Transcript Document

Department of Personnel & Administration
EAP and Risk Management
Collaboration, Synergy &
Opportunities
Cristina Valencia, Jon Richard, Randi Wood
Department of Personnel and Administration
October 6, 2006
1
DEPARMENT OF PERSONNEL AND ADMINISTRATION
DIVISION OF HUMAN RESOURCES
WORKFORCE
PLANNING
BUSINESS RISK &
LOSS CONTROL
RISK MANAGEMENT
TOTAL
COMPENSATION
C-SEAP
2
Department of Personnel & Administration
Workforce Planning & Development
Consists of three work units:
•Workforce Development
•Staffing Systems
•Consulting Services.
This section is responsible for workforce development
(recruitment, examinations, selection processes) and
also provides expert interpretation and review of
applicable rules and laws and investigates and resolves
appeals and disputes to the Division Director.
3
Department of Personnel & Administration
Total Compensation
Consists of two work units:
The Compensation unit consists of several functions:
•Job evaluation and maintenance
•Pay
•Personal services contract review
•Leave
•Work-life programs.
The Employee Benefits unit administers
•Employee group benefits plans,
•State of Colorado Deferred Compensation Plan, and
•State of Colorado Defined Contribution Plan.
4
Department of Personnel & Administration
Business Risk & Loss Control
Consists of two work units:
Risk Management
•Workers’ Compensation Fund
•The Liability Fund
•Property Fund
•Loss Control
Colorado State Employee Assistance Program (CSEAP)
•Statutory authorization, starting in FY03
5
Department of Personnel & Administration
RISK MANAGEMENT ANNUAL BUDGET
WORKERS COMPENSATION
$30,075,696
LIABILITY
$6,170,969
PROPERTY
$5,846,006
(Premiums Only)
6
Department of Personnel & Administration
STATE CLASSIFIED EMPLOYEES
GRIEVANCE PROCESS
•10 days to initiate the grievance
•Meeting with supervisor
•Seven days after discussion – written decision
•Five days from receipt of written decision to initiate
formal grievance process
•Thirty days for second level supervisor to respond
•Ten days from receipt of written decision to file a
petition with State Personnel Board
7
Department of Personnel & Administration
STATE PERSONNEL BOARD
• Authority to review, through a hearing process — adverse
impact to a certified employee’s current base pay, status
or tenure.
• Discretionary authority to review other personnel matters
that do not adversely affect a certified employee’s current
base pay, status or tenure such as corrective actions,
transfers, reassignments etc.
• Appeals to Colorado Court of Appeals.
• Paid for by the employing agency.
8
Department of Personnel & Administration
RISK MANAGEMENT CLAIMS
Claims Brought Under Federal Law
EEOC
FLSA
FMLA
ADA
ADEA
State Claims
Whistleblower Retaliation
Paid Out Of Risk Management Fund
9
Department of Personnel & Administration
COST ASSOCIATED WITH EMPLOYMENT CLAIMS
DIRECT COSTS
Defense costs
Attorney Fees
Discovery costs
Depositions
Expert Fees
Payments to Plaintiff
Settlement
Back pay
Front pay
Punitive damages
Expert fees
Attorney Fees
INDIRECT COSTS
Lost productivity
Absenteeism
Moral problems
10
Department of Personnel & Administration
Jon Richard, PsyD
Psychologist, C-SEAP
11
Department of Personnel & Administration
BEHAVIORAL RISK MANAGEMENT
Yandrick Definition:
Behavioral Risk Management applies to the risks connected with
workplace behaviors of employees and work organizations that
have a negative impact on the productivity of an organization; and
life-style behaviors that lead to preventable healthcare conditions
and the cost of treating these conditions”.
12
Department of Personnel & Administration
MENTAL DISORDER AS
BEHAVIORAL RISK FACTOR
• Mental disorder: problems in mood, thinking, or behavior
associated with distress and/or impaired functioning.
• US population prevalence of mental disorder: 20% of population
per year.
• Severe mental disorder: 5.4% per year.
Source: Mental Health: A Report of the US Surgeon General, 1999.
13
Department of Personnel & Administration
MENTAL DISORDERS
AS BEHAVIORAL RISK ETIOLOGY
•Among the 10 leading causes of disability worldwide, 4 are
mental disorders.
•Major depression is the leading cause of disability.
•Individuals with mental disorders utilize twice as many visits to
primary care physicians.
•Individuals with major depression 4x as likely to suffer heart
attack as those without, holding other factors constant.
Source: NIMH
14
Department of Personnel & Administration
ECONOMIC IMPACTS
•Employees with depression are absent 1.5x more than
average employees, with 20% reduction in productivity.
•Depression alone is estimated to cost over $44B per
year in lost productivity, direct treatment costs, and
excess mortality.
•Employees with depression + any other chronic illness
cost 1.7x those employees with only the non-mental
health condition.
Source: Wolf, D., EA Roundtable 2002
15
Department of Personnel & Administration
COST OFFSET
•Surgeon General estimates that indirect costs of mental
health disorders (e.g., sick days, reduced productivity) at
$79B.
•Multiple studies demonstrate that provision of mental
health care reduces non-mental health care costs and
reduces use of the most expensive mental health care
services (e.g., hospitalization).
16
Department of Personnel & Administration
ECONOMIC IMPACTS: Beyond Mental Disorder
Consider also:
•Smoking: estimates of app. $601/yr/smoker increased health
care expenditures. (APA)
•Alcohol abuse/dependence: annual health care costs of over
$22B (APA)
•Sedentary lifestyle: Annual per person costs of app. $330 more
than active person (CDC).
•Obesity: direct US health costs of $102B (Lewin, 1999)
17
Department of Personnel & Administration
CHALLENGE
How can EAP move beyond tertiary response to the
individual distressed employee, to also incorporate primary
prevention and risk management activities?
18
Department of Personnel & Administration
EAP-RISK MANAGEMENT INTERFACE
•Training Programs for Managers: e.g., Responding to Mental
Disorder in the Workforce.
•Targeted Consultation (secondary intervention).
•Integrating EAP into promotion of wellness activities such as
exercise promotion, weight management services, prevention
and disease management elements of insurers’ services.
•Encouragement of services via Worker’s Comp administrators.
19
Department of Personnel & Administration
Randi C. Wood,
LCSW, DCSW, CEAP
Director, C-SEAP
20
Department of Personnel & Administration
Loss Reduction Pilot
Conducted By
C-SEAP
Evaluation Indicators
August 7, 2006
21
Department of Personnel & Administration
Regions
Pilot Regions:

Region 1

Region 3

Headquarters
(In Region 6)
22
Department of Personnel & Administration
Evaluation Indicators

Short Term:
 Penetration - Managers, Supervisors,
Lead Workers Trained
 Training Evaluations
 30 Day Follow-up Evaluations

Long Term:


Incidents and Type of Incidents
By Region & Gender
23
Department of Personnel & Administration
Short Term Indicator: Penetration

Managers, Supervisors & Lead Workers
 Number - 404

Received Training: 8 of 15 sessions
completed to date
 Trained - 246

Penetration:
 Trained / Number = 246 / 404 = 60.9%
24
Department of Personnel & Administration
Short Term Indicator: Training Evaluations

Attendees: 8 of 15 sessions completed to
date
 246

Training Evaluations:
 217

Training Response Rate:
 217 / 246 = 88.2%
25
Department of Personnel & Administration
Short Term Indicator:
Training Evaluation Responses

Response Scale:
1 – Strongly
Disagree

2 – Disagree
3 – Agree
4 - Strongly
Agree
Provided me with useful information to
improve my job performance and/or work life
balance:
 3.29

Would recommend C-SEAP service to others:
 3.37
26
Department of Personnel & Administration
Short Term Indicator:
30 Day Follow-up Evaluations

Attendees: 8 of 15 sessions completed to
date
 246

30 Day Follow-up Evaluations:
 176

30 Day Follow-up Response Rate:
 176 / 246 = 71.5%
27
Department of Personnel & Administration
Short Term Indicator:
30 Day Follow-up Responses


Same 4 Point Response Scale:
Conflict Management training had a positive
effect on your ability to manage performance
and productivity. :
 2.91 = Agree

Conflict Management training provided by
C-SEAP has had a positive effect on your
ability to prevent or resolve workplace
conflict :
 2.96 = Agree
28
Department of Personnel & Administration
Long Term Evaluation Indicators

Long Term Indicators:




Numbers of Incidents
Type of Incidents
Type of Separation
By Region & Gender
29
Department of Personnel & Administration
Total Incidents 2002 – 2006
Incidents
250
206
200
N
u
150
m
b
e 100
r
50
167
160
147
142
0
FY 02
FY 03
FY 04
FY 05
FY 06
Fiscal Year
30
Department of Personnel & Administration
Incidents 2002 – 2006: Type of Action
180
Corrective
160
N 140
u 120
m 100
b 80
e
60
r
40
20
143
118
Disciplinary
118
110
92
Grievance
48
42
24
Linear
(Disciplinary)
38
21
23
19
19
5
2
0
FY 02
FY 03
FY 04
Fiscal Year
FY 05
FY 06
Linear
(Corrective)
31
Department of Personnel & Administration
Incidents 2002-2006: Gender
180
168
160
148
138
N 140
u 120
m 100
b 80
e
60
r
40
128
2002-2006 Male
Incidents
119
2002-2006
Female Incidents
38
28
22
19
20
14
0
FY 02
FY 03
FY 04
FY 05
FY 06
Fiscal Year
32
Department of Personnel & Administration
Incidents 2002-2006:
Gender Rates Per 100 Employees
8.00
6. 70
7.00
N
u
m
b
e
r
Male Incidents
Rates
6. 49
5. 71
6.00
5. 33
4. 94
5.00
4. 94
4. 59
Female
Incidents Rates
3. 88
4.00
3. 35
3.00
2. 47
2.00
1.00
0.00
FY 02
FY 03
FY 04
Fiscal Year
FY 05
FY 06
Linear (Female
Incidents
Rates)
Linear (Male
Incidents
Rates)
33
Department of Personnel & Administration
Separations by Fiscal Year
CDOT Separations by Fiscal Year
200
180
170
160
N
u
m
b
e
r
149
140
137
120
118
118
116
109
100
80
Retirements
128
Resignations
91
89
Terminations
60
Linear (Resignations)
40
20
31
24
30
34
14
0
2002
2003
2004
2005
2006*
Fiscal Year
34