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2010

SLP 7 Safety TeamUSDA Forest Service

Taking All Forest Service Employees on a Safety Journey

SLP 7 Safety Team: Taking All Forest Service Employees on a Safety Journey

Executive Summary

Safety Team: Taking All Forest Service Employees on a Safety Journey.

Angela Baca, Chris Fettig, Rick Lint, David Mertz, Heather Provincio, Jaelith Hall-Rivera, Deidre St. Louis.

On average, six Forest Service employees die in the line of duty every year. This is not acceptable. While the Forest Service has many of the components needed for a good safety program, it is based primarily on compliance. The team maps out the steps and develops products to facilitate taking all employees on a safety journey. We produced examples for consideration and further development. The report outlines the safety journey of the Team and uses the steps from The Heart of Change book to guide the Agency as we change our current culture. By becoming a learning and reporting organization with a just culture, we will become a zero fatality organization.

Our journey began as a dialogue among our team members. We interviewed agency leaders and agency safety experts. We also talked with unit-level safety officers, safety and risk management specialists, human performance experts, and others outside our Agency. We read the Dialogos reports and read books on safety, human performance, and change. Additionally, we went on site visits to take training offered by other organizations, to view first hand their operations, and interview their leadership.

The steps for successful large-scale change include increasing urgency, building guiding teams, getting the vision right, communicating for buy-in, empowering action, creating short-term wins, not letting up, and making change stick.

We created a video to emotionally urge people to accept that change is needed. We provided a case study about increasing trust and open communication. We suggested changes to our mission, vision, and guiding principles to include safety. We drafted an employee bill of rights and provided questions to ask when there is an event. We included a copy of the Coast Guard’s green-amber-red risk assessment. We drafted talking points for leaders to use in dialogues with their employees. We also included examples of including safety in ECQs and a job announcement. Finally, we provide a skit that demonstrates the wrong way and a better way to react to an event.

One of the most important lessons we learned on our journey, was that we need to learn to “fail softly” in an error tolerant workplace if we are going to be a learning organization. For example, we need view events as opportunities to learn and dialogue so we can change conditions that might have otherwise led to more serious injuries or fatalities. We gained insight into why blame-free reporting is essential to becoming a learning organization. Additionally, we learned how important it is to understand that mistakes cannot be punished away. We also learned that the role of safety is not to reduce the number of adverse actions but it is to enhance our ability to succeed under varying conditions.

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Introduction

We first heard Chief Tidwell talk about zero fatalities at our first Senior Leadership Program (SLP) session in January. The Forest Service has an average of six deaths per year – and that is unacceptable. While the Forest Service has many of the components needed for a good safety program, it is based primarily on compliance and should be based on learning. This project lays out ways to make this change successful. We believe that by becoming a learning and reporting organization with a just culture, we will, in fact, change – and ultimately become a zero fatality organization.

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 20090123456789

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Forest Service FatalitiesFY1998-2009

Fatalities persist despite continued efforts in safety.

Data from OSHA (http://www.osha.gov/dep/fap/fap-inj-ill-stats.html)

Explanation of the Project

Team Dynamics – We approached the project by first exploring our Team dynamics. We discussed the results of our various personal assessments, our strengths, and how we wanted to “stretch” ourselves in the SLP. Then we discussed what this meant in terms of working together. For example, we discovered that, combined, our Team contained 24 of the 36 strength themes from the Strength Finder assessment (Attachment 1). We also discussed the importance and seriousness of this topic. We relayed to one another personal experiences with safety – from incidents we had been involved in, to fatalities on our Units, to reactions from our supervisors after an event. One of the first concrete products we developed together was our Team Agreement (Attachment 2). This was an important way to lay a foundation for how we would work together as a Team for the remainder of the year – including how we would deal with disagreements if they arose. Throughout the year, we

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A “just culture” exists where there is an error-tolerant work environment that encourages, and learns from, reporting.

http://www.osha.gov/dep/fap/fap-inj-ill-stats.html


made it a point to not only work on our project, but also have fun together. For instance, we went to a Nationals baseball game, took the boat ride and visited Mt. Vernon, went on hikes, and enjoyed multiple meals together as a team.

Interviews – We started by interviewing Agency leaders and safety experts. We interviewed the Chief, Associate Chief, two Regional Foresters, Ralph Dorn – Director of the Office of Safety and Occupational Health, a Forest Supervisor, and John Phipps – our project sponsor. We selected these people to interview based on their involvement and interest in safety in the Agency. We also talked with unit-level safety officers, safety and risk management specialists in Fire and Aviation, and Forest Service human performance experts Ivan Pupulidy and Jim Saveland. Through these interviews, we learned about the National Leadership Council’s (NLC) safety learning journeys and realized that we too were on our own safety journey. The NLC journeys provided a constant touchstone for us throughout the project, where our own learning was enhanced because our leaders were exploring this subject as well.

We also took the opportunity to talk with another organization that had recently undergone a significant change in their safety culture. On the recommendation of Sidney Dekker, author of Just Culture, we interviewed Jim Krieger with the Federal Aviation Administration (FAA) at the O’Hare Tower in Chicago. We were struck by similarities between the O’Hare tower “then” (i.e., prior to their transformation) and the Forest Service “today”. Many of the issues that the O’Hare Tower had grappled with, like lack of trust and under-reporting of incidents, are struggles that the Forest Service faces. Their success demonstrated that we could change as well.

In fact, a recent Washington Post article highlighted the increase in reported incidents at the FAA over the past few years – and quoted the head of the Agency as touting that increase. Reporting is necessary for learning and the FAA now has a blame-free system in place that protects controllers when they report a near miss or incident. While this set an excellent example for our Team to learn from, Mr. Krieger also cautioned that things could backslide easily. He told us that he constantly worries that one “set back” will take them back to where they were a decade ago.

Readings – Another important element was exploring where we have been with safety in the Forest Service. Of particular importance were the two Dialogos reports that the Agency commissioned in 2007 and 2008 to address the “safety culture” in the Forest Service. They found that safety problems, although a critical issue, were symptomatic of other latent factors, including:

1. Lack of leadership alignment2. Lack of clear direction and mission3. Existence of a “family-based” culture4. Self-suppression of a safety dialogue

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“Error numbers are up because a new system protects controllers

from punishment.”~Washington Post, July 2010


The Dialogos reports resonated with our Team and we found some quotes from employees from the first report particularly disturbing.

“People are afraid to come forward and admit they’ve done anything wrong. They will be punished.”

“Being told to work safe is like a coach telling a pitcher to throw strikes…”

“We don’t have the first clue how to talk to each other.”

“We’re suffering from initiative overload.”

In addition to the Dialogos reports, we found the following books of considerable value to our learning about human performance systems and safety.

Just Culture: Balancing Safety and Accountability by Sidney Dekker.

Whack a Mole: The Price We Pay For Expecting Perfection by David Marx.

The ETTO Principle: Efficiency-Thoroughness Trade-Off – Why Things That Go Right Sometimes Go Wrong by Erik Hollnagel.

The Heart of Change: Real-Life Stories of How People Change Their Organizations by John P. Kotter.

One of the reasons we read these books is that many of the people we interviewed mentioned them. They also provided a perspective of what is going on outside the Forest Service in safety. Here we learned that not only can safety be a core value, but it also represents a field of science.

In summary, these readings helped us gain insight into why blame-free reporting is essential to becoming a learning organization. Additionally, we learned how important it is to understand that mistakes cannot be punished away, which generally has been contrary to how many have dealt with accidents. This is because success and failures can have the same origins, and the role of safety is not to reduce the number of adverse actions but it is to enhance our ability to succeed under varying conditions. Furthermore, we learned the steps necessary for changing our culture and the importance of reaching people at an emotional level to bring about that change.

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“Safety is not the absence of errors; safety is the presence of defenses.”

~Dr. Todd Conklin, Los Alamos NL


Site Visits – The last component of our journey was going on site visits. We felt that it was important to learn from outside organizations that have been successful in changing their cultures. We took Human Performance Improvement (HPI) training at Los Alamos National Laboratory in New Mexico and interviewed key leaders and instructors at the lab.

We also visited the Coast Guard Station in San Diego, California where we were able to experience operations first-hand and interview key agency leaders. Both of these visits enhanced our Team’s safety journey immensely and we brought back valuable lessons learned that shaped our project’s findings and recommendations.

Findings and Recommendations

We began our journey by interviewing the Chief. When we asked him how our Team might help with zero fatalities, the Chief asked us for ideas on how to involve all employees in a way that they would embrace and make it their own. Because the safety journey we took was so powerful for us, we concluded that “taking all employees on a safety journey” was the best way to engage all employees.

One of the most important lessons we learned on our journey, was that we need to learn to “fail softly” in an error tolerant workplace if we are going to be a learning organization. For example, we need view events as opportunities to learn and dialogue so we can change conditions that might have otherwise led to more serious injuries or fatalities.

We read the book The Heart of Change and believe it provided an exceptional framework (or a ‘roadmap’) for changing our safety culture. It resonated with us because structure and guidance is needed through the resistance that typically prevents lasting change. Our Team, along with the NLC members we talked to, know that “zero fatalities” cannot become “just be another initiative.” The Heart of Change emphasized that to make change permanent, it is not just one step that needs to be taken, but it is multiple steps for multiple reasons. It also reminded us that meaningful change takes time.

Step 1 – Increase Urgency

The Forest Service can increase the sense of urgency by helping people to see a truth, feel, the need to change, and want to act. A key recommendation in the book was to hit people in the heart and affect them on an emotional level. To grab employee’s attention so they feel the need to change, we recommend the FS build on the video concept we developed and share this with all employees as a way of illustrating the problem and generating discussion. To gain acceptance and eventually have employees embrace the change, it is important to

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“The newest, greenest members of the crew are relied on to speak up.”

~Coast Guard, San Diego


truly feel the need for change. People most often initiate change based on emotional reasons – not because someone presented them with facts.

Step 2 – Build the Guiding Team

It is important to include the right people, including everyone who is directly affected, to get change to stick. Leadership sets the tone and re-enforces actions. Open communication is vital. We cannot underestimate the value of sharing stories and talking openly and honestly. We think the NLC Safety Journeys are a great example of this step and believe there is a need to form additional groups comprised of employees at all levels within the Agency. As part of this, we will need to have honest, candid discussions that build trust. We have provided a case study where a Forest Supervisor personally visited with all her employees to improve communication and provide “psychological safety” where concerns can be expressed openly and candidly (Attachment 3).

Step 3 – Get the Vision Right

The NLC safety vision message that developed from their journey is the start of getting the vision right (Attachment 4). Meaningful, thoughtful products such as these help “align” the safety message and set cultural change in motion. No matter what, it is important to keep the message simple and aligned throughout the Agency. Questions are a good way to paint pictures of the future for employees. Questions we might ask ourselves during this phase are:

What change is needed? What is our vision for the new organization? What training would we provide? How would we make sure that people have the right skills? Does the organizational structure change? How do we communicate the Vision?

As we collectively create that vision, it needs to be emotionally powerful. Clarity is also critical. Although we realize how well-established our mission and motto are, we suggest that safety be added to those, in addition to our vision and guiding principles (Attachment 5). This following is what we suggest:

Mission: Sustain the health, diversity, and productivity of the Nation's forests and grasslands safely to meet the needs of present and future generations.

Motto: Safely caring for the land and serving people.Add to the Vision: All employees come home at the end of the workday.

Add to the Guiding Principles: We are a learning organization. We are an organization where reporting is encouraged.

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Each NLC member committed to embark on a journey to

understand how to build and sustain world-class safety as part of the fabric of the Forest

Service identity and operations.


Step 4 – Communicate for Buy-In

We need to communicate the vision and strategies effectively to create understanding and a “gut-level” buy-in. We need to address people’s anxieties and distrust so we understand what they are feeling. Communication needs to be simple and heartfelt for people to act. We believe an “Employee Bill of Rights” should be adopted (Attachment 6). This would apply to all Forest Service employees and would be a commitment by the Chief and every employee’s supervisor.

Additionally, we believe that a list of “key terms” should be developed for all employees. This would serve as a tool to change the language around “learnable events,” or what we formally referred to as “accidents”.

Step 5 – Empower Action

When trying to empower action, the existing culture can be a significant barrier. For example, the following statements are often offered: “this is the way we’ve always done it;” “we already have enough safety things in place;” “this keeps us from getting our work done;” and “this is just another initiative.”

As part of this step, we do not need to take on too much at one time. We need visible, concrete efforts to empower action. An example of an easily implemented product is the index card (Attachment 7). This concrete, simple tool can be provided to each employee to help empower action at every level. It helps employees ask the right questions when there is an event, and as a result, helps promote a learning organization. Another suggestion would be to shift our safety awards program from a focus on reducing “chargeable accidents” to rewarding learning and reporting. We must build a system that encourages reporting, dialogue, and learning.

The Agency might also consider encouraging the formation of learning teams, or self-selected teams, to learn from an event or near miss. Additionally, we would suggest the adoption of the Coast Guard GAR (Green-Amber-Red) model for risk assessment (Attachment 8).

Step 6 – Create Short-Term Wins

Short-term wins are needed so people can see and feel some immediacy to the change. It is critical that we publicize when the FS adopts a “learning” stance after an event. A great win would be that employees feel good after an investigation because we used the event as a learning opportunity. Some goals need to be set up so they are quickly achieved to keep the effort focused and moving toward the longer-term goals. Another way to create short-term wins is to reward and encourage those working hard to make the change, keeping cynics at bay, and building momentum. An example of encouraging this is the Stop Work Card that the FS is developing; it empowers employees and supports them when they speak up.

Step 7 – Don’t Let Up

Several things will lead to continuous improvement. As part of the employee’s journey, continuous dialogue, learning, and exploration needs to be facilitated by leadership. We need to keep offering training. This cannot be a onetime effort. This will take a large

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“In other words, walk the talk”


investment of resources. From the beginning, it needs to be made clear by leadership that this kind of change takes a long time – this is known and expected.

Some important things to remember are – leadership must do the “heavy lifting” to overcome organizational resistance. They can leverage the change for others to follow. We must be careful not to declare victory prematurely. Because culture naturally wants to stay with the status quo and because change takes a long-term commitment, we suggest an adaptive management approach where we continuously plan, execute, monitor, adapt and learn. We developed talking points that can be used to help leaders communicate and can be developed into a lesson plan (Attachment 9). This helps build a constancy of purpose and assists employees in their safety journey. Some necessary components are:

Full day of training for every employee Safety course for line officers Lesson plan for a 1-hour safety discussion Revised guidelines for reviewing events Talking points for facilitating safety dialogue at staff meetings Unified safety system for reporting. We need a central database and we need

the now separate safety groups working together. Establish a Safety “Communities of Practice” to bring together people from all

levels of the Agency to share ideas, dialogue, and further our efforts

Step 8 – Make Change Stick

The new culture needs to be supportive and sufficiently strong. To do this, we must recognize that implementing and maintaining real change takes time. Since safety is a core value, it should be incorporated more fully into everything we do. For instance, safety should be part of outreach notices, job announcements, knowledge, skills, and abilities (KSAs), executive core qualifications (ECQs), acceptance letters, and performance standards. We drafted sample language for the Leading People ECQ (Attachment 10) and a job announcement (Attachment 11). This sends a clear message to everyone interested in coming to the Agency, and those already part of it, what we value as an organization.

Implementing large-scale change is hard – organizations fail about 75% of the time. In our journey, we have learned that the reason so many change initiatives fail is that they rely too much on data gathering, analysis, and reporting. Instead, creative approaches aimed at grabbing people’s feelings are needed to motivate useful actions. The 8 Steps in The Heart of Change provide a good framework for implementing this change. By becoming a learning and reporting organization with a just culture, we will become a zero fatality organization.

Learning how we react to each event will ultimately shape our cultural change. When employees speak up, we must support them as leaders – even if it may feel uncomfortable to hear. For example, we provided a skit that demonstrates the wrong way and a better way to react to an event (Attachment 12). These learnable moments build momentum so that even when the Chief and other leadership change, we continue toward the Vision.

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Lessons Learned

In many ways, we did not know where we would end up when we started. Since the initial brainstorming session in Albuquerque, New Mexico at the beginning of SLP 7, we shared and explored many ideas. We did not take all the paths of ideas that were generated, but they were important to discuss along the way. Through our discussions, interviews, readings, and site visits, ideas started to take shape and gel.

One example of the evolution of thought and growing we did can be seen in our Team agreement where we stated we wanted to improve the Forest Service’s “safety record.” Now, instead of a simple target of our safety record, we speak in terms of human performance, caring, encouraging employees to speak up, assess risk, defending against mishaps, promoting reporting and learning, and tolerating errors to truly grow toward a Safety Culture.

We developed a product for our Senior Leadership Program; however, it is important to acknowledge that WE are perhaps the most significant product of our journey. We have grown and learned from each other and as a team. We have all “stretched” in our own unique ways as we improved and helped each other.

As a team, we pulled from everything SLP had to offer. We learned, remained flexible, and were accountable to each other. We were informed by the trainings, readings, and unprecedented access to key leaders (i.e., both internal and external to the Agency) that were made available to us. We are excited about our training and what we have learned. We look forward to being called upon to assist the Agency in any way possible, but specifically in reference to building a learning organization.

Our contact information

SLP 7 – Team Safety R/S/A Email Office Phone

Angela Baca RMRS [email protected] 970-498-1343

Chris Fettig PSWRS [email protected] 530-759-1708

Rick Lint R8 [email protected] 601-965-1651

David Mertz R3 [email protected] 928-635-8340

Heather Provencio R3 [email protected] 928-203-7501

Jaelith Hall-Rivera SPF [email protected] 202-205-1290

Deidre S St. Louis NFS [email protected] 202-205-0425

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mailto:[email protected]






ATTACHMENT 1

SLP Safety Team Strengths

Angela Dave Chris Jaelith Rick Heather DeidreAchiever Activator Adaptability Analytical Arranger Belief Communication Competitive Consistency Context Deliberative Discipline Focus Harmony Ideation Includer Individualization Input Learner Positivity Relater Responsibility Restorative Significance Strategic Woo

[26 of 34 strength themes represented]

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ATTACHMENT 2SLP Safety Team – Virtual Safety Team Agreement We the People of the Senior Leadership Program, in Order to form a more perfect Team Safety, establish roles and responsibilities, ensure consensus, provide for positive team interaction, promote lasting relationships, and secure stretching and challenging ourselves, ensuring our accountability, do ordain and establish this Virtual Team Agreement.

I. Vision – Our desired outcome is for both a product and experience that we gain through working together on our project. We want the following to happen: We have fun as a team, learn as a team, build trusting relationships every time we meet, and

do something fun together as a group as often as possible. We “Stretch!” and focus on challenging ourselves and each other. We build lasting relationships and have a positive experience. We discover different leadership styles and learn what kind of presentation will spark interest. We have contact with leaders and organizational levels not normally available to us. We work with the other SLP7 Teams where appropriate. We contribute something that has potential to improve the Agency and our product makes a

difference in the field (improves our safety record).II. Roles and Responsibilities

This is a self-directed team with no one assuming the one team leader role. Team members will volunteer for team assignments that either they have a skill in or they are

working on (stretching). Facilitation will rotate among team members. Recording notes and follow-up documentation will rotate among team members. It is the responsibility of each team member to complete critical tasks they have agreed to

complete.III. Promises – We commit whole-heartedly to do our part because we believe in our goal.IV. Project Outline with clear milestones. – See tasks tab in Quickr.V. Concerns – We will address concerns, risks, and fears in a safe team environment by supporting

and helping each other.VI. Unknowns – We will deal with unanticipated events by communicating early and often and

jointly finding solutions.VII. Accountability – We will be accountable by delivering on our assignments. If we cannot meet a

deadline or complete an assignment, we will notify team members as soon as possible.VIII. Conflict – We will resolve and minimize conflict by listening to understand, respecting each

other’s views, and working toward our common goals. Team members will speak up if they do not agree.

IX. Decisions – We will use consensus as our decision model. [Use decision tools from Grey Towers Ranger Academy].

Signed by:/s/ Jaelith Hall-Rivera /s/ Chris Fettig /s/ Rick Lint/s/ Angela Baca /s/ David Mertz /s/ Heather C. Provencio/s/ Deidre S. St. Louis

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ATTACHMENT 3Case Study – Changing Our Culture: Communication, Decision-Making and Safety

Where: George Washington & Jefferson National Forests

Purpose: To change safety culture through improving communication and decision-making skills of our work force. To provide “psychological safety” to employees so they are enabled to voice their concerns about safety and decision that effect them. To build trust among forest managers and employees at all levels.

Format: A four-hour workshop was held at each ranger district, a hotshot base, and the Supervisor’s Office. All employees were required to attend. The Forest Supervisor provided two hours of training for each unit, focusing on communication skill building and findings from the Dialogos report. During the second two hours, employees as a group were engaged in dialogue with the Forest Supervisor.

Content: The communications training focused on individual responsibility and being more intentional with communications, and developing constructive feedback skills to enable employees to voice their issues and concerns to coworkers and managers at all levels. They learned how to recognize when they are the right person to speak up about a concern and how to accept feedback. The Forest Supervisor personally committed to support employees who spoke up about their concerns, no matter who was involved.

Each employee was asked to identify one thing that needed changing on the Forest (safety related or not), using the skills learned during the communications training. Employees were also given the opportunity to write suggestions on a 3x5 card.

Results: The safety culture on the Forest changed in remarkable ways. Employees started to more freely express their concerns regarding safety. The Forest Supervisor said, “you become more intentional in everything you do.”

A list of 200 suggestions for change was developed from the 3x5 cards. The Forest Leadership Team addressed all of the suggestions and the Forest Supervisor provided feedback on the disposition of every suggestion to all employees.

Both formal (SHPPS) and informal accident reporting increased because employees felt safer reporting incidents. The Forest Supervisor was able to communicate how the numbers of reported accidents rose based on the changed safety culture on the Forest. After two years, both motor vehicle and injuries have decreased on the forest.

Key Points:

The Forest Supervisor felt it was critical that she lead the workshops, not a contractor. She felt the employees needed to hear and understand her personal commitment to change and it was important to establish and inspire the “need for change.”

The open dialogue sessions demonstrated the leader’s commitment to supporting employees’ expression of concern.

Employees need to “feel safe” to “be safe”. Psychological safety also positively affects morale. To be most effective in changing the culture, every employee and manager needs to be

involved directly in the workshop, and communication needs to be two-way. Follow-through on the suggestions from the 3x5 cards was important to building trust. Additional workshops need to be offered to touch employees new to the unit, to continue

progress toward cultural change.

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ATTACHMENT 4

Engaging in the Journey

Message from the NLC

Forest Service employees are passionate about their work and make an incredible difference in caring for the land and serving people. However, no employee should get hurt on behalf of the agency. Each has inherent value as a person that touches and enriches the lives of many others.

Unfortunately many of our colleagues are hurt or killed each year. That is unacceptable to us. We are committed to dramatically different safety outcomes but recognize that commitment isn’t enough. We have had that for a long time. In a spirit of humility we have magnified our focus and engaged in a “journey” to discover what else it will take. Although we know there is much we don’t know, we are confident that it is indeed a journey more than a destination – one that will require our sustained effort.

We are also confident that each of you must be part of that journey. Finally, we are confident that together we can make a big difference in the safety outcomes we experience. In the coming months we will have meaningful discussions about reducing hazards and improving safety. Therefore, we ask you to join us on this journey to ensure we are not only the world’s premier conservation agency but world-class in being safe.

http://fsweb.wo.fs.fed.us/chief/safety/

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http://fsweb.wo.fs.fed.us/chief/safety/


ATTACHMENT 5

Mission: Sustain the health, diversity, and productivity of the Nation's forests and grasslands safely to meet the needs of present and future generations.

Motto: Safely caring for the land and serving people.

Vision• We are recognized nationally and internationally as a leader in caring for the

land and serving people.• We are a multicultural and diverse organization.• Employees work in a caring and nurturing environment where leadership is

shared.• All employees are respected, accepted, and appreciated for their unique and

important contribution to the mission.• All employees come home at night.• The work is interesting, challenging, rewarding, and fun -- more than just a

job!• We are an efficient and productive organization that excels in achieving its

mission.• Responsibility and accountability for excellence are shared by employees

and partners.• The American people can count on the Forest Service to perform.

Guiding PrinciplesTo realize our mission and vision, we follow these 15 guiding principles:

• We use an ecological approach to the multiple-use management of the National Forests and Grasslands.

• We use the best scientific knowledge in making decisions and select the most appropriate technologies in the management of resources.

• We are good neighbors who respect private property rights.• We strive for quality and excellence in everything we do and are sensitive to

the effects of our decisions on people and resources.• We are a learning organization.• We are an organization where reporting is encouraged.• We strive to meet the needs of our customers in fair, friendly, and open

ways.• We form partnerships to achieve shared goals.• We promote grassroots participation in our decisions and activities.• We value and trust one another and share leadership.• We value a multicultural organization as essential to our success.• We maintain high professional and ethical standards.• We are responsible and accountable for what we do.• We recognize and accept that some conflict is natural and we strive to deal

with it professionally.

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• We follow laws, regulations, executive direction, and congressional intent.

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ATTACHMENT 6

Forest Service Employee Bill of Rights

1. Humans are fallible – employees are encouraged to speak up about near-misses, events and unsafe conditions and will be supported (and perhaps rewarded) by supervisors and line officers.

2. Employees have the right to refuse any action they feel is unsafe and will be supported by supervisors and line officers.

3. Employees have the right to be properly trained to do their jobs safely, and to be provided necessary personal protective equipment.

Concur:

_____________________________ __________________Chief Date

_____________________________ __________________Supervisor Date

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ATTACHMENT 7

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ATTACHMENT 8

COAST GUARDAviation Mission Risk Assessment High Gain Medium Gain Low Gain

1. IDENTIFY MISSION TASKS……………………….discuss2. IDENTIFY HAZARDS…………………………………discuss

a. Planning…………time allotted for mission planningb. Event Complexity…….guidance, doctrine, trainingc. Asset Selection….man, machine, proficiency, restd. Communications…….…………..internal vs. externale. Environment……..……wx, terrain, cover, fuel avail

Low Risk

GAR0-23

Accept the Mission. Continue to monitor Risk Factors, if conditions or mission changes.

Accept the Mission. Continue to monitor Risk Factors, if conditions or mission changes.

Accept the Mission. Reevaluate Risk vs. Gain, should Risk vs. Gain, should Risk Factors change.

3. ASSESS RISK………………….………………………………quantifyGARa. Supervision…………..0-10b. Planning……………….0-10c. Team Selection…….0-10d. Team Fitness………..0-10e. Environment………..0-10f. Event Complexity…0-10

Medium Risk

GAR23-44

Accept the Mission. Continue to monitor Risk Factors and employ Control Options when available.

Accept the Mission. Continue to monitor Risk Factors and employ Control Options when available.

Accept the Mission. Continue to monitor Risk Factors and actively pursue Control Options to reduce Risk.

4. IDENTIFY OPTIONS, REDUCE RISK……….…………discussa. Spread Out……………………………………..more assetsb. Transfer………………………….different asset or crewc. Avoid…………………………………….…..delay or canceld. Accept………………………….....based on risk vs. gaine. Reduce……………………..limit exposure or duration

High Risk

GAR44-60

Accept the Mission only with Command endorsement. Communicate Risk vs. Gain to Chain of Command. Actively pursue Control Options to reduce Risk.

Accept the Mission only with Command endorsement. Communicate Risk vs. Gain to Chain of Command. Actively pursue Control Options to reduce Risk.

Do not Accept the Mission. Communicate to Chain of Command. Wait until Risk Factors change or Control Options warrant.

5. EVALUATE RISK VS GAIN……see table and communicate6. EXECUTE DECISION…………………..……………as required7. MONITOR SITUATION……………..…..proceed to step 1

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0 Low 2323 Medium 4445 High 60TOTAL:


ATTACHMENT 9

TALKING POINTSForest Service Safety Principles

Care Speak-up Assess Risk Defend against mishaps Report Tolerate Errors

Principle Explanation Activity

CareWe care about each other’s welfare. We look out for each other. We want everyone in the field or in the office to go home at the end of the day.

Share an example of when someone in the Forest Service acted to protect your safety.

Speak-up

We speak up when something is amiss. We follow the “abc” guidelines to be - “accurate, bold, and concise.” If we see someone doing something unsafe, we tell them and know there will be no repercussions no matter who is involved. We do not engage in inappropriate professional courtesy.

Think of an example of when you did not tell your boss he/she was doing something you thought was unsafe. What could you have said to make your point?

Assess Risk

We assess risks before doing any project. This is about understanding the risk and modifying it to an acceptable level. The risk management process involves six steps:a. Identify hazards (Hazards are any real or

potential condition that can cause personal injury, illness, or death; or damage equipment or property).

b. Assess risks (Risk is defined as the chance of personal injury or property damage or loss. Risk generally is a function of severity and probability).

c. Identify and analyze risk control methodsd. Make risk control decisionse. Implement controlsf. Supervise and observeThe Coast Guard has developed a risk assessment form. It is available at: http://www.uscg.mil/directives/ci/3000-3999/Ci_3500_3.pdf

Discuss – what is a hazard?What is a risk?Think of an example of a hazard and a risk associated with a current project. What are some possible risk control methods?Discuss are some risks worth taking?

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http://www.uscg.mil/directives/ci/3000-3999/Ci_3500_3.pdf

http://www.uscg.mil/directives/ci/3000-3999/Ci_3500_3.pdf


Principle Explanation Activity

Defend against mishaps

We build and maintain defenses that mitigate or eliminate error-likely conditions. In the end, error-likely situations become predictable, manageable, and often preventable.Processes and systems are designed so that inevitable human errors become inconsequential. Affected employees need to be involved in designing the processes and systems.

Identify a recent near miss or event and brainstorm improved defenses.

Report

2. We are encouraged to report and discuss near-misses, events and unsafe working conditions. We learn from these and make changes to lessen the likelihood of future occurrences. It is critical to involve the people affected by the event in identifying needed changes. Questions to ask about an event are:

a. Is everyone okay?b. Is the workspace safe for people to be

in?c. Tell me your story…what happened?d. Tell me where else this same event might

happen.e. Tell me how we can make this situation

better.

Discuss whether these are the right questions to ask about an event. If not, what questions would be better?

Tolerate errors

The Forest Service promotes an error-tolerant work environment. The reaction to events by our leaders shows us if they “walk the talk.” They do not criticize us when we speak up about an unsafe situation, so we continue to report them, and continue to improve our reporting. Leaders help us learn from events, and make needed changes, rather than “shaming and blaming” us.Accident investigations need to consider “latent factors.”

Discuss what it means to be an error-tolerant organization.

How can you influence the leaders in your unit to change from “shame and blame” to being a learning organization?

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ATTACHMENT 10

ECQ 2: Leading People: ADDDemonstrates safety as a core value of the Forest Service; fosters an environment where reporting is encouraged and errors are learned from; empowers and engages employees in improving the Forest Service safety culture.

Encouraged reporting of near-misses and incidents and used these reports to facilitate learning; implemented procedures that demonstrated safety as a core value; fostered an environment where employees felt safe to speak up about unsafe situations.

Applied knowledge of the Forest Service safety culture and safety policies to work activities; reported incidents and near misses; worked with colleagues and supervisors to improve the Forest Service safety culture.

Served in a leadership role in improving the safety culture of the Forest Service and /or held a safety-specific leadership position.

Experience, education, or training less than the levels described above.

None of the above.

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ATTACHMENT 11

Position Announcement (add Safety)

USDA Forest ServicePublic Affairs Specialist, GS-1035-12/13 ANNOUNCEMENT NUMBER:

10-0101-6765DP-CP APPLICATION DEADLINE: 08/18/2010

JOB LOCATION: MISSOULA, MTOGDEN, UT

WORK SCHEDULE: Full Time

SALARY RANGE: $68,809.00-$106,369.00 OPEN DATE: 08/05/2010

TIME LIMIT: Permanent - No time limit

WHO MAY APPLY:US citizens

NUMBER OF VACANCIES: 1PROMOTION POTENTIAL:

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Public Affairs Specialist, GS-1035-12/13POSITION NUMBER:

INTRODUCTORY STATEMENT: This position serves as the Public Affairs Officer for State & Private Forestry for the Intermountain and Northern Regions of the USDA Forest Service. The Forest Service is a learning organization where reporting is encouraged and safety is a core value. The incumbent reports directly to the Director & Deputy Director of State & Private Forestry and serves as the program leader for Public Affairs performing duties that also include legislative affairs, marketing, and special project leadership in State & Private Forestry. Responsibilities also include providing technical guidance, program review, and program leadership for issues management, media and governmental relations, public participation, publications development, audio-visuals development, and partnership programs and activities for the State & Private Forest.

Public Affairs Program Planning and Evaluation 50%

Conducts briefings and public meetings on controversial subjects in the absence of high-level officials. Coordinates major press conferences and interviews of senior agency officials and assists Public Affairs staffs on a national level in handling both crisis and non-crisis news events.

Manages a Public Affairs Program for a major agency organizational segment. Advises management of requirements for potential programs and makes recommendations for program efforts. Assesses program areas for current and future trends, and recommends programs to fit projected trends.

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ATTACHMENT 12

Outline of Skit, Part 1 – “The Wrong Way to React to An Event”Scene: a typical FS District Office in the Western U.S. Snow has recently fallen. An

employee is receiving a tasking from his/her supervisor.

Supervisor: I really need you and your team to head out today and collect the trash from the campground sites.

Employee: (looks a bit uncomfortable). Well, we weren’t planning on making that drive today due to the snowfall, but…

Supervisor: Hey, I know it snowed, but you can handle yourselves, right? A few inches of snow is no big deal in this area anyway, everybody here knows how to drive in snow and you will have a 4-wheel drive. This has really got to get done today – I need to check it off our to-do list.

Employee: OK, I will get the Team together and we will get it done.

Supervisor: That’s great. Don’t forget to do a pre-job safety briefing.

Scene: later that day

Employee: (looking a bit harried). Hey boss, I really need to have a word with you.

Supervisor: OK, but make it quick, I got lots of things lined up right now.

Employee: Well, I thought you should know that we had a bit of a fender bender today while we were out at the campground.

Supervisor: (getting angry) What? Are you telling me you got into an accident? Oh, I did not need this today! I do not want to fill out an accident form – I just don’t have time for extra paperwork right now. Maybe this wasn’t really that big of a deal, right? I’m guessing you probably just need to bang out a couple of dents, right?

Employee: Um, OK I guess I can do that. Everybody is OK, by the way, we just slid off the road on one of the really curvy parts of that route. We hit a small tree and that’s what dinged up the car, but no other vehicles were involved.

Supervisor: Ok, whatever – just get this taken care of and out of my hair.

Scene: the next day

Employee: Boss, I checked on getting the vehicle fixed, but it really isn’t as simple as just fixing a couple of dents. We will need to have it repaired.

Supervisor: (really starts to over-react now) Well, it looks like we are going to have to fill out an accident form now. What happened? What did you and your team do wrong? This was a routine task and should not have been a problem to get done. If I am going to have to fill out a form, I want a thorough investigation on this thing. We need to get to the root cause of what went wrong and why this happened.

Here is what we are going to do: we are going to bring in a team of driving experts from the neighboring Forest. They are going to go over this thing with a fine-toothed comb and then they are going to report back to me exactly what went wrong. They are going to put together a list of recommendations and we are going to have a new checklist that teams have to review before they even get into a vehicle. This way we can be sure we are safe every time.

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ATTACHMENT 12 (continued)

Outline of Skit, Part 2 – “A Better Way to React to An Event”Scene: Same office as the first skit – six months later. An employee is discussing with his

supervisor an event that just occurred

Dave: Hey Chris, I need to talk to you about something.

Chris: Sure, come on in and have a seat.

Dave: I was just out unloading the truck by myself and I think I might have pulled something in my back.

Chris: Are you OK? How bad is it? Tell me more.

Dave: Yeah, I think I’m OK, but I should probably get it checked out and fill out a CA-1 just in case.

Chris: Is everything out of the truck? Do we need to follow up with anything in the warehouse?

Dave: I got everything put away and everything is fine out there.

Chris: So, tell me what happened.

Dave: Well, I knew I had to return Bob’s truck so he could have it in the morning and nobody was around to help, so I just figured I would unload it. When I was unloading one of the heavier boards, I feel like I pulled something.

Chris: After we get you checked out at the doctor, I would like to discuss your thoughts on how we can learn from this. Your safety is more important to me than any task. Thanks for reporting this.

Dave: As I think about this now, I should have found somebody else to help me.

Chris: Let’s get you to the doctor.

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Documents

Taking All Forest Service Employees on a Safety Journeyapi.ning.com/.../FinalSLP7SafetyTeamReport10_25_10.do… · Web viewSLP 7 Safety Team: Taking All Forest Service Employees