A unique incentive program that rewards positive activities and reductions in incident severity was developed and implemented on January 1, 2001. It has proven to be highly motivational. Results were calculated for the year 2000, prior to program implementation, and were compared to results for the year 2002, the second year of the program. In that comparison, positive activity scores increased by 400%, while incident severity decreased by 15%. During the same period, company operated oil and gas production increased by 20%. Similar trends have continued into 2003. Introduction At the formation of Petrovera Resources in May 1999, the company's leaders expressed a deep commitment to Health Safety and Environment (HS&E). Our corporate statement commits us to a program that "protects the health and safety of our employees, contractors and the public, and that protects the quality of the environment in which we live and work." Employees were presented with an outstanding opportunity: to create a new and leading safety culture in a mid-sized oil company. A complete HS&E management system was developed and implemented in the first few months of operation, but did not initially include a performance incentive component, as none had been defined. Need Petrovera, like many other upstream oil and gas producers, uses a Short Term Incentive Program (STIP) to make employees aware of the results most valued by the company. The program originally rewarded performance in these key measures:Operating CostsProduction VolumesFinding and Development CostsCash Generation When successful in those measures, employees are rewarded with significant cash bonuses. If HS&E performance were to be truly valued within the company, it had to be included with the other measures in the existing STIP. It would be incongruent to reward other performance measures with significant cash payouts while rewarding HS&E performance with trinkets. To create a leading HS&E culture, it was considered essential that HS&E performance be clearly identified as a key corporate measure of success, and rewarded accordingly. That could be accomplished by including HS&E measures in the existing STIP. Petrovera's executive supported inclusion of HS&E measures in the STIP. However, a method of defining success was lacking. It was necessary to define and measure both positive behaviors and incident severities. We aimed to motivate positive behaviors and thus prevent high severity incidents. We needed a program that would go far beyond simply tallying incidents and rewarding people for how few were reported. A review of traditional incentive programs for HS&E performance showed that they have typically rewarded employees for avoiding certain events such as vehicular or lost time injury incidents. Exclusive focus on incidents can result in suppression of reporting, while failing to encourage the building of safe behaviors into everyday work. This has become a significant issue in the United States. The Occupational Safety & Health Administration's March 2003 Directive TED 8.4 stated that "The review of incentive programs must ensure that any incentive programs in operation at the site are not based solely on providing awards to employees for the reduction or absence of safety or health incidents. Instead these programs should be innovative, positive, and promote safety awareness and worker participation in safety related activities" (1) Petrovera needed a new and innovative program design. Theory, Goals, Design and Measures Theory Lundy(2) interprets Thorndike's Law as saying that "Behavior rewarded will be repeated." The creators and implementers of the Petrovera HS&E incentive program believed that positive behaviors would be repeated if rewarded, and if repeated would ultimately result in the desired outcomes of reduced incident frequency and severity in a safer workplace.
Purpose:To expand and develop the Caredoc integrated community intervention team (CIT) to engage with further stakeholders and to empower healthcare services and workers to support coordination and cooperation for patients, general practitioners, community services and the acute hospital. Objectives:-To expand the Caredoc CIT model of care to incorporate hospitals and services in the Southeast of Ireland -To inform and describe the model of care to hospitals, GPs and patients -To support all stakeholders in moving to a new way of care -To ensure all stakeholders are comfortable with the transition -To empower all stakeholders by ensuring everyone involved is aware of their role and the role of others -To securely integrate patient notes across all stakeholders to ensure continuity of care and safetyThe Caredoc CIT provides an acute nursing service to patients in their own home, treatment centre or care facility in the community who would traditionally be treated in the hospital setting. The service supports patients, primary care and hospital services by utilising and optimising resources to facilitate early hospital discharge and hospital avoidance.
CONFERENCE ABSTRACTFrom local organisational harmonisation to Global change leader: a story of operational success
Purpose: To implement an innovative integrated community intervention team (CIT) to empower patients, support general practitioners, community services and the acute hospital by facilitating hospital admission avoidance and early hospital discharge.
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