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.
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.
Compliance Definitions
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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 people and physical assets
Emergency Management — prevent, minimize, respond to, and
recover from natural or manmade disasters or other crisis
situations
Compliance Area Sampling
Occupational Safety:
• Safety Committee
• Hazards
communication /
Employee Right-ToKnow
• Safety data sheets
• Personal protective
equipment (PPE)
• Hearing conservation
• Respiratory protection
• Indoor air quality
• Biosafety hood testing
• Asbestos management
• Lead-base paint
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Environmental Health:
• Hazardous waste
management and
disposal
• Waste/stream analysis
and determination
protocol
• Infectious waste
management and
disposal
• Universal waste
management and
disposal
• Storm water permitting
Security and
Emergency
Management:
• Campus emergency
operations planning
• Community, county,
regional emergency
operations planning
and coordination
• Continuity of
operations plan
(COOP)
• NIMS training
• Crime reporting
• Missing persons
Rising Costs & Increased Scrutiny
Violations and Fines
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 Occupational Safety:
 April 1- May 21, 2013: OSHA fines - $11.2 K
 Hazardous Waste Management:
 2009 MPCA Stipulation Agreement - $18K
 2012 MPCA Stipulation Agreement - $35.7K
 Campus-by-campus reviews:
 54 of 54 Complete
 Recommendations at all
 Cost of willful non-compliance - $10K$25K per day
Future Organization Development Process
Compliance
Requirements
Defined
Health, safety,
security and
emergency
management
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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
What We Learned
 Compliance is wide, varied, deep and complex
 Effective compliance requires
 Specialized training, education, and experience; not “other duties as
assigned”
 Focused compliance workloads; not dual- or triple- hatting
 Clear authority to act; not defused accountability
 Recruiting safety personnel; not ‘multi-skilled’ personnel
 There is a cost with compliance
 There is a need for further discussion regarding ‘campus security’
 Future organization needs to be/have…
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Responsive
Focused on key, critical compliance drivers
Streamlined authority and communication of standards/expectations
Cross-institutional and/or regional efficiencies and resource sharing
Consistent organizational and jobs designed to attract/retain skilled
personnel
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
Framework:
1. Decide on region and
future organizational
design
2. Gather information
on current
organization
Next Steps:
 Stakeholder coordination
 Institution collaboration
 Early adopters: Alexandria,
Central Lakes, Ridgewater,
MState, SCTCC, SCSU
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3. Map to future
organization