review, and revisions of procedures and policies through the use of the Plan - Do - Check -

Act (PDCA) model. Just as a circle has no end, the Plan - Do - Check - Act cycle is a four step process model for carrying out change,

cycling through each step for continuous improvement.

PDCA Integrated Management System EHS Management System

Plan

• Objectives

• Targets

• Goals

• Objectives

• Work plans

• Program development

Do

• Implementation and Operations • Training

• Communications

• Consultation

• Outreach

• Lab Safety & Hazard Management Plans

• Emergency response

Check

• Check • Inspections

• Accident/Incident statistics

• Monthly reports

• Annual reports

• Performance reviews

Act • Corrective and Preventative Actions • Police and procedure adoption

• Strategic planning process

The SRM department continues to develop and implement tools and processes to proactively assist the campus in the areas of

regulatory compliance and industry best management practices. Periodic reporting metrics as well as the University's safety

committee structure support this process. A critical component of the management system is having the staff perform

compliance verification and utilize this data for planning. Understanding and expertise is essential toward the development and

integration of a safety management system.


What It Looks Like

Integrated Campus Safety Management System- 5-Year Strategic Plan

Injury, Illness and Impact Free (I-3 Free) System. Creating an environment that empowers people to work safely, to be at their best, and to

respect one another.

Injury, Illness and Impact Free (I-3 Free) System. In alignment with the requirements of Cal Maritime’s Five-Year Strategic Plan, the

Department has incorporated the three OSHA goals as its founding direction. The three overall strategic objectives are centered upon

creating an environment that empowers people to work safely, to be at their best, and to respect one another.

• Key Objective 1. Secure safe and healthy workplaces, particularly in high-risk activities, and improve workplace safety and health

through enforcement and consultative assistance.

• Key Objective 2. Promote workplace cultures that increase employee and student awareness of, commitment to, and involvement

in safety and health.

• Key Objective 3. Maximize Department’s effectiveness and enhance Campus Community confidence.


Environmental Health & Safety

FY 16/17 FY 17/18 FY 18/19

Total number of buildings 30 30 30

Number of research facility with known hazards 1 1 1

Number of teaching labs with known hazards 8 8 8

Number of teaching shops with known hazards 2 2 2

Total square feet of operational space 280,000sf 280,000sf 280,000sf

Square feet of teaching space 230,500sf 230,500sf 230,500sf

Square feet of laboratory space 17,700sf 17,700sf 17,700sf

Square feet of academic shop space 28,853sf 28,853sf 28,853sf

Square feet of operational shop space 8200sf 8200sf 8200sf *Operational space as determined from the CSURMA Property schedule, does not include residences. Labs: Mechanical, Fluids, Steam, Refrigerant, Electrical, Chemistry,

Physics, 3D printing. Academic Shops: Machine, Welding. Operational Shops: Facilities and Waterfront.

Campus Laboratory & Shop Evaluation

Laboratory: The term, “laboratory” refers to any part of a building used or intended to be used by the University for scientific activities which

may be hazardous; this includes teaching laboratories, shared support facilities, and research laboratories. The safety programs support off-

campus facilities, Training Ship Golden Bear and any other fieldwork locations where approved educational or research activities are

conducted.

Shop: The term “shop” refers to a place where machinery and tools to support the academic mission are used. This includes but is not limited

to, engineering shops, art workshops, and other sites supporting both academic and non-academic operations. It does not include shops

associated with construction.

FY 16/17 FY 17/18 FY 18/19

Hazard assessment conducted (RSS Assess) # of Audits completed ND ND 1

Hazard Inspection conducted (RSS Inspect) / # of observation ND ND 1 58

Hazard Inspection conducted (RSS Inspect) # of non-compliance ND ND 8

Hazard Inspection percent safe ND ND 87%

Chemical inventory conducted (RSS Chemical)/(MSDS Online) 0 1 1

Lab / Shop Safety Evaluation Report conducted / # of observation 1 50 2 100 2 100

Lab / Shop Safety Evaluation Report # of non-compliance 7 23 17

Lab / Shop Safety Evaluation Report percent safe 86% 77% 83% *ND = No data available [due to new program matrix]. Cal Maritime was the last of the CSU Campuses to have the RSS Assess and Inspect tools were installed. Cal Maritime

utilizes MSDS online for its shore side chemical inventory support. TSGB scans SDS into the SMS database. Hardcopy binders are maintained by applicable departments.

Lab/Safety Shop Evaluation Report is a hard copy inspection tool better suited toward Cal Maritime operational dynamics.


Other Campus Assessments & Evaluations

FY 16/17 FY 17/18 FY 18/19

Office and/or General Administrative Area assessments 5 0 1

Ergonomic assessment 5 0 2

Campus Infrastructure Night Walk assessment 1 0 1

Workspace/Academic space safety assessments 3 2 1 * Workspace Assessments distributed to the campus community through email as well as through request or periodic inspection.

Safety Equipment Inspected

2018 Performance

Total

Inventoried

# Annual

Inspected by due

date

# Annual

Inspected post due

date*

% Inspected &

Certified

First Aid Kits/Stations 30 August August 100%

AED Stations 16 August August 100%

Emergency Showers 4 August August 100%

Emergency Eyewashes 1 August August 100%

Fume Hoods 5 August September 100%

Biological Safety Cabinets N/A N/A N/A N/A

Fire Extinguishers 220 April 0 100% *With the exception of Fire Aid kits and stations, safety equipment annual inspections are managed by Facilities and audited by SRM throughout the academic year. If

inspections conducted after due date, reason(s) for delays are included. Fire Aid kits and stations are management directly by SRM. TSGB “Safety Equipment” is certified

inspected by USCG prior to Cruise each spring.

HVAC Systems Inspected

2018 Performance Total number of

systems

# Inspected by due date # Inspected post

due date*

% Inspected

HVAC Building Systems 39 39 0 100% *HVAC system inspections are managed by Facilities through the use of the campus Preventative Maintenance (PM) system. If inspections conducted after due date,

reason(s) for delays are include.

Occupational Injury and Illness Rate Trending

CY 2016 CY 2017 CY 2018

Total number of employees by FTE 620 509 524

Total Number of Recordable Injuries (by calendar year) 14 13 13

Total Loss Time Cases 6 6 6

Days Away Restricted or Transferred (DART) 3.59 CSU Avg. 1.15 3.0 CSU Avg. 1.10 2.64 CSU Avg. 1.13

Loss Time Incident Rate (LTIR) 2.16 CSU Avg. 0.63 2.10 CSU Avg. 0.60 1.76 CSU Avg. 0.59

Total Recordable Incident Rate (TCIR) 5.03 CSU Avg. 1.74 4.19 CSU Avg. 1.76 3.81 CSU Avg. 1.71


*Recordable Incident Rate = the number of work-related injuries/illnesses resulting in medical treatment beyond first aid and/or lost work days: (TRIR = # recordable

injuries/illnesses X 200,000) / Total number of hours worked during a calendar year (CY).

Written Program Review

FY 16/17 FY 17/18 FY 18/19

Number of EH&S written programs 0 3 25

Number of programs/process management reviewed 30 3 5

Percentage of programs/process management reviewed 100% 100% 100% *Program Reviews include a documented report on program compliance status

Health and Safety Training

FY 16/17 FY 17/18 FY 18/19

Number of employee training sessions assigned ND 26 649

Number of new employees trained ND 1 195

Number of employees trained via refresher ND ND 0

Number of students with appropriate safety training in courses with

identified hazards and requiring PPE

272 256 288

Number of students in courses with identified hazards and requiring PPE* 20 20 20 *ND = No data available due to no program data. 18/19 CSU LMS transitions to SumTotal. Occupational training matrix standardization in progress. Enrollment numbers

used to calculate student training requirements.

Regulatory Compliance Review

FY 16/17 FY 17/18 FY 18/19

Chancellor’s Office Audit 0 0 1

Cal OSHA Inspection/Citation 0 0 2

County Inspection/Citation 1 0 0 *Cal OSHA Inspection/Citation reflected a Complaint review of the Chemistry lab as a result of the State of California Audit findings from four CSU Campuses which resulted

in a monetary fine of $900 and a Post-Accident investigation that resulted in a serious monetary penalty of $12K.

Safety Committee Meetings

List of Safety Committees: FY 16/17 FY 17/18 FY 18/19

EHS Steering Committee number of meetings held 2 2 4

TSGB Safety Committee number of meetings held 12 12 12 *Mission: Through providing a conduit of communication to improve the campus working environment the EHS Steering Committee is a regulatory required group that

involves teamwork, problem-solving, and discussion toward identifying and developing improvement strategies related to occupational EHS and Emergency

Management process management components.


Accident Incident Management (AIM)

Lagging Indicators-Comparison Performance Trending within CSU-Systemwide



Lagging Indicators-Comparison Trending for Campus



Lagging Indicators-Comparison Trending for Campus

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0

1

2

3

4

5

6

7

8

OSHA RECORDABLE INJURY MECHANISM

CY 2018 CY 2017 CY 2016 Pareto

0

5

10

15

20

25

FY: ALL INJURY TRENDING MODELYearly Monthly '15 Monthly '16

Monthly '17 Monthly '18

Dining

Services

8%Student

Health

8%

Marine

Programs

15%

TSGB

15%

Athletics

15%

Facilities

23%

Police

8%

Faculty

8%

2018 DEPARTMENT DISTRIBUTIONDining

Services

14%

TSGB

22%

Facilities

43%

Police

14%

Accounting

7%

2017 DEPARTMENT DISTRIBUTIONDining

Services

7%

TSGB

14%

Facilities

29%

Admissions

22%

Residential

Life

7%

Marine

Programs

21%

2016 DEPARTMENT DISTRIBUTION

OSHA

Citations

County

Citation


Risk Management

Insurance Claim Activity

FY 16/17 FY 17/18 FY 18/19

Liability 0 $85 $105,025

Workers Compensation $88,621 $152,978 $231,964

IDL NDI UI $131,222 $154,082 $157,401 * Payroll: 2 years in arrears; i.e., FY 17/18 payrolls are used to calculate FY 19/20 premiums. Premiums: rated on Claims Activity over 5 years; FY 13/14 to FY 17/18 claims

activity used for FY 19/20 rating. Claims Activity: total claim payments during the fiscal year. Liability: claims are capped at $500,000 maximum. Workers' Comp: claims are

not capped.

Travel Services

The SRM supports travel for employees and students on University business with insurance review, risk assessment and emergency

preparedness.

EO 1062: A field trip is a university course-related, off-campus activity led by a faculty or staff member and designed to serve educational

purposes. A field trip would include the gathering of data for research (such as at a geological or archaeological site), museum visit,

participation in a conference or competition, or visits to an event or place of interest. The duration of a field trip may be a class period or

longer, and could extend over multiple days. This definition does not apply to activities or placements in the context of a teacher

preparation program, intercollegiate sports, or service-learning placements, all of which are governed under separate policy.

FY 16/17 FY 17/18 FY 18/19

International Travel-Individual ND 10 12

International Travel-Group Trips( International Experience) 4 4 3

Domestic Off Campus Activities & Field Trips ND 25 29 * Does not include athletics. Geographical component tied to Clery Compliance. Key operational gap is Travel Risk Assessments are not consistently completed.

Procurement & Contracts

FY 16/17 FY 17/18 FY 18/19

Total # of Insurance Exception Requests processed 20 31 13 * Insurance Exception Requests typically applies to campus service providers with low risk, long term incident free relationship and specialty service- sole proprietors

whereby no other option is readily available.


Special Event

FY 16/17 FY 17/18 FY 18/19

Total # of Special Events w/Alcohol 45 50 32

Total # of Level 2 Special Events ND ND 691

Total # of Level 3 Special Event (Multiple Locations & Service Providers) ND ND 93

Total # of Level 4 Special Event (All Campus & Service Providers) ND ND 917

Total # Special Event Insurance Coverage Purchased 3 5 6 * In today's litigious society, event organizers face potential liability suits from spectators, contractors, and customers. Even if a suit is unjustified, the cost of defense can be

significant. Special Event Insurance applies to public assembly events beyond that of a guest speaker and whereby multiple service providers and/or alcohol may be

present. Key action item is to fully understand campus event dynamics, simplify and streamline the process for campus customers and stakeholders in order to ensure

appropriate insurance coverage is in place. $2,000,000 General Aggregate $1,000,000 Products/Completed Aggregate $1,000,000 Personal & Advertising Injury $1,000,000

Each Occurrence $ 50,000 Fire Damage $ 5,000 Medical Payments. ND = No data available due to new program matrix.

Business Continuity

FY 16/17 FY 17/18 FY 18/19

Number of Business Continuity Plans 27 27 27

Number of Plans reviewed 27 0 0

Percentage of Plan updated 0 0 0

Business Interruption: Campus Closure 0 3 3

Business Interruption: Campus Delay Start or Classes Cancelled 0 3 2 * BCP draft date on file from 2012. New format launched to CLC and campus community in 2017 and 2018. 2018 Business Interruption due to Air Quality from Paradise

Wild Fire, 2017 Business Interruption due to Air Quality from Sonoma/Napa Wild Fire. Review period – August/September of each academic year or as key personnel

changes.

Emergency Preparedness

FY 16/17 FY 17/18 FY 18/19

Zombie Emergency Preparedness Scavenger Hunt participants NA 60 300

First Aid/ AED/CPR Training 17 75 30

Operational Fire Drills “unplanned “conducted 2 4 2

Residential Fire Drills conducted 8 8 10

Earthquake Preparedness & Great Shake Out Drill 1 1 1

Building Monitor Training ND 10 0 * For more details, refer to Annual Fire Safety Report.


Clery Compliance

Clery Compliance is governed under EO # 1107. The Campus trending models provide insight toward community climate that can be

contributing factors in workplace violence and/or other behavior-based risk exposures. This data will prove to be invaluable as the Campus

grows its footprint in the overall Vallejo community.

Performance

0123456789

10

On Campus Trending2016 2017 2018

0 03

23

13

40

2016 2017 2018

On Campus Liquor Trending

Liquor Arrest Liquor Referral


Where We Are Going

2019-2020 Goals

External and Internal Context

External and internal factors are driving and shaping our overall safety and risk management performance business model. Cal Maritime is

recognized as a leader in recruiting, developing, and retaining a highly diverse, engaged, and productive workforce that fully supports the

University’s mission in a meaningful and authentic way, while remaining adaptive, relevant, and responsive to the changes in higher

education and its impact to the Maritime industry. The intent of adopting an Integrated Campus Safety Management System (ICSMS) will

provide the necessary framework, tools, resources, and opportunities to build a high-performing incident free workforce.

Accountability is critical to having a proactive safety

culture. The Plan-Do-Check-Act (PDCA)

management system provides the framework of

policies, processes and procedures. The integration

structure is a systematic resource information for

people that can be readily adapted to technology.

The primary driver for an integrated management

system is the empowerment of the individual. Without collaboration and communication with all the members of the campus community,

the viability of the system is significantly limited. It is through approaching every task with self-situational awareness, focused actions and

continued vigilance the objective of an impact free environment can provide us with a safer and healthier life.

We have developed an overall operational strength, weakness, opportunities and threats (SWOT) summary analysis based on where we

were and what we learned during FY18/19. The analysis helps to uncover strengths and opportunities, which we can then leverage to

further prioritize and deliver key program support to our campus community during the next fiscal period and beyond. It is through

understanding our weaknesses, we can better manage and mitigate risks or threats. In developing the SWOT analysis, we look at Cal

Maritime, our fellow campuses in the CSU-system and other universities as well as throughout the global industry landscape for best

management practices. The key initiatives outlined in this Plan align with Cal Maritime’s overall campus strategic plan.

LeadershipOrganizational

Design

Empowerment of the

IndividualSafety Culture


Strength- Weakness-Opportunities-Threats (SWOT)

Continuous Improvement Developing and enhancing a strong campus safety culture can change the landscape of an operation and pay incredible dividends. Without

active participation by all members of an operation, a safety culture will not evolve and the safety management system cannot reach its full

potential.

What’s not working/Needs different approach… What’s needed…Improvement Opportunities

Weakness Threats Mitigating Weakness & Defending Against Threats

Internal Processes Customer Services Education Driving a change in culture

• Modernizing/Prioritizing/Integrati

ng EHS process implementation.

• Traditional reactive model

versus behavior based

proactive

Regulatory Compliance

• Policy/ Procedure / Program

consistency

• Lack of documented/ readily

available safe work practice

records.

Communication

• Key safety communication

vehicle campus disrupted

without functional alternative in

place.

• Effectively responding and

addressing report of unsafe

condition

• Engaging and driving a root

cause corrective action or

improvement item to closure.

Safety Training

• Lack of documented training

• Safety training follow-

up/completion in a timely

manner

• Personnel know

the safe work

process or how it is

“done in industry”

but elect not to.

• Knowingly

performing work

actives outside of

compliance norms.

• Operational

impact with

outdated Business

Continuity Plans

• Continued commitment

and drive toward the

Modernizing/Prioritizing/I

ntegrating of EHS

process management.

• Improve safety

communication

strategy.

• More timely

performance

assessment metrics,

• Identifying training

needs and develop

effective support

programming • Develop an action plan

which drives education

with the ultimate goal of

the reduction of

incidents

• Drive action items to

closure

• Increase outreach toward

reinforcement of desired

behaviors and expected

performance

• Continue to work with

Facilities Services on

development and

implementation of campus

safe work practices for

impact free.

• Implement and distribute

the updated Business

Continuity Plan (BCP) form

to department/unit

leadership track

compliance and follow-up

with departments on

campus as needed.

• Relaunch Safety

communication

vehicle to

enhance and

drive the safety

culture across

campus.

• Implement Cal

OSHA Mandated

Training Matrix by

Occupation

• Complete Safety

Training in a timely

manner.

• Launch new I-3

safety campaign

for AY1920


Appendix 1: Creating an Injury, Illness & Impact (I-3) Free Environment

Create an Effective EHS Program that Meets OSHA General Industry Requirements Creating an effective workplace training program requires care and planning but will reward your organization and employees with a safe and

productive workplace

1. Determine What EHS Programming is Needed • Determine if programming can solve the problem at hand. If problems stem from employee performance, rather than the workplace environment

itself, program training is the most effective way to remedy the problem. If problems are stemming from employee motivation or attitude, training

is less effective at correcting these issues.

• When evaluating safety performance issues, it is important to assess the type of issue to determine the best approach.

• Training programs are most effective at addressing an employee’s lack of knowledge about proper procedures or equipment usage.

2. Identify Workplace Safety Programming Needs • Correctly identify the specific programming requirement to address the compliance or knowledge gap.

• A proven method for determining the depth of programming required is to conduct a Job Hazard Analysis. This process documents each step of

a task while identifying and analyzing possible safety hazards along the way. The campus can translate high risk activities into a prioritized

training plan by taking the time to assess the process.

3. Identify Safety Goals and Objectives

• Once programming needs have been clearly identified, it is important that learning goals and objectives are set. Effective learning objectives

must be clear and measurable, making it possible to evaluate the training at a later date. Process management and Training objectives should

precisely spell out the desired skill or behavior using specific, action-oriented language. 4. Develop Workplace Safety Learning Activities

• After learning objectives are clearly identified, learning activities that support those objectives must be developed. Operations should consider

which methods, materials, and resources will be needed to most effectively convey the message.

• Ideally, learning activities will include opportunities for employees to demonstrate the skills and knowledge they have learned in the training.

These activities will directly apply to the employee’s actual job and include lessons arranged in sequential order according to the job process.

5. Evaluate Workplace Program Effectiveness & Behavior Based Modeling After program is implemented and training is conducted, it is vital to evaluate its effectiveness in accomplishing defined goals. There are three ways to

conduct an evaluation:

• Seek feedback from employees who are using the program for its functionality.

• Follow up with supervisors and their observations about employee behavior before and after the training. This shows whether the training had a

noticeable outcome.

• Evaluate workplace data to examine if long term there is a trend toward reduced incident or near miss rates. This will be the bottom-line

indicator of a program’s success rate.

6. Improve the Safety Program Based on the program feedback, look for ways to improve future training sessions. A critical re-examination of all the steps of a job and in training will

determine what gaps existed in the training program. Items to revisit include:

• The method chosen to determine if there is a better way to conduct the training.

• The presentation of training materials to determine if it was effective for the audience chosen.

• The key concepts and skills that were highlighted. If there was a gap, it may be beneficial to review the Job Hazard Analysis to identify any

missing components or any new steps added to the process since the program was developed.

• Revise programming and training as improvements are identified.


Appendix 2: Campus Map


Appendix 3: Org Chart

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