WHS Regional Meeting

November 2013

Agenda

• Welcome and Introductions• Challenges and Opportunities• Disability Safe Project Update• Emergency procedures guidelines• Remote worker procedures and checklists• Violence prevention standards• Use of wheelchair buses• Manual handling resources• Working with other PCBUs• General discussion

Disability Safe Project Update

• Psychosocial Leadership training 2013• Stepsafe project• Manual Handling training• WHS Committee training• Shared RTW Coordinator• Disability Safe Survey• E-learning• Other

FUTURE DISABILITYSAFE SERVICES

• Injury Management/workers compensation advice• Shared RTW Coordinator• Complex claim management• WHS issues relating to transition to NDIS• Manual handling training• WHS Committee training• WHS auditing• WHS e-learning• Workshops on specific WHS topics

CALL FOR SUBMISSIONS ON WORKCOVER AUTHORITY

Most relevant term of reference• to monitor and review the exercise by the

authorities of their functions

EMERGENCY PROCEDURES GUIDELINES

• Development of policy• Provision of emergency equipment – what

needed• Development of emergency procedures –

what type needed based on risk management• Training of staff• Evacuation drills

REMOTE WORKER PROCEDURES AND CHECKLISTS

• Who are remote workers?• What do they need?• How do you ensure safety?• ?best checklists

Definitions

• Work alone: Working in any location where no other persons are present who may provide aid in an emergency, including working one-on-one with clients with disabilities in private residences or community access locations.

• Work in isolation: working in a discrete location where no other persons are present in the immediate vicinity (ie: cannot be seen or heard by another person should they need help).

• Remote work: working in rural and semi-rural locations where access to emergency services and communications may be problematic.

Things to consider• Transport

– Own/company vehicle– Transporting client– Parking (including: consider emergency exit from premise)

• Communication methods, – Telephone – mobile/landline, two way radio, satellite phone,– Mobile phone network coverage– Availability and access to landlines– Capacity for staff to make/return ‘check-in’ and/or emergency calls.

• Emergency management eg: breakdown/MVA, medical emergency, aggression & violence. – Remote location emergencies. NOTE: PCBU should not simply rely on

emergency services (ES) response; but should at least determine probable response times by ES.

Things to consider cont.• Supervision access

– Worker able to contact for advice– Supervisor able to view worker on-the job– Out of hours contact

• Site/Venue risks- including individuals ability to identify risks on the run and manage change eg large noisy group at planned venue – ability of staff member to ascertain the situation and change scheduled activity if required

• Activity risks• Client profile risks eg: behaviour, ambulation, health issues, toileting• Staff

– Competent to provide the range of services as per the scope (see step 1)– Capable of working alone or in isolation with minimal supervision or peer support– Compliant with safety and other organisation standards– Periodic consultation with affected staff to identify any unforeseen or unidentified

hazards, condition or situations (consider psycho-social hazards arising from working alone or in isolation, with minimal supervision).

VIOLENCE PROCEDURES STANDARDS

• Types of violence• Legal obligations• Prevention – security, police checks, intake

assessments, task assessments, behaviour support plans, staff training(induction, client specific and general) and communication, environmental, staff levels

• Incident reporting and investigation• Post incident response

RESOURCES

• Wheelchairs on buses• Manual handling resources

What is a PCBU

PCBU = Person conducting a business or undertaking

For Disability Services, a PCBU is:• FACS• NDIA• Service Providers• Some directly funded individuals• Some service deliverers• Property owners

Legislative requirements for consultation, coordination and cooperation

Section 16: The WHS Act requires that where more than one person has a duty for the same matter, each person retains responsibility for their duty in relation to the matter and must discharge the duty to the extent to which the person can influence and control the matter.Section 46: In these situations, each person with the duty must, so far as is reasonably practicable, consult, co-operate and co-ordinate activities with all other persons who have a work health or safety duty in relation to the same matter.

What to consider

• Identify who the other PCBUs are• The consultation should include:

– what each will be doing, how, when and where and what plant or substances may be used

– who has control or influence over aspects of the work or the environment in which the work is being undertaken

– ways in which the activities of each duty holder may affect the work environment

– ways in which the activities of each duty holder may affect what others do

– identifying the workers that are or will be involved in the activity and who else may be affected by the activity

What to consider• what procedures or arrangements may be in place for the

consultation and representation of workers, and for issue resolution• what information may be needed by another duty holder for health

and safety purposes• what each knows about the hazards and risks associated with their

activity• whether the activities of others may introduce or increase hazards

or risks • what each will be providing for health and safety, particularly for

controlling risks• what further consultation or communication may be required to

monitor health and safety or to identify any changes in the work or environment.

How to achieve

• Contract or service agreement – training, supervision, equipment

• Assignment of tasks• Induction etc• Inspections• Auditing/monitoring completion

Other business