Minnesota State Colleges and Universities

Transcription

1 Value Through Partnership and Collaboration in Safety, Environmental, and Emergency Management Leadership Council - June 2013 Minnesota State Colleges and Universities The Minnesota State Colleges and Universities system is an Equal Opportunity employer and educator.

2 Value Statement Minnesota State Colleges and Universities are safe, secure, and compliant with federal, state and Board requirements and able to effectively deliver on their mission of providing higher education for Minnesotans. 2

3 Background: Definitions Occupational Safety protecting health and well-being of employees and students Environmental Health preserving and protecting the natural environment (air, soil and water) Security protecting system physical assets and individuals Emergency Management prevent, minimize, respond to, and recover from natural or manmade disasters or other crisis situations 3

4 Background: Compliance Areas Occupational Safety: Standards and regulators: Federal and Minnesota OSHA, National Fire Protection Association (NFPA), Minnesota State Fire Code, bargaining agreements Programs (representative list, not all inclusive): 4 Safety Committee Hazards communication / Employee Right-To-Know Safety data sheets Personal protective equipment (PPE) Hearing conservation Respiratory protection Indoor air quality Biosafety hood testing Asbestos management Lead-base paint Fire extinguisher and sprinkler maintenance and inspection Fire alarm Confined Space Lock Out/Tag Out Electrical safety Bloodborne pathogens Fall protection Fork lift and hoist programs Training management and documentation

5 Background: Compliance Areas Environmental Health: Standards and regulators: Federal EPA and Minnesota PCA Programs (representative list, not all inclusive): Waste/stream analysis and determination protocol Hazardous waste management and disposal Infectious waste management and disposal Universal waste management and disposal Storm water permitting Storm water pollution control and countermeasure (SPCC) program Air quality permitting Underground storage tanks Training management and documentation 5

6 Background: Compliance Areas Security and Emergency Management: Standards and regulators: Higher Education Act (HEA) as amended by the Higher Education Opportunity Act (HEOA), Clery Act, HIPPA, FERPA, state and federal executive orders, MnSCU policies (e.g., AED Program) and best practices Programs (representative list, not all inclusive): National incident management system (NIMS) training Campus emergency operations planning Community, county, regional emergency operations planning and coordination Continuity of operations plan (COOP) Table top and walk through exercises Emergency response and evacuation Campus alert notifications Missing persons Crime and fire log and incident report 6

7 Background: Current Staffing and Alignment Rough numbers: 158 all or partially engaged in compliance management Wide and varied job titles: Safety administrator Safety and health officer 1 Security officer Security communications system operator University security coordinator Physical plant director, supervisor, manager General repair worker Building utilities mechanic Grounds keeper Facilities Services supervisor State program administrator, senior Project consultant senior Customized training representative MnSCU Admin 3, 5, 6, 7, 8 MnSCU academic professional 1 MSUAASF range E Multiple alignments: VP Finance and Administration, Student Affairs/Services, Residential Life, Facilities/Plant Management, IT, others 7

8 What s going to bite us 8

9 Increased Attention and Scrutiny Violations and Fines Hazardous Waste Management: 2009 MPCA Stipulation Agreement - $18K 2012 MPCA Stipulation Agreement - $35.7K Cost of willful non-compliance - $10K-$25K per day Campus-by-campus reviews: 54 of 54 campuses visited Follow up underway This is just hazardous waste compliance 9

10 Rising Costs Total Insurance Premiums $12,000 $10,000 Cost ($000) $8,000 $6,000 $4,000 $2,000 $ Workers Compensation Property and Casualty 10

11 Rising Claims Number of Claims Submitted Claims Workers Compensation Property and Casualty 11

12 Rising Total Cost of Claims Total Cost of Approved Claims Cost ($000) $9,000 $8,000 $7,000 $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $ * Workers Compensation Property and Casulty 12 *2010 includes loses from Wadena tornado - $3.2M

13 Rising Cost per Claim Cost per claim Cost per Claims ($) $16,000 $14,000 $12,000 $10,000 $8,000 $6,000 $4,000 $2,000 $ Workers Compensation Property and Casualty 13

14 Personnel Challenges Workload Span of duties and responsibilities Facilities/plant operations, tort officer, printing and copying, human rights, bookstore, shipping and receiving, 1B.1 investigator, risk management and insurance Responsibility versus authority to act Increased position audit requests Inconsistency in reclassifications Inconsistency in organizational alignment and reporting Turn over, retaining current, attracting new Failed searches 14

15 What we re learning There is a cost with compliance Project will not produce up front personnel cost savings Will produce savings through cost avoidance Compliance requirements can be wide, varied, deep and complex Current construct not working Required specialized training, education, and experience, not effective as other duties as assigned Compliance through dual- or triple- hatting not effective Defused accountability restricts execution Recruiting multi-skilled personnel difficult and expensive There is a real need to define campus security within the system. 15

16 Future Organization Criteria Responsive to increasing regulatory complexity and volume Focus on key, critical compliance drivers Clear authority to act Streamline communication of standards and expectations Resource sharing and collaboration Cross-institutional and/or regional efficiencies Ability to attract and retain skilled personnel Consistency in organizational and job design Aligned with Minnesota job classification system 16

17 Future Organization Development Process Compliance Requirements Defined Health, safety, security and emergency management Future Organization Model Defined Align management capacity with compliance requirements at campuses: site, region, system Future Position Descriptions Benchmarks Defined Responsibilities, authorities, and career development Current to Future Map Process Identified Process and framework Workbook: Process, compliance areas, templates, and baseline PDs 17

18 Region Organizational Structure B System Office C U A 18

19 Region Job Structure Individual/Professional Contributor Supervisor Manager IC 1 System-wide System-wide Security IPC 5 IPC 6 S1 S2 M1 M2 IPC 1 Emergency Management IPC 4 IPC 6 S3 S4 Environmental Health IPC 2 IPC 3 IPC 5 IPC 6 S2 Occupational Safety IPC 2 IPC 5 IPC 6 Draft 03/05/2013

20 20 Region Job Structure Salary Ranges

21 2 1 Region Groups Example

22 Notional Regional Staffing Example Regional Staffing Customer Alignment College A Campus Requirement Workload Requirement Workload M1 Campus 1 College B Campus 2 Campus IC1 IPC3 S1 IPC3 IPC3 IPC2 IPC5 IPC5 IPC5 College C University A Campus Campus IC1 IPC3 22

23 Implementation Criteria Current employees impacted held harmless in transition Transition will be done over a period of time Not expecting to create new job classes Use as much as possible current processes Respect current institutional boundaries 23

24 Implementation Criteria: Current employees impacted held harmless in transition Transition will be done over a period of time Not expecting to create new job classes Use as much as possible current processes Respect current institutional boundaries Next Steps: Stakeholder coordination Institution collaboration Early adopters: Alexandria, Central Lakes, Ridgewater, MState, SCTCC, SCSU 24 Framework: 1. Decide on region and future organizational design 2. Gather information on current organization 3. Map to future organization

25 Next Steps Stakeholder update and orientation Campus CFOs and CHROs Campus safety, security, environmental and emergency managers Leadership Council Bargaining Units as needed Implementation Use guiding principles and framework Workbook 25 Future organizational model and PDs Complete Implementation Guidelines Complete Implementation over time TBD: Months - Years