Rod HamiltonU.S. Department of Energy (DOE)Office of River Protection (ORP)
October 23, 2019
Safety Culture Monitoring
Discussion Topics
• Historical Review:
• ORP Safety Culture Monitoring Structure:
• Data Streams
• Oversight Monitoring
• Summary
Presenter
Presentation Notes
HISTORICAL REVIEW: ORP MONITORING STRUCTURE EVOLUTION KEY PROCESSES & ACTIONS IMPLEMENTED ORP SAFETY CULTURE MONITORING STRUCTURE: MONITORING PANELS VARIOUS DATA STREAMS DATA STREAMS: OVERSIGHT MONITORING: ISSUES MANAGEMENT SYSTEMS ASSESSMENTS & SURVEYS INTERFACE MEETINGS VPP PROCESS PARTICIPATION SUMMARY
Journey To Excellence
2011
2012
2013
2014
• DNFSB 2011-1 Recommendation• Health, Safety & Security (HSS) Review #2• DOE Implementation Plan Issued• DOE P 420.1, Nuclear Safety Policy Issued• DOE P 450.4, Integrated Safety Management (ISM) Policy Issued• & DOE 450.4-C, Integrated Safety Management System Guide,
Attachment 10, Safety Culture Focus Areas & Associated Attributes
• ORP Safety Culture (SC) Integrated Project Team (IPT) Established• SC Intranet & SharePoint Sites Developed• ORP SC Improvement Plan Developed• Safety Culture Elements Incorporated Into Performance Plans• Issues Management System Developed• Federal Employee Viewpoint Survey (FEVS) Analysis
• ORP SCWE Self-Assessment• Nine Safety Culture Improvement Actions Completed• ORP Improvement Actions Effectiveness Review• SCWE Training For All ORP Employees• IPT Renamed Organizational Safety Culture Improvement Council (OSCIC)• FEVS Analysis
• HSS Review #3
EXTERNAL INFLUENCES
ORP ACTIONS
• DOE Safety Conscious Work Environment (SCWE) Survey
• DOE SCWE Training For Mid-Upper Level Management
Presenter
Presentation Notes
2011 - DNFSB 2011-1 Recommendations Report 2011 - DOE POLKICIES & GUIDANCE ISSUED 2011 - Initial Processes Implemented To Address Identified Issues: Feb 2012 - Established Safety Culture Integrated Project Team Apr 2012 - Identified Nine Improvement Issues/Actions 2012 - External Organizational & SCWE Self-Assessment Survey 2012 - SCWE Training for Mid-Upper Level Management 2012 - Safety Culture Elements into Senior Management, Supervisor’s, & Individual IPPs 2012 - Improved Employee Concerns Program 2012 - Incorporated FEVS Results Into Safety Culture Monitor / Analysis 2013 - SCWE Training for All Employees 2013 - IPT Renamed Org. Safety Culture Improvement Council (OSCIC) 2013 - Completed Nine Improvement Actions – Reviewed for Effectiveness 2013 - External Assessment Conducted 2013 – FEDERAL EMPLOYEE VIEWPOINT SURVEY Results Analyzed
Journey To Excellence
2014
2015
2016
2017
• ORP Safety Culture Improvement Plan Revised• Management Presence Procedure Implemented• Get Out And Look (G.O.A.L.) Implemented• Professional Proposal Evaluation Process• OSCIC Expanded & Term Commitments Established• Safety Culture Sustainment Plan Issued• FEVS Analysis• Adopted Ladder Of Accountability• Accountability Handouts Developed• Accountability, Behavior, Communication, Trust, Vision (ABCTV) Implemented• SC Information Board Developed• Management Systems Notification Implemented• Lunch-N-Learn Series Implemented
• ORP Employees Consolidated Into One Building
• ABCTV Training• Contract SC Language Established• Safety Culture Sustainment Plan Revised• OSCIC Restructured
- Employee Engagement Team- Management Core Team Panel
ADOPTED INDUSTRY BEST PRACTICES Provides Top Down and Bottom Up Feedback IMPLEMENTED THE NATIONAL ENERGY INSTITUTE’S NEI-09-07 MODEL – Fostering A Strong Nuclear Safety Culture Identified Appropriate Quantitative & Qualitative Process Inputs For Our Organization Established Two Primary Safety Culture Monitoring Bodies Defined Expectations, Roles & Responsibilities, Expected Input & Output Of Those Bodies Either Through A Charter Or Procedure Established A Specific Meeting Schedule For Both Bodies Developed A Safety Culture Sustainment Plan That Incorporated How The Process Inputs Are Analyzed To Establish How Safety Culture Improvement Actions Are Developed, Tracked, & Reviewed For Effectiveness Developed A Safety Culture Communication Plan That Defines How Safety Culture Related Information Derived From This Structure Is Communicated To The Workforce
Safety Culture Monitoring Structure
• Operates by charter - Employee Driven• Organizational & safety culture health
awareness• Detect changes in organizational and safety
culture• Raise issues to management that need to be
addressed• Develop organizational and safety culture
improvement ideas / tactical initiatives• Provide feedback to management• Provides staff level view of safety culture• Improve personnel knowledge of safety culture
attributes• Provide the workforce an additional voice to
raise safety concerns and issues
• Operates by procedure - Management Driven• Monitor safety culture sustainment plan
actions status• Monitors and evaluates safety culture data
streams• Develop strategic safety culture initiatives• Assess emergent information / data as
required• Provides feedback and guidance to OSCIC• Reports directly to ORP Manager• Provide vision and approach to management
on organizational and safety culture improvement actions
Presenter
Presentation Notes
OSCIC: 2012 - Integrated Project Team (IPT) Established: 12 - Member group representing each division within ORP Formed to support ORP Manager’s efforts to strengthen safety culture attributes and oversight 2013 - IPT Added New Members: Renamed the Organizational Safety Culture Improvement Council (OSCIC) 2014 - OSCIC Established One Year Core Member Term Limits Additional volunteers served for three months 2015 - OSCIC Split Into Two Teams: Employee Engagement Team Management Core Team 2017 - Management Core Team Renamed Organizational Safety Culture Advisory Group (OSCAG) Meet Bi-Weekly To Discuss Employee Engagement Related Issues OSCAG: Consists of Deputy Assistant Managers, Chief of Staff, & Direct Reports To The ORP Manager Primary Goal Is To Ensure Continuous Improvement Management Analysis of Safety Culture Data Feeds From Various Functional Areas To Determine The Health Of The Safety Culture Identify Improvement Opportunities That Merit Management & OSCIC Attention Implement Improvement Actions Via The Safety Culture Sustainment Plan Track & Evaluate Effectiveness Of Safety Culture Improvement Actions Meet On A Quarterly Basis
Monitoring Evolution 2012 - 2019
• RL & ORP Integration – 2019:
Joint Employee Safety Council (ESC)
Joint Federal Employee Occupational Safety & Health (FEOSH) Committee
Joint Building Emergency Response Organization
Joint OSCIC
Workflow Structure Revised
Presenter
Presentation Notes
PURPOSE: Set Stage for Decision-Making & Empowering Actions / Activities That Will Unify Organization Through Sharing Expertise & Ideas to Build a Stronger Hanford Safety Conscious Federal Team Focused on a Sustained Safety Culture Promoting Employee Engagement & Continuous Improvement Establish Unified Framework As Single Focal Point For Safety Related Functions Maximize Cooperation & Integration Share Strengths & Capabilities of Each Organization Build on Existing Program Strengths Within RL & ORP Leverage Resources Effectively & Improve Efficiency Maximize & Encourage Employee Engagement RESPONSIBILITIES: Review, Recommend, & Approve Issues, Decisions, & Initiatives from Integrated DOE Hanford Perspective Provide Senior Management Feedback & Direction Concerning Focus & Conduct of OSCIC, FEOSH, FERO, & Other Functional Areas / Programs DESIRED END RESULT - Build A Stronger Hanford Federal Team
Safety Culture Monitoring Structure
Presenter
Presentation Notes
Data Streams Identified in Workflow Structure Diagram PRIMARY DATA STREAM CHANGES: FEOSH COMMITTEE IS NOW AN INTEGRAL PART OF THE COUNCIL EMERGENCY RESPONSE ORGANIZATION IS NOW AN INTEGRAL PART OF THE COUNCIL INDUSTRIAL SAFETY IS INCLUDED WITHIN FEOSH & ISSUES MANAGEMENT NEW DATA STREAM FOR TRACKING EMPLOYEE RECOGNITION EFFORTS HAS BEEN ADDED PRIMARY PROCESS CHANGES: Data Stream Owners (e.g., FERO, FEOSH, OSCIC, ECP, DPO, Other Programs, etc.) Provide Data to ESC Facilitator, & Speak to Status of Respective Areas of Responsibilities at ESC Quarterly Meetings Data Stream Owners Provide Suggestions / Ideas or Propose Actions to Improve Effectiveness & Efficiency of Respective Functional Areas / Programs ESC Facilitator Provides Data Stream Roll-Up Summary & Identifies Overall Trends Needing Attention
• Organizational Development: Workforce Development Focused Training Initiatives
Presenter
Presentation Notes
INTEGRATED ISSUES MANAGEMENT SYSTEM: Integrated Contractor Assurance System (iCAS) Zero Threshold, Single point of entry for ORP work activities Venue for all staff to make entries for dissenting views, concerns, issues, and opportunities to improve Entries are tracked, evaluated, and acted upon in a transparent and consistent manner Monitoring consists of Total Actions (open & closed), Report Timeliness, Days to Evaluate & Close, Number of Anonymous Entries, etc. Designed To Encourage & Facilitate A Strong & Enduring Safety Culture By Establishing A Process That Supports & Encourages Reporting & Timely Resolution Of Issues, & Establishes Feedback Mechanisms To The Issue Initiator MANAGEMENT ASSESSMENTS: Periodic Self-Analysis To Evaluate Management Systems, Processes, & Programs To Ensure The Organization’s Work Is Properly Focused On Achieving Desired Results SUGGESTION BOXES: ECP MANAGER COLLECTS< SORTS< & DISTRIBUTES ENTRIES MOST ENTERED INTO iCAS FOR TRACKING, SOME NOT APPROPRIATE FOR iCAS ENTRY, SOME NOT APPROPRIATE FOR ENTRY INTO ANYTHING BUT THE ROUND FILE LESSONS LEARNED: Employee Concerns Program / Differing Professional Opinion Program ECP – A Process To Independently & Objectively Address Concerns Including But Not Limited To Environment, Safety, Health, Security, Quality, Business Ethics, Non-Compliance, Fraud, Waste, Abuse, Mismanagement, harassment, Intimidation, Retaliation, & Discrimination DPO – A Process For DOE Federal Staff To Address Technical Issues Relating To Environment, Safety & Health Where An Employee Feels An Issue Has Not Been Adequately Considered, and If Not Addressed, Has A Reasonable Probability Of Having Significant Negative Impact To The Environment, Safety, Or Health WORKFORCE DEVELOPMENT / TRAINING: Leadership, Education, & Development Safety Culture Awareness Training – ABCTV Issues Management Training Oversight / Assessor Training Safety Culture Training
Safety Culture Data Streams
• Industrial Safety
• Contractor Collaboration: Sharing of Lessons Learned Contractor Performance Indicators
• Integrated Oversight Program Assessments, Surveillances, Audits Operational Awareness Activities
INDUSTRIAL SAFETY: Injuries Days Away From Work Weekly SME Site Visits / Walk-downs CONTRACTOR COLLABORATION: Sharing Of Lessons Learned Contractor Performance Indicators INTEGRATED OVERSIGHT PROGRAM: Requirements Established by Procedure Performed According to Established Oversight Plan Schedule Surveillances, Audits, Operational Awareness Activities, & Assessments (self-, management, & independent) ASSESSMENT PROGRAM: Periodic Independent Evaluations: Office of Enterprise Assessment Defense Nuclear Facility Safety Review Board Peer Reviews Other (INPO, ORAU, etc.) Office of Personnel Management (FEVS) Internal Assessments: Management Assessments External Surveys Internal Surveys EMPLOYEE RECOGNITION: Track Use Of Thank You, KUDOS, & Good Catch Awards
Federal Employee Viewpoint Survey
• FEVS: Administered Annually (May-June) 71 Questions – 6 Categories My Work Environment My Work Unit My Agency My Supervisor Leadership My Satisfaction
• OPM Index Scores: Global Satisfaction Employee Engagement New Inclusion Quotient (New
IQ)
Presenter
Presentation Notes
GLOBAL SATISFACTION: Measures Employee Satisfaction With Their Job, Pay, Organization, & Willingness To Recommend Their Organization As A Good Place To Work EMPLOYEE ENGAGEMENT: Measures Factors That Lead To An Engaged Workforce (goals communicated, employee development supported, a sense of personal accomplishment) 3 Sub-factors That Reflect Different Aspects Of An Engaging Work Environment: Leaders Lead – Employee’s perception of leadership integrity & behaviors Supervisors – Interpersonal relationships with supervisor; trust, respect, & support Intrinsic Work Experience – Motivation & competency relating to their workplace role NEW IQ: Based On The Concept That Individual Behaviors, Repeated Over Time, Form The Habits That Create An Inclusive Environment Grouped Into Five Habits / Behaviors Of Inclusion: Fair – Sense of impartiality in the organization Open – Sense of diversity in the organization Cooperative – Does the environment foster communication & collaboration? Supportive – Are employees valued? Empowered – Have resources needed to excel?
Federal Employee Viewpoint Survey
• Additional DOE Index Scores: Effective Communication Workplace Safety Training & Development Creativity & Innovation
Presenter
Presentation Notes
Effective Communication: Measures Employee Satisfaction With The Frequency, Depth, & Quality Of Communication In & Across The Organization Two Sub-Factors: Employee & Supervisor – Measures satisfaction with authentic communications with first-line supervisor Leader/Manager/Organizational – Measures satisfaction with leaders communicating authentically about organizational goals & information WORKPLACE SAFETY: Measures Whether An Employees Feel The Workplace Is Safe: Workload is reasonable Physical conditions allow them to perform their job well Safety conditions exist in their workplace TRAINING & DEVELOPMENT: Measures Employees Satisfaction With Opportunities To Improve Skills, Assess Training Needs, & Enhance Professional Development CREATIVITY & INNOVATION: Measures The Extent To Which Employees Feel Their Innovative Contributions To Their Workplace
Federal Employee Viewpoint Survey
• FEVS Analysis: Displays Various Areas Measured In Graphical Form For Easily Identifying
Trends
Top 10 Positive Response Rates (Strengths): Areas that are going well What the organization is doing appears to be working
Top 10 Neutral Response Rates (Uncertainties): Areas that do not need immediate attention, but need to keep an eye on
Top 10 Negative Response Rates (Challenges): Opportunities for improvement
Presenter
Presentation Notes
FEVS ANALYSIS: DISPLAYS THE VARIOUS INDEXES MEASURED IN GRAPHICAL FORM FOR EASILY IDENTIFYING TRENDS BROKEN OUT INTO: TOP 10 POSITVIE REPONSE RATES (STRENGTHS): AREAS THAT ARE GOING WELL WHAT THE ORGANIZATION IS DOING APPEARS TO BE WORKING TOP 10 NEUTRAL RESPONSE RATES (UNCERTAINTIES): AREAS THAT DO NOT IMMEDIATE ATTENTION BUT ARE WORTH KEEPING AN EYE ON TOP 10 NEGATIVE RESPONSE RATES (CHALLENGES): Opportunities FOR IMPROVEMENT
FEVS & ORP Safety Culture Survey
• Focus Areas & Attributes: Leadership: Demonstrated safety leadership Risk-informed, conservative decision making Management engagement and time in field Staff recruitment, selection, retention, and development Open communication and fostering an environment free from retribution Clear expectations and accountability
Employee/Worker Engagement: Personal commitment to everyone’s safety Teamwork and mutual respect Participation in work planning and improvement Mindful of hazards and controls
Organizational Learning: Credibility, trust and reporting errors and problems Effective resolution of reported problems Performance monitoring through multiple means Use of operations experience Questioning attitude
Safety Culture
Above the Surface
Below the Surface
SystemsValues
BeliefsAssumptions
Measures and analysis help identify gaps
between management
expectations and how the work is actually being
performed
Presenter
Presentation Notes
2016 - ORP DECIDED TO TAKE AN ADDITIONAL STEP TO UNDERSTAND THE FEVS SURVEY RESULTS THE INDEXING, GRAPHICS & PERCENTAGES DISPLAYED IN THE FEVS RESULTS ARE VALUABLE QUANTITATIVE INFORMATION FOR IDENTIFYING STRENGTHS AND OPPORTUNITES FOR IMPROVEMENT DIDN’T TELL US THE ALL IMPORTANT QUALITATIVE INFORMATION OR WHY WE WERE RECEIVING THESE RESPONSE RATES IN AN EFFORT UNDERSTAND THE WHY, AND HOW THE RESULTS ARE RELATED TO ORP’S SPECIFIC SAFETY CULTURE TRAITS & BEHAVIORS ORP DECIDED TO CROSSWALK FEVS QUESTIONS TO THE ESTABLISHED DOE THREE FOCUS AREAS & ATTRIBUTES
ORP Safety Culture Survey
Related FEVS Questions:Q10 – My workload is reasonable
Q35 – Employees are protected from health and safety hazards on the job
Q36 – My organization has prepared employees for potential safety hazards
Q46 – My supervisor provides me with constructive suggestions to improve my job performance
Q53 – In my organization, leaders generate high levels of motivations and commitment to the workforce
Q54 – My organization’s leaders maintain high standards of honesty and integrity
Q56 – Managers communicate the goals and priorities of the organization
Q57 – Managers review and evaluate the organization’s progress toward meetings its goals and objective
Q59 – Managers support collaboration across work units to accomplish work objectives
Q62 – Senior leaders demonstrate support for work/life programs
Q64 – How satisfied are you with information you receive from management on what is going on in your organization?
Q66 – How satisfied are you with the policies and practices of senior leaders?
Q68 – How satisfied are you with the training you receive for your present job?
• Focus Area: Leadership
Presenter
Presentation Notes
FEVS INDEX RESULTS DO RELATE SOME QUESTIONS TO THE FOCUS AREAS & ATTRIBUTES But Not Enough To Provide A GOOD ANALYSIS OF OUR SAFETY CULTURE
ORP Safety Culture Survey
• Focus Area: Employee / Worker EngagementRelated FEVS Questions:Q3 – I feel encourage to come up with new and better ways of doing things
Q11 – My talents are used well in the work place
Q12 – I know how my work relates to the agency’s goals and priorities
Q20 – The people I work with cooperate to get the job done
Q26 – Employees in my work unit share job knowledge with each other
Q48 – My supervisor listens to what I have to say
Q49 – My supervisor treats me with respect
Q55 – Leaders work well with employees of different backgrounds
Q58 – Managers promote communication among different work units
Q59 – Manager support collaboration across work units to accomplish work objectives
Q61 – I have high respect for my organization’s leaders
Q63 – How satisfied are you with your involvement in decisions that affect your work?
Presenter
Presentation Notes
Questions Were ADDED OR MODIFIED To Fill In Gaps RELATING TO THE THREE FOCUS AREAS & ATTRIBUTES (Primarily For Negative Response Questions
ORP Safety Culture Survey
• Focus Area: Organizational LearningRelated FEVS Questions:Q3 – I feel encouraged to come up with new and better ways of doing things
Q8 – I am constantly looking for ways to do my job better
Q15 – My performance appraisal is a fair reflection of my performance
Q16 – I am held accountable for achieving results
Q22 – Promotions in my work unit are based on merit
Q28 – Rate the overall quality of the work done by your unit
Q31 – Employees are recognized for performing high quality products
Q32 – Creativity and innovations are rewarded
Q51 – I have trust and confidence in my supervisor
Q54 – My organization’s leadership maintain high standards of honest and integrity
Q65 – How satisfied are you with the recognition you receive for doing a good job?
Presenter
Presentation Notes
Text Boxes WERE ADDED To ALL Questions For Additional Input & Feedback, PARTICULARLY FOR DISAGREE AND STRONGLY DISAGREE RESPONSES
THE ORP SAFETY CULTURE SURVEY IS ADMINISTERED SIX MONTHS AFTER THE FEVS TO PROVIDE A MID-YEAR CHECK ON THE EFFECTIVENESS OF IMPROVEMENT ACTIONS IMPLEMENTED IN ADDITION TO THE TWO SURVEYS, ORP ALSO CONDUCTS RANDOM INTERVIEWS AND GROUP DISCUSSIONS TO GAIN ADDITIONAL INSIGHT ON SURVEY RESULTS
Oversight
• Safety Culture Contract Language
• Incentives Program
• Review & Approve ISMS Description
• Safety Culture Sustainment Plan Review & Feedback
