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Strategic Plan
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Section 10 - Conclusion....................................................................................................................... 22
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Section 1
Introduction
MISSION
The Minnesota Legislature established the Minnesota Occupational Safety and Health program by passing the
Minnesota Occupational Safety and Health Act of 1973 (Minnesota Statutes Chapter 182). In the enabling
legislation; the Minnesota Legislature declared it to be its purpose and policy to A...assure so far as possible
every worker in the State of Minnesota safe and healthful working conditions and to preserve our human
resources...@ (Minnesota Statute ' 182.65, subd. 2). Consistent with this legislative intent, MNOSHA=s
mission is: ATo make sure every worker in the State of Minnesota has a safe and healthful workplace.@ This
mandate involves the application of a set of tools by MNOSHA including standards development, enforcement,
compliance assistance, and outreach which enable employers to maintain safe and healthful workplaces.
VISION
MNOSHA=s vision is to be a leader in occupational safety and health and make Minnesota=s workplaces the
safest in the nation. MNOSHA is striving for the elimination of workplace injuries, illnesses, and deaths so that
all of Minnesota=s workers can return home safely. MNOSHA believes that to support this vision, the
workplace must be characterized by a genuine, shared commitment to workplace safety by both employers
and workers, with necessary training, resources, and support systems devoted to making this happen.
In light of this vision, MNOSHA will be results-oriented, using data proactively to identify workplace safety and
health problems and applying a comprehensive strategy that combines common sense regulations; a firm, fair
and consistent enforcement policy; and a wide range of approaches to compliance assistance that meets the
needs of workers and employers and effectively uses the state=s resources.
The Department=s Occupational Safety and Health (OSH) Division is responsible for compliance program
administration, conducting enforcement inspections, adoption of standards, and operation of other related
OSHA activities. The Workplace Safety Consultation (WSC) Division provides free consultation services, on
request, to help employers prevent workplace accidents and diseases by identifying and correcting safety and
health hazards, and operates several employer assistance programs. Together, these two divisions are
Minnesota OSHA (MNOSHA).
Management and administration of Minnesota OSHA is the responsibility of the MNOSHA Management Team
(OMT). The OMT is comprised of the five Minnesota OSHA area directors, an administrative director, the
consultation director, and the Federal OSHA Minneapolis Area Office director. The total complement of the
OSH Division (Compliance activity) is 89; the total complement of the WSC Division (Consultation activity) is
20. The organization charts for the OSH and WSC Divisions can be found on pages 4 and 5.
In addition to the traditional enforcement and consultation activities, MNOSHA operates several specialized
programs aimed at assisting employers in making their workplaces safer and more healthful:
* AMinnesota First@ is an enforcement-based inspection program for employers with 100 or more
* AMNSTAR@ is a voluntary protection program available to any size employer in Minnesota. Small
employers who previously achieved MNSHARP status can, at their option, upgrade their efforts to
achieve the higher level of recognition. The MNSTAR program relies mainly on the concept of self-
assessment by the requesting employer and uses the federal VPP criteria (OSHA Instruction TED
8.1a, Revised Voluntary Protection Programs (VPP) Policies and Procedures Manual.) MNSTAR
requires the employer=s commitment to complete an extensive application, which includes providing
the WSC Division with copies of all requested written policies and programs. The employer=s lost
workday injury and illness rate must be below the state and national levels for their industry.
Employers who meet all requirements for MNSTAR status are exempt from programmed inspections
by the OSH Division for three years.
* The Labor-Management Safety Committee Program, administered by the WSC Division, was
developed jointly by the WSC Division and the State Bureau of Mediation Services. Services are
available if requested by both management and labor representatives. Services include interpretation
of OSHA standards, training in self-inspection techniques, and help in preparing and implementing
education and training programs.
* The Loggers= Safety Education Program, administered by the WSC Division, provides safety training
through eight-hour seminars throughout the state. In order to receive workers= compensation
premium rebates from the Targeted Industry Fund, logger employers must maintain current workers=
compensation and they or their employees must have attended during the previous year a logging
safety seminar sponsored or approved by the WSC Division.
* The Workplace Violence Prevention Program helps employers and employees reduce the incidence
of violence in their workplaces by providing on-site consultation, telephone assistance, education and
training seminars and a resource center. This program is targeted toward workplaces at high risk of
violence, such as convenience stores, service stations, taxi and transit operations, restaurants and
bars, motels, guard services, patient care facilities, schools, social services, residential care facilities,
and correctional institutions. The Workplace Violence Prevention Program is administered by the
* The Safety Grants Program, administered by the WSC Division, awards funds up to $10,000 to
qualifying employers for projects designed to reduce the risk of injury and illness to their employees.
Qualified applicants must be able to match the grant money awarded and must use the award to
complete a project that reduces the risk of injury or disease to employees.
According to the latest available data from the Minnesota Department of Economic Security, there are
approximately 150,500 places of employment in Minnesota. The total Minnesota civilian workforce is
estimated at 2.5 million workers; 98 percent of these workers are covered by Minnesota OSHA (workers not
covered include federal government and mining workers). The Department of Economic Security projects an
increase of 373,000 jobs in Minnesota by the year 2005. Among industries, Aservices,@ led by business
services, health services and social services, are projected to generate more than half of the new jobs;
manufacturing is expected to lead the goods-producing sector in job creation.
The largest industry in Minnesota is health care. Minnesota is also an agricultural state with the related grain
handling and processing, dairy, poultry, and meat packing industries. The four largest manufacturing
industries include industrial machinery, printing and publishing, food and kindred products, and forest products
(paper, lumber, wood, etc.).
All employers in Minnesota, except federal agencies and exclusive federal jurisdiction properties are covered
under the Minnesota OSHA program. The federal maritime standards have been adopted and are enforced
on Aland-based@ maritime operations such as shipbuilding or grain handling. Federal OSHA conducts
longshoring investigations which include Aon-board@ or loading equipment inspections. Tribal and private
sector employment on Indian Reservations is also under Federal OSHA jurisdiction. Federal jurisdiction is
retained and exercised by the Employment Standards Administration, U.S. Department of Labor, with respect
to the field sanitation standard (29 CFR 1928.110) and the enforcement of the temporary labor camps
standard (29 CFR 1910.142), in agriculture. The MSHA/OSHA agreement is observed and care is taken to
avoid duplicate inspection activity in the mining industry. Public-sector employers are covered and are treated
exactly as any other employer.
In the 25 years that Minnesota OSHA has been in existence, substantial progress has been made in
occupational safety and health. As measured by the Bureau of Labor Statistics (BLS) survey of occupational
injuries and illnesses, Minnesota=s total rate of injuries and illnesses dropped from a range of 8.5-8.6 for
1992-1994 to 8.3 by 1996. The rate of Alost-workday@ cases had remained steady at 3.6-3.8 over the period
1988-1995 and in 1996 fell to 3.5. Within the category of lost workday cases, the rate of cases with days away
from work fell steadily from 3.1 to 2.2 from 1984 to 1996. One industry, construction, showed a clear
downward trend in its total case rate from an average of 15.0 for 1984-1986 to 12.4 for 1994-1996, a 17%
decline.1
Even with these important successes, significant hazards and unsafe conditions still exist in some Minnesota
workplaces. In 1997, the OSH Division conducted 31 workplace fatality investigations. This is a significant
reduction from previous years (e.g., 55 fatal accidents were investigated in 1979) and is evidence that
progress is being made. The goal of assuring a safe and healthful workplace for all Minnesota workers can be
achieved.
The challenge of making satisfactory progress toward the accomplishment of MNOSHA=s mission is affected
by a number of new or emerging factors which may impede MNOSHA=s efforts:
The number of workers MNOSHA is responsible for protecting has expanded dramatically. When the
program began operation in 1973, the total workforce subject to Minnesota OSHA coverage was 1.4
million workers. Today the total workforce subject to MNOSHA coverage is approximately 2.5 million
workers. By the year 2005, the Minnesota Department of Economic Security projects a 15.5 percent
increase in jobs in Minnesota.
The dynamic workplace environment has resulted in rapid technological advances and changes in the
nature of work, which has led to new and unforeseen health and safety issues, requiring increased
time and attention.
To meet the demands of this Strategic Plan, MNOSHA must have the data needed to evaluate its
impact on workplace safety and health. This will require a substantial investment in data systems,
because many of the necessary sources of data to measure MNOSHA=s performance are not
currently in place.
With these existing and anticipated future challenges, MNOSHA needs to more sharply focus its efforts to
develop and implement methods of leveraging its capabilities to achieve the greatest possible impact on
1
Source of data: AMinnesota Workplace Safety Report--Occupational Injuries and Illnesses, 1996" published by
the Minnesota Department of Labor and Industry, Research and Statistics Division, August 1998.
Minnesota OSHA (MNOSHA) established three interdependent and complementary strategic goals which are
identical to Federal OSHA=s strategic goals:
Goal 1: Improve workplace safety and health for all workers, as evidenced by fewer hazards,
reduced exposures, and fewer injuries, illnesses, and fatalities.
Goal 2: Change workplace culture to increase employer and worker awareness of,
commitment to, and involvement in safety and health.
Goal 3: Secure public confidence through excellence in the development and delivery of
MNOSHA=s programs and services.
These goals recognize the significant interdependence and complementary relationship of the traditional tools
of enforcement, consultation, outreach, and cultural change in workplaces in impacting outcomes. The
successful accomplishment of any one of these strategic goals will not be possible without parallel success in
the other goals. For example, a focus on reducing hazards, exposures, and injuries, illnesses and deaths in
the workplace will be difficult to achieve without realizing the goal which calls for the engagement of workers
and employers in this effort.
It is also important to note that MNOSHA=s success in meeting its strategic goals will be measured by
aggregating results from multiple program areas. This will help ensure that different elements within MNOSHA
work together to achieve the overall goals, will help break down organizational barriers, and will engage all
MNOSHA staff in goal accomplishment. The Strategic Plan is designed to integrate various program activities
so that there is a unified purpose and direction for all of the programmatic elements within MNOSHA.
The strategic, outcome, and performance goals discussed below will serve as a scorecard for assessing
MNOSHA=s performance over the next five years.
MNOSHA Strategic Goal #1: Improve workplace safety and health for all workers, as evidenced
by fewer hazards, reduced exposures, and fewer injuries, illnesses,
and fatalities.
MNOSHA=s core mission is to assure a safe and healthful workplace for workers. Achieving this goal will
require MNOSHA to engage the occupational safety and health community (e.g., business, organized labor,
professional associations) in identifying and addressing significant workplace hazards. MNOSHA itself will use
a variety of strategies that include rulemaking, enforcement, compliance assistance, and outreach.
Depending on the nature of the problem, MNOSHA may develop strategies that focus on a specific hazard, a
particular industry, or a specific workplace that has a history of high injury and illness rates.
1.1B Reduce injuries and illnesses in the construction industry by 15% by focusing safety inspections on
the four leading causes of fatalities (falls, struck-by, crushed-by, and electrocutions) and focusing
health inspections on two prevalent causes of illnesses (lead and silica exposures).3
1.1C Reduce injuries and illnesses in workplaces targeted by Minnesota First by 15%.
1.1D Reduce injuries and illnesses among MNSHARP and other partnership program employers by 15%
and maintain participants= lost workday injury and illness rates below national average by industry.
Target inspections using data-driven approaches to address the hazards, industries, and occupations
identified by MNOSHA=s performance goals. (1.1A-C)
Link MNOSHA=s compliance assistance and enforcement strategies to impact the hazards and
industries targeted by MNOSHA=s performance goals. (1.1A-D)
Implement local strategic initiatives within the overall framework of MNOSHA=s performance goals.
(1.1A-D)
Develop partnerships and other cooperative efforts with the occupational safety and health community
to identify and address significant workplace hazards, emphasizing those targeted by MNOSHA=s
performance goals. (1.1A-D)
Maintain adequate staffing levels and provide training to staff to assure knowledge and competence
in successfully completing inspections in targeted industries. (1.1A-D)
Promote safety and health programs through Minnesota First, MNSHARP, and enforcement of the
AWAIR Act. (1.1A-D)
Provide training in self-inspection techniques and help employers prepare and implement training and
2
MNOSHA has selected Meat Products (SIC 201X); Millwork, Veneer, Plywood, and Structural Wood
Members (SIC 243X); Primary Metal Industries (SIC 33XX); Fabricated Structural Metal Products (SIC 344X);
Transportation Equipment (SIC 37XX); and Nursing and Personal Care Facilities (SIC 805X) as the six industries it will
focus its attention on during the performance period of this Strategic Plan. These industries were identified through a
combination of factors including the number of workers in the industry and the industry=s lost workday injury and illness
rate (a measure of both frequency and severity).
3
MNOSHA has selected falls, struck-by, crushed-by, and electrocutions as the four injuries it will focus attention
on in construction safety inspections during the performance period of this Strategic Plan. Lead and silica exposures are
the illnesses MNOSHA will focus attention on in construction health inspections. The selection of these injuries and
illnesses as inspection targets was based on an evaluation of several factors including the seriousness of the injuries and
illnesses and the number of construction workers potentially exposed.
FY 1999 - FY 2003 Strategic Plan Page 8
Minnesota Occupational Safety and Health (MNOSHA) December 1998
education programs through the Labor-Management Safety Committee Program. (1.1A-D)
MNOSHA Strategic Goal #2: Change workplace culture to increase employer and worker
awareness of, commitment to, and involvement with safety and
health.
MNOSHA will strive to foster workplace cultures where employers and workers are aware of, committed to,
and involved in ensuring that work is done in a safe and healthful manner. MNOSHA=s past efforts have
demonstrated that worker safety and health is directly linked to the existence and effectiveness of a safety and
health program in a workplace. Effectively implemented safety and health programs prove that Asafety pays@
and demonstrate this in many ways which go beyond monetary savings alone. MNOSHA will provide the
information and guidance employers and employees need to effectively implement safety and health programs
in their workplaces through consultation, compliance assistance, and outreach services. The MNOSHA
outreach program encompasses a wide range of activities including training and education sessions;
presentations and speeches; responses to requests for assistance (e.g., whether oral or written; received via
personal visit, letter, phone, fax, e-mail or other means); providing resource materials such as copies of
standards, informational handouts and compliance guides; issuing news releases, fact sheets, and hazard
alerts; writing articles for newsletters and other safety and health publications; and maintaining up-to-date
information on MNOSHA=s website.
2.1A Increase familiarity with MNOSHA standards, regulations, and reference materials among stakeholder
groups by 10% through outreach activities.
2.1B By FY 2003, respond to 95% of requests for assistance within 3 working days.
2.2A Complete development of the MNSTAR Voluntary Protection Program, award MNSTAR certification
to five worksites by FY 2003, and monitor worksite progress.
Increase employer and worker awareness of the value and importance of safety and health programs
through development and delivery of targeted outreach materials, training, and public awareness
efforts (e.g., speeches, conferences). (2.1A and 2.2A)
Develop and disseminate occupational safety and health training and reference materials which
address the needs of small business employers and workers. (2.1A and 2.2A)
Evaluate, where possible, the impact of MNOSHA compliance assistance strategies to determine the
most effective ways to increase employer and worker awareness of safety and health issues and
requirements. (2.1A)
Ensure worker participation in MNOSHA on-site activities, including both inspections and consultation
visits. (2.1A and 2.2A)
Secure training for the MNSTAR team to assure that members are well-trained, knowledgeable, and
able to conduct inspections and perform MNSTAR evaluations according to VPP requirements.
(2.2A)
Establish a system for tracking requests for assistance by the end of FY 2001. (2.1B)
MNOSHA Strategic Goal #3: Secure public confidence through excellence in the development
and delivery of MNOSHA=s programs and services.
Over the next five years, MNOSHA will continue to be a leader in occupational safety and health by identifying
and addressing the significant causes of workplace injuries, illnesses, and deaths. Through the effective
delivery of its programs and services, MNOSHA will demonstrate that it has a positive impact on occupational
safety and health and will increase public confidence that MNOSHA is effectively carrying out its mandate.
In carrying out this mandate, MNOSHA will increase the diversity of ideas and perspectives available to
MNOSHA decision-makers by involving its customers, partners and stakeholders. A worker=s right to a safe
and healthful workplace will be protected through a prompt response to worker complaints and inspection of
fatalities and catastrophes. Finally, MNOSHA will continue its pursuit of excellence by aligning its
management systems and processes with, and in support of, its goals and strategies.
3.1A By FY 2003, fully implement the information systems necessary to collect MNOSHA performance data
and develop the capacity to analyze MNOSHA=s performance.
3.2A At least 80% of stakeholders receiving MNOSHA=s assistance rate their experience as useful.
Consult with stakeholders and partners to obtain input and advice on MNOSHA programs and
policies. (3.2A)
Obtain feedback from MNOSHA stakeholders/partners, employers, and workers on a regular basis to
assess their perceptions of MNOSHA=s impact on worker safety and health. (3.2A)
Continue to develop MNOSHA employees= skills to ensure that all staff are well-trained and
knowledgeable, and are delivering services in a fair, consistent and effective manner. (3.2A)
Develop management systems to accurately target the most prevalent sources of workplace injuries
and illnesses. (3.1A)
Establish and implement a performance measurement system to track individual and organizational
performance against MNOSHA=s strategic and performance goals and use the results to evaluate
and modify MNOSHA programs and strategies. (3.1A, 3.2A, and 3.3A)
Build, maintain, and modify the information technology (IT) infrastructure needed to support
MNOSHA=s strategic goals and to meet the demands of changing legislation, regulations, and
procedures. (3.1A)
Review and restructure the employee performance appraisal system to emphasize that every
MNOSHA employee is responsible for assuring stakeholder satisfaction with MNOSHA=s services.
(3.2A and 3.3A)
Develop a revised 11(c) discrimination complaint case handling procedure including a revised
measurement approach. (3.3A)
Several factors may impact MNOSHA=s ability to effectively carry out its mission, achieve its strategic goals,
and measure the impact of its programs. Many of these factors can have a large influence on workplace injury
and illness incidence rates and complicate MNOSHA=s ability to accurately identify a particular cause for
shifts in safety and health conditions in specific firms or industries. MNOSHA will monitor these factors,
evaluate their impact, and make adjustments to its program to ensure that its efforts are responsive to these
conditions.
< General Economic Conditions - Economic changes influence working conditions and often have an
immediate impact on injuries, illnesses, and workplace fatalities. For example, favorable business
climates spur companies to increase production. This is often accomplished by hiring additional
< Changing Nature of Work and Workforce Demographics - MNOSHA needs to continually monitor
the changing nature of work and workplace demographics to orient its programs toward new
workplace conditions. For example, Minnesota, like most of the United States, is moving from a
manufacturing-based to a more service-based economy. Service sector work and some automated
processes (e.g., automated check-out counters) have resulted in new body stressors and injuries,
such as Aergonomically@ induced carpal tunnel wrist injuries. MNOSHA has not traditionally
addressed these segments of the workforce and employers in this arena are not accustomed to being
regulated. Adding to this dilemma are the rapidly increasing number of temporary workers, an
increased number of non-English speaking workers, and workers who are starting work at a younger
age or continuing to work at an older age. For these workplace demographic changes, MNOSHA will
need to use new and innovative approaches to ensuring worker safety and health.
< Legislation, Judicial Review, and Budgetary Decisions - New legislation enacted by Congress or
riders attached to other bills may impact MNOSHA=s ability to meet the goals outlined in this Strategic
Plan. In addition, the policies and rules of Federal and Minnesota OSHA and other regulatory
agencies undergo continuous legal scrutiny. Decisions made in judicial forums may also impose
timetables and other requirements that can alter the timeliness for accomplishment of MNOSHA=s
strategic goals. Finally, MNOSHA=s strategic plan is predicated on stable and steady resources.
< Partner, Stakeholder, and Customer Needs - A key component of MNOSHA=s strategic plan
involves the inclusion and consideration of its partner, stakeholder, and customer needs and
requirements. As workplace safety and health conditions change, MNOSHA will consider ways of
adjusting its programs to more effectively serve the needs of these constituencies.
< Data Systems and Data Analysis to Support Performance Measurements - The necessary
sources of data and parameters for measurement-related analysis must be developed in order to
measure and validate performance goals under this Strategic Plan. Measuring impacts may be
complicated for some interventions because there may be a time lag between the intervention, data
collection, and attaining the desired result. It is also difficult to control external factors such as
technological innovation, unionization, and workplace size when designing studies to measure the
degree to which specific interventions reduce injuries at a specific worksite.
< Catastrophic Incidents - Catastrophic accidents occurring in the future may result in the need for a
redeployment of MNOSHA=s resources to address the causes of these situations. This could result
in a need for restructuring regulatory and enforcement approaches.
MNOSHA=s Strategic Plan is designed to serve as a high-level policy document to guide Minnesota OSHA=s
direction and resource allocation for the next five years. By defining performance measures that are outcome-
oriented (e.g., reduction in injury and illness rates), rather than activity-oriented (e.g., number of inspections
conducted), the plan provides clear benchmarks for evaluating MNOSHA performance.
Based on the strategic, outcome, and performance goals outlined in the Strategic Plan, MNOSHA will develop
an Annual Performance Plan that will identify specific performance goals for each fiscal year of the plan.
Annual performance goals will be derived from this Strategic Plan, so that over the term of the Strategic Plan,
accomplishment of the annual performance goals will satisfy the multi-year performance goals of the Strategic
Plan. Actions required to meet the annual performance goals will be identified in annual operating plans. Key
activities and milestones will be tracked, and managerial accountability will be linked through results-based
performance appraisal systems.
MNOSHA=s Strategic Plan has purposefully left undefined certain elements of its program. To establish the
specific components of its program, each year MNOSHA will review a number of different data and information
sources as part of the development of its Annual Performance Plan. Such sources will include data collected
by the Bureau of Labor Statistics on occupational injuries and illnesses, data compiled by the Minnesota
Workers= Compensation Division, the results of Federal OSHA=s Priority Planning Process, occupational
safety and health literature, and the field experience of MNOSHA front-line safety and health investigators.
Federal OSHA=s Data Initiative will also allow MNOSHA to use data more effectively to target its resources
toward areas most in need of attention and to track progress of employers who have received a MNOSHA
intervention. Based on analysis of these data, MNOSHA will then set specific targets in the areas selected.
(1) The Minnesota Occupational Safety and Health Advisory Council. The 12 members of
the Advisory Council represent labor, employers, safety and health professionals, and
the general public. The Advisory Council was established to advise MNOSHA and
meets quarterly with MNOSHA administrative staff to discuss current program
strategies and issues.
(2) Publication in the State Register. Notices requesting comments on new rules and
standards or requesting input on a standard under consideration are published for
review by stakeholders in the State Register. The State Register is published weekly
and includes all official notices of state agencies; it is available through paper
subscription and on the Internet.
(5) Special task forces. To obtain advice and assistance in formulating strategies for
dealing with complex or unusual issues, MNOSHA will assemble a task force
comprised of stakeholders with expertise or interest in the topic. Task forces were
established in the past to advise MNOSHA on such topics as grain elevator safety,
health care facilities, and to draft the Employee Right-to-Know Standard.
The responsibility for reducing workplace injuries and illnesses does not rest solely with MNOSHA. Other state
and federal agencies also have statutory mandates to eliminate or mitigate many workplace hazards.
Cooperation between MNOSHA and these stakeholders eliminates duplication of efforts and minimizes
jurisdictional overlap. Because there is a significant overlap between occupational health issues and public
health issues, MNOSHA frequently consults and coordinates with the Minnesota Department of Health on
issues such as bloodborne pathogens, tuberculosis, lead, asbestos abatement, and mortuary science. A
similar alliance exists with the Minnesota Pollution Control Agency with respect to hazardous waste issues, with
the Minnesota Department of Agriculture with respect to inspections on agricultural properties, and with the
Office of Pipeline Safety with respect to incidents involving gas and hazardous liquid pipelines. To assure
coordination of efforts in response to catastrophic events, the OSH Division also maintains liaison with all other
state agencies that have some responsibility for responding to emergencies in Minnesota through participation
in the state=s Emergency Preparedness and Response Commission.
Program evaluation is an integral part of MNOSHA=s planning, implementation, and goal achievement
process. MNOSHA=s internal evaluation efforts have increased in the past few years. In addition, MNOSHA
is subject to external evaluations by the Legislative Auditor (e.g., financial and compliance audits) and Federal
OSHA (e.g, program monitoring).
A cooperative state/federal monitoring of the MNOSHA program has been established. On-going monitoring
of the program is conducted by the MNOSHA Audit Team which includes the Administrative OMT Director, the
Technical/Administrative Support OMT Director, the Compliance Analyst, and the Federal OSHA Minneapolis
Area Director. The Audit Team is responsible for establishing an annual monitoring plan that will identify
potential policy and procedure weaknesses and areas in need of improvement. The Team is responsible for
creating audit plans, conducting necessary audits, preparing reports of audit findings, recommending
corrective actions, and conducting follow-up audits.
MNOSHA also benefits from the input and feedback it receives from the Occupational Safety and Health
Advisory Council. MNOSHA will continue to consider the council=s advice as it develops, implements, and
evaluates its programs.
Resources permitting, MNOSHA will also use customer surveys to measure the public=s confidence in the
development and delivery of its programs and services. Customer surveys will be used not only to measure,
but to foster organizational excellence. To accomplish this task, MNOSHA is committed to integrating the
survey results into future planning processes. The surveys will also be used to help identify areas of customer
service that need to be further emphasized by MNOSHA staff and management.
MNOSHA recognizes the need for information management systems that increase the knowledge and
capacity of MNOSHA staff and the public to evaluate workplace safety and health programs in reducing
workplace injuries and illnesses.
MNOSHA has made significant progress in improving its capacity to measure program performance and has
identified its measures; the process of establishing baselines has been started. Once baselines are
established, the tracking and evaluation of progress will begin. MNOSHA will conduct evaluation studies with
underlying supporting analyses to explore the results indicated by the performance measures and to provide
more detailed information for interpretation. After the performance measurement system is operational,
MNOSHA=s progress will be reported appropriately.
MNOSHA still faces challenges in the performance measurement area. These include lack of data, validation
of data, untimely reporting, and security:
< The lack of data for some program areas where data have never been collected, or have not been
collected for the population affected by the Strategic Plan, requires MNOSHA to develop new
systems, and to develop strategies for the interpretation of data collected. In some instances,
baselines need to be established.
< Procedures must be established to validate data for new program areas or for new goals. MNOSHA
will rely on performance data that is generated internally, by Federal OSHA, and from outside
sources. MNOSHA will rely on Federal OSHA=s quality assurance of the OSHA Data Initiative
collection process and verification and validation of IMIS data. MNOSHA-generated data and data
from outside sources will be verified and validated, where possible, to eliminate errors.
< Timeliness of data must be considered in the interpretation of the outcome measures, due to the
amount of time required to collect and report the data, or to calendar year rather than fiscal year
reporting of outcome data. There is a time lag for some performance indicators between the activity,
the data collection, and the reporting of that data. For example, BLS injury and illness data involves a
time lag of over a year while the OSHA Data Initiative data involves a time lag of 10 to 11 months.
Data timeliness is further complicated because the Strategic Plan requires tracking on a fiscal year
basis while the Data Initiative and BLS data is produced on a calendar year basis.
< Security of data must be assured. MNOSHA systems are in a continuous state of evolution to
respond to changes in the MNOSHA program and to federal and state mandates. Therefore, analysis
and evaluation of threats to MNOSHA resources and data, testing and implementation of security
measures commensurate with the risk of damage or loss, and development of procedures for
reestablishing service in the event those potential threats materialize, are recurring processes.
MNOSHA will utilize two information systems established by Federal OSHA that provide reliable data to
establish baseline performance, evaluate current performance, and set goals for future performance: the
Integrated Management Information System (IMIS) and the OSHA Data Initiative. These data sources will be
used to evaluate performance measure activities and outcomes and to establish baselines for some of
MNOSHA=s performance goals.
Additional data sources that will be used to establish baselines and to measure outcomes for some of
Certain performance goals will be measured by activity measures rather than outcome measures. In these
instances, the performance goals support the development of systems and infrastructure that will be used in
MNOSHA=s core business processes. Once established and fully operational, the infrastructure and systems
will be subject to outcome measurements.
All data collected, maintained, processed, or distributed by MNOSHA will comply with the requirements of
Federal OSHA and the Minnesota Department of Labor and Industry=s Data Guidelines policy established by
the Minnesota Department of Labor and Industry=s Information Leadership Council and Information
Technology Services Division who are responsible for decisions on the capture, use, and protection of
MNOSHA=s information resources.
To effectively implement its strategies and accomplish the goals contained within this Strategic Plan,
MNOSHA has established Outcome Goal 3.1: Design and implement management systems and processes
supportive of MNOSHA=s goals and strategies. MNOSHA recognizes that organizational management
systems are critical to its efforts to attain established strategic goals, and has created a performance goal to:
By FY 2003, fully implement the information systems necessary to collect MNOSHA performance data and
develop the capacity to analyze MNOSHA=s performance. This outcome goal and its associated performance
goal and strategies require that MNOSHA work to establish a management system that supports the
implementation of the Strategic Plan and the Annual Performance Plan.
MNOSHA is committed to managing and directing resources toward the accomplishment of its goals. To
successfully meet this responsibility, MNOSHA=s Management Team provides oversight of the strategic
planning process. MNOSHA has and will continue to hold itself accountable by assigning responsibility for
goal accomplishment to individuals in leadership positions within MNOSHA.
FINANCIAL MANAGEMENT
The Department of Labor and Industry operates on a biennial budget passed by the Minnesota Legislature in
odd-numbered years. The state funding source for MNOSHA is the Workers= Compensation Special Fund.
The department=s Financial Services Section provides monthly reports of budget status to the MNOSHA
Management Team to aid in tracking program costs. MNOSHA has established a debt collection procedure
and a financial management system to account for penalties in accordance with the Minnesota Debt Collection
Act (Minn. Stat. ' 16D) and the requirements of the Minnesota Department of Finance.
A second and related issue concerns the lack of baseline data for many of the measures included in the
Strategic Plan. MNOSHA recognizes this deficiency and, in the first year of the performance period covered
by the Plan, will devote resources to identifying appropriate measures and collecting the baseline data against
which future performance can be evaluated. As part of its plan, MNOSHA will be monitoring and evaluating
Federal OSHA data and measurement systems for application in Minnesota. In addition, MNOSHA will
develop the necessary measurement systems to establish baseline data and to track performance in those
activities where no federal or state measurement system presently exists. An outcome of MNOSHA=s
Strategic Plan will be the full implementation of the information systems required to collect its performance
data and the capacity to conduct analyses on MNOSHA=s performance measures.
MNOSHA will coordinate with Federal OSHA to improve performance, productivity, communication, and
administrative processes through greater and prudent use of information technology (IT). MNOSHA will
continue to design and implement quality automated tools and timely service to enable its staff to work
smarter.
To secure public confidence requires a professional and knowledgeable staff which is able to deliver
MNOSHA=s services in a fair and consistent manner. As staff master new skills and become adept at
problem-solving and begin to think in terms of results rather than activities, the full weight of MNOSHA=s
human resources can be focused on solving real problems and accomplishing significant outcomes. Changing
MNOSHA=s culture for results will evolve from changing the way it measures its performance and the
performance of its managers.
MNOSHA will continue to provide the finest professional training to its staff. Upgrading workforce technology
skills, and providing assistance in utilizing new technology, are also essential. MNOSHA will continue to
locate existing or develop new training programs to ensure that MNOSHA employees are ready to provide the
highest quality services to Minnesota=s employers and workers.
ORGANIZATIONAL MANAGEMENT
MNOSHA has taken steps to begin aligning its management systems and organizational initiatives with the
Strategic Plan. To ensure appropriate direction of its resources, MNOSHA has assigned coordination
responsibility for major initiatives within the Strategic Plan to specific individuals. The experience and
expertise of all MNOSHA staff will be utilized in meeting the goals established by MNOSHA=s Strategic and
Performance Plans. To continue to utilize this knowledge and expertise, MNOSHA is committed to upgrading
and reinforcing these skills through training. An important aspect of this training will be to improve
MNOSHA=s analytical capabilities and focus staff on results. MNOSHA=s Management Team will continue to
provide oversight and direction to the strategic planning process.
MNOSHA has developed a variety of intervention tools and strategies for achieving its strategic goals. No
single program or strategy will achieve success alone. MNOSHA believes that developing common sense
regulations, demonstrating a strong enforcement presence, implementing varied approaches to compliance
assistance, and employing a strategic mixture of alternative intervention tools will enable MNOSHA to address
existing and emerging hazards. As hazards are identified, MNOSHA will direct its full range of programs and
strategies to craft solutions to specific problems. The synergistic effect of multiple strategies will enable
MNOSHA to leverage its resources to achieve the greatest impact on worker safety and health.
MNOSHA will continue to support the integration of its enforcement, compliance assistance, and partnership
strategies in an effort to offer employers in selected high-hazard workplaces with the greatest injury and illness
rate the choice of working with MNOSHA to implement a comprehensive safety and health program.
< Problem Analysis - To accomplish the goals outlined in this Strategic Plan, MNOSHA will
increasingly make use of research studies and data to proactively assess changes in the workplace
environment and the workforce to identify trends in occupational injuries, illnesses, and deaths and to
determine the underlying reasons for their occurrence. MNOSHA will use the results of studies
conducted, as well as data collected as part of its own initiatives, in an on-going manner to guide its
program operations. MNOSHA will use this information to determine the appropriate mix of
interventions and strategic tools to use in correcting and addressing the problems identified, to focus
its resources on those areas where it can achieve the greatest impact, and to analyze its performance
to identify which strategies are most effective in accomplishing the desired outcomes.
< Standards Promulgation - MNOSHA will continue to adopt final Federal OSHA standards and state-
specific standards that establish minimum levels of worker protection against specified hazards, in
order to attain a safe and healthful workplace for every Minnesota worker. By systematically
identifying and addressing major hazards and issues through safety and health standards, MNOSHA
helps employers understand what they need to do to protect their workers, and ensures workers that
their rights can be protected through enforcement, when necessary.
< Enforcement - Over the next five years, MNOSHA will continue to improve the efficiency of its
compliance and consultation activities by focusing on the most dangerous hazards and developing
tools which result in quicker abatement of hazards. MNOSHA plans to enhance its enforcement and
consultation actions to address the most prevalent types of workplace injuries and illnesses, high
hazard industries, and high hazard workplaces identified through site-specific injury and illness data.
This will be accomplished through an increased use of data-driven approaches to direct resources
away from safer workplaces toward more hazardous ones.
The OSH Division will provide a strong enforcement presence to act as an effective deterrent for
employers who fail to meet their safety and health responsibilities and will continue to ensure that
serious violators face serious consequences. The OSH Division will also demonstrate a strong
enforcement presence by improving the effectiveness of its response to responsibilities mandated by
the MNOSH Act such as complaint, fatality, and catastrophe investigations. The OSH Division will
also enhance its programs to ensure that workers who report unsafe working conditions receive
proper protection under the law.
< Outreach - Organizational changes in MNOSHA=s outreach activity will enable MNOSHA to develop
and direct outreach programs and informational materials toward specific, targeted industries, work
processes, and localized safety and health issues. Focused areas will be given priority for outreach
presentations and compliance assistance materials.
< Information Technology - With the advent of widespread access to technology, MNOSHA is finding
innovative ways to use technology to support mission accomplishment. In the coming years,
MNOSHA will increasingly use technological approaches to improve workplace safety and health. For
example, MNOSHA will expand the use of the Internet to make standards and compliance assistance
information readily available.
< MNOSHA Management Systems - To effectively implement the strategies outlined above, MNOSHA
needs a highly trained and motivated staff, and the management structures and systems in place to
ensure that MNOSHA is addressing the most important problems in the most efficient and effective
manner possible. Over the next five years, MNOSHA will focus on the development and
implementation of new and/or redesigned management strategies that will help achieve its strategic
goals.
MNOSHA will strive to provide its staff with the finest professional development, as well as
challenging work assignments, and will recognize the MNOSHA staff=s dedication and high-quality
service. MNOSHA will increase the opportunity for proactive interventions to improve worksite safety
and health, will continue to pursue internal process improvements, and will provide grassroots
customer service.
In responding to current challenges, such as an expanding base of workers to protect, changing workplace
conditions, and the emergence of new and more complex issues, MNOSHA must find new approaches,
improve its efficiency, and leverage its resources that are dedicated to workplace safety and health in
Minnesota. MNOSHA=s three strategic goals establish a solid blueprint for making significant progress in
workplace safety and health. By reducing injuries and illnesses, engaging workers and employers in the
mission of MNOSHA, and obtaining the highest level of public confidence in the development and delivery of
MNOSHA services, real progress will be realized. Implementing a strategic plan that reflects the involvement
of MNOSHA staff and outside stakeholders is an important first step toward that progress.
GOAL 1 --- Improve workplace safety and 1.1 Reduce the number of worker injuries, 1.1A Reduce injuries and illnesses in 6
health for all workers, as evidenced by fewer illnesses, and fatalities by focusing high hazard industries by 15% by
hazards, reduced exposures, and fewer attention and MNOSHA resources on focusing on those workplaces with the
injuries, illnesses, and fatalities. the most prevalent types of workplace highest rates of injuries and illnesses.
injuries and illnesses, the most
hazardous industries, and the most 1.1B Reduce injuries and illnesses in the
hazardous workplaces. construction industry by 15% by
focusing safety inspections on the
four leading causes of fatalities (falls,
struck-by, crushed-by, and
electrocutions) and focusing health
inspections on two prevalent causes
of illnesses (lead and silica
exposures).
GOAL 2 --- Change workplace culture to 2.1 Enhance awareness of safety and 2.1A Increase familiarity with MNOSH
increase employer and worker awareness of, health in Minnesota=s workplaces standards, regulations, and reference
commitment to, and involvement with safety through provision of consultation and materials among stakeholder groups
and health. outreach services to employers and by 10% through outreach activities.
workers.
GOAL 3 --- Secure public confidence through 3.1 Design and implement management 3.1A FY 2003, fully implement the
excellence in the development and delivery of systems and processes supportive of information systems necessary to
MNOSHA=s programs and services. MNOSHA=s goals and strategies. collect MNOSHA performance data
and develop the capacity to analyze
MNOSHA=s performance.
3.3 Respond effectively to legal mandates 3.3A By FY 2003, resolve 75% of all 11(c)
so that workers are provided full discrimination complaint cases within
protection under the MNOSH Act. 90 days.
Strategic Goal 1: Improve workplace safety and health for all workers, as evidenced by fewer hazards, reduced
exposures, and fewer injuries, illnesses and fatalities.
1.1 Reduce the 1.1A Reduce injuries Percent change in OSHA Integrated
number of worker and illnesses in 6 incidence rates in Management Information
injuries, illnesses, high hazard identified SICs System (IMIS) - OSHA-
and fatalities by industries by 15% 200 log data
focusing attention by focusing on
and MNOSHA those workplaces Bureau of Labor Statistics
resources on the with the highest (BLS) annual occupational
most prevalent rates of injuries injuries and illnesses
types of and illnesses: survey data
workplace injuries Meat Products
and illnesses, the (SIC 201X) OSHA Data Initiative
most hazardous Millwork, Veneer, Plywood,
industries, and the and Structural Wood MN Workers=
most hazardous Members Compensation data
(SIC 243X)
workplaces.
Primary Metal Industries
(SIC 33XX)
Fabricated Structural Metal
Baseline:
Products * 1996 MN-specific BLS
(SIC 344X) data
Transportation Equipment
(SIC 37XX)
Nursing and Personal Care
Facilities
(SIC 805X)
1.1 Reduce the 1.1B Reduce injuries Percent change in the lost OSHA Integrated
number of worker and illnesses in workday injury/illness Management Information
injuries, illnesses, the construction rates in construction System (IMIS)
and fatalities by industry by 15%
focusing attention by focusing safety Percent change in Bureau of Labor Statistics
and MNOSHA inspections on average lead exposure (BLS)
resources on the the four leading severity or percent change
most prevalent causes of in blood lead levels MN Workers=
types of fatalities (falls, Compensation data
workplace injuries struck-by, Percent change in
and illnesses, the crushed-by, and average silica exposure MN Department of Health
most hazardous electrocutions) severity (lead)
industries, and the and focusing
most hazardous health inspections NIOSH study (silica)
workplaces. on two prevalent
causes of MNOSHA serious injury/
illnesses (lead fatality data
and silica
exposures). Baseline:
* 5-year average
1.1 Reduce the 1.1C Reduce injuries Percent change in MN Dept. of Economic
number of worker and illnesses in injury/illness rates among Security employment data
injuries, illnesses, workplaces Minnesota First
and fatalities by targeted by workplaces MN Workers=
focusing attention Minnesota First by Compensation data
and MNOSHA 15%.
resources on the OSHA 200-logs
most prevalent
types of OSHA Data Initiative
workplace injuries
and illnesses, the
most hazardous
industries, and the
most hazardous Baseline:
workplaces. * Data from 1996/1997
* Data from 1997/1998
1.1 Reduce the 1.1D Reduce injuries Percent change in OSHA 200-log data
number of worker and illnesses injury/illness rates among
injuries, illnesses, among MNSHARP participants OSHA Data Initiative
and fatalities by MNSHARP and
focusing attention other partnership MN Workers=
and MNOSHA program Compensation
resources on the employers by injury/illness data
most prevalent 15% and maintain
types of participants= lost MN Workers=
workplace injuries workday injury Compensation Premium
and illnesses, the and illness rates Reduction data
most hazardous below national
industries, and the average by AEffectiveness Survey@
most hazardous industry. by Research & Statistics
workplaces.
Baseline:
* 1996 BLS data
* OSHA 200-log data
* MN Workers=
Compensation
Number of presentations
Customer survey
Baseline:
* Current DOLI/MNOSHA
Website usage
* Current inventory of
outreach materials
* Current available
training program
Customer survey
Baseline:
* To be established FY
1999
3.2 Foster 3.2A At least 80% of Percent of employers and Employer and worker
organizational stakeholders workers interacting with surveys
excellence and receiving MNOSHA who rate
increase MNOSHA=s MNOSHA staff=s Baseline:
collaboration assistance rate professionalism, * First survey to be
between their experience competency and administered in FY 2000
MNOSHA and its as useful. knowledge as satisfactory
stakeholders
Strategic Goal 3: Secure public confidence through excellence in the development and delivery of MNOSHA=s
programs and services.