ROI in OHS Case Studies from the Alfred Gavin Horrigan AMREP Precinct Manager October 2014

Monash Alfred Monash University established 1958 First students enrolled in 1961 Clinical Sciences Building established at the Alfred in 1964 First Professors of Medicine/Surgery appointed in 1968 Huge growth of academic activity over last forty years Central & Eastern Clinical School transformed into: - Central Clinical School (Alfred) - Eastern Health Clinical School (Box Hill Hospital) - School of Public Health & Preventive Medicine (Alfred/MMC/Caulfield Campus/Southbank)

Monash Alfred Metrics $112.9m total budget $50.1m research income/$32m competitive $8.5m commercial income 1,234 journal articles/25 book chapters 499 FTE staff/641 adjuncts/joint appointees/visiting academics 306 HDR students/36 completions 39 BMS/27 BBioMedSci/BSc/BBiotech honours students Significant UG load - MBBS, Medical Law & 346 BHS students with service teaching in Immunology, Human Pathology, Nutrition 563 PG coursework enrolments (256 MPH students) 300 short course enrolments (10 courses) 16,500 m 2 of leased space

Alfred Site – Ariel View

Central Clinical School – structure, activities & key risks ACBD Anaesthesia Surgery/NTRI Immunology Gastroenterology Infectious Diseases Medicine MAPrc Van Cleef Centre UMED Laboratory based clinical/translational research Research training Undergraduate teaching Key risks: Hazardous equipment Chemicals Cryogenics Manual handling Staff/student turnover

School of Public Health & Preventive Medicine – structure, activities & risks ACC ASPREE CORE MHCRI (MMC) DEPM DFM (AIFM) Dry laboratory clinical/translational research Research training Undergraduate teaching Postgraduate teaching Key risks: Ergonomics Manual handling Office hazards (‘trips & slips’) Home visits

Alfred Case Studies 1.Structure – creation of ‘Laboratory Operation Officer’ roles 2.Technology – providing access to OHS resources & onboarding 3.Training – improving access & timeliness Framed within a challenging context due to: Size – high number of staff/students, large area to cover (16,500 m 2 ) Complexity – off-site campus, range of activities & partners… etc. Geographical spread – four sites/seven buildings Identity crisis issues – ‘us or them?’ (especially with respect to Alfred Health)

Alfred Case Study 1: Structure Changes CCS safety resources reviewed & restructured in 2012 Two LOO positions created reporting to HOD/working closely with TSM/PM Paid roles encapsulating a mix of lab management/OHS Outcomes: Creation of ‘local OHS champions’ has increased awareness & compliance Increased resources for OHS (1.0FTE to 1.8FTE) Improved local focus on safety – OHS in PD/defined part of role Safety & lab management dovetail ideally Reduced OHS burden on researchers/academic & research support staff Increased hazard & incident & near miss reporting Improved communication via school & department meetings & lab user groups Variable systems, procedures & effort have been standardised Induction & training is occurring Systems & procedures are constantly being drafted, reviewed & updated Accurate OHS records are being maintained

Alfred Case Study 2: Technological Change CCS has implemented a comprehensive OHS Intranet SPHPM & CCS have implemented electronic ‘onboarding’ systems Outcomes: The Intranet is a ‘one stop shop’ for safety related information

Alfred Case Study 2: CCS Intranet

Alfred Case Study 2: Technological Change CCS has implemented a comprehensive OHS Intranet SPHPM & CCS have implemented electronic ‘onboarding’ systems Outcomes: The Intranet is a ‘one stop shop’ for safety related information Identifies key OHS contacts Provides easy access to local information & links to university policy ‘Living, breathing’ document being continually updated Supported by lab based OHS folders containing induction & training records, risk assessments, safe work instructions, chemical manifest hard copies, GMO lists and other relevant documents

Alfred Case Study 2: Technological Change CCS has implemented a comprehensive OHS Intranet SPHPM & CCS have implemented electronic ‘onboarding’ systems Outcomes: The Intranet is a ‘one stop shop’ for safety related information Identifies key OHS contacts Provides easy access to local information & links to university policy ‘Living, breathing’ document being continually updated Onboarding provides a framework for ‘holistic’ induction

Alfred Case Study 2: SPHPM Onboarding

Alfred Case Study 2: Technological Change CCS has implemented a comprehensive OHS Intranet SPHPM & CCS have implemented electronic ‘onboarding’ systems Outcomes: The Intranet is a ‘one stop shop’ for safety related information Identifies key OHS contacts Provides easy access to local information & links to university policy ‘Living, breathing’ document being continually updated Onboarding provides a framework for ‘holistic’ induction Supports OHS (& other Monash required) compliance training Properly introduces new starters to their workplace & colleagues Ensures ergonomic assessment of workstation occurs on commencement 12 week checklist ensures workplan developed & training needs identified

Alfred Case Study 3: Training OHS training lacked focus prior to 2012 Training was a department, centre unit responsibility If training occurred it was lab/technically focussed Outcomes: Training is now recognised as vital to creating a safe & healthy workplace Greater focus on Monash online OHS training & follow-up Induction focuses on the local area & the lab (where relevant) More training including specialty training is being provided ‘on-site’ to get around the ‘tyranny of distance’ (to Clayton) OHS training for managers & supervisors regularly conducted Mental Health First Aid training has been conducted (School/MMs) Both schools developing their own training matrix with monitoring via BI

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