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CASE STUDY #7:
INDUSTRY: California State Agency
When Safety Programs Meet Bureaucracy
How we turned a 300-page safety initiative into actionable change for 5,000 employees.
A $5 million safety program for 5,000 employees was stuck in administrative processes. The agency's command-and-control management style conflicted with the safety program's vision of employee empowerment. We discovered the team needed to identify and evaluate gaps within their 300-page implementation plan.
DISCOVERY:
The safety program spanned 100+ field and office locations, directed by multiple committees and subcommittees. The program needed to move from bureaucratic compliance to genuine employee empowerment.
the challenge:
ALIGNMENT:
We looked at what they already had and asked: "What would make this actually work for people?" Our Gap Assessment revealed the need to focus on organizational and division-level changes that employees could actually implement.
the approach:
Using our Performance Maturity Model, we joined the implementation team to develop a safety program gap assessment tool. We aligned the organization around 12 key attributes that would drive real behavioral change rather than just policy compliance.
Implementation focused on practical change:
IMPLEMENTATION:
Baseline data collection and gap assessment using our Performance Maturity Model.
PHASE 1:
Identified 12 organizational and division-level attributes for meaningful change.
PHASE 2:
Created detailed recommendations describing desired future state of world-class safety program.
PHASE 3:
THE TRANsFORMATION:
The agency moved from safety bureaucracy to safety leadership. Employees understood their role in creating a safer workplace, and management gained tools to track meaningful progress rather than just compliance metrics.
MEASURED RESULTS:
Increased communication among stakeholder groups.
32%
adoption of division level attributes achieved in 12 months.
22%
adoption of organizational atrributes achieved in 12 months.
MEASURED RESULTS:
Increased ability to track and report performance across divisions.
The program needed to move from compliance to empowerment.
When you measure what matters, behavioral change and employee empowerment, you get safety programs that actually protect people.
