1. DECS OHS&W
MANAGEMENT
SYSTEM

2. THE PLACE OF OHSW & IM PEOPLE ENVIRONMENT LEARNING Legislation
Risk Management
OHSW&IM
Planning
Finances
LEARNING
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3. Management system is based on the LEGISLATIVE FRAMEWORK

4. The MANAGEMENT SYSTEM is CONSISTENT WITH:
AS/NZS 4804:2001
WorkCover Performance Standards

5. IS INTEGRAL TO THE OHS&W MANAGEMENT SYSTEM
RISK MANAGEMENT
IS INTEGRAL TO THE OHS&W MANAGEMENT SYSTEM
AS/NZS 4360:2004

6. To access information click on each segment and follow the blue arrows
DECS OHS&W MANAGEMENT SYSTEM
Bibliography
End
To access information click on each segment and follow the blue arrows

7. OHS&W WEBSITE
Visit DECS OHS website

8. BUSINESS MANAGER SUPPORTS PLANNING PROCESSES

9. ACCOUNTABILITY AND COMMITMENT
DECS’ OHS&W and IM policy defines its commitment to OHS&W, rehabilitation and claims administration
The Chief Executive has the primary responsibility for safety and is responsible for the provision of facilities, resources and safe systems of work throughout the department
The Responsible Officer, managers, supervisors and employees are required to develop and implement policies, procedures and plans designed to achieve healthy, safe and injury-free work environments
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10. ACCOUNTABILITY & COMMITMENT
Provision of a safe and healthy working environment
Effective risk management
Commitment to excellence and continuous improvement
Provision of adequate resources
Quality injury management processes eg prompt claims management, rehabilitation and return to work programs
Performance Management Process
(Search for Performance Management)
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11. ACCOUNTABILITY AND COMMITMENT
The Chief Executive is committed to:
zero harm, reductions in injuries, claim numbers and costs
the use of the department’s risk management framework to support planning and implementation processes
improving staff morale and well being across the department.
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12. Questions for site managers
ACCOUNTABILITY & COMMITMENT
Questions for site managers
How are you supporting the Chief Executive’s commitment within your worksite?
Describe examples of risk management at your site?
What programs exist at your site to improve staff morale?
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13. ACCOUNTABILITY & COMMITMENT
Further questions for site managers
How does the site manage OHS&W and Injury Management?
How were the main OHS&W hazards identified and how are they being managed?
How does the site consult with staff in relation to safety and well-being?
Have staff at this site been adequately trained to work safely?
How were the main OHS&W hazards identified and how are they being managed?
Indicators could include
(a)             ED155 accident data
(b)            Consultation with staff, H&S Committee
(c)             Risk management approach
(d)            Local safety systems and maintenance programs
4                 How does the site consult with staff in relation to safety and well-being?
(a)             Health & safety representative and the H&S Committee (if elected)
(b)            Staff meetings
(c)             Other forums when work or environment changed
5 Have staff at this site been adequately trained to work safely?
(a)             Induction programs for new staff
(b)            Training plan based on training needs analysis i.e. job requirements and training profiles
(c)             Managers trained in OHS&W management (required), risk management (required), claims management (required) and psychological health management (highly recommended)
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14. OHS&W & INJURY MANAGEMENT POLICY
Supported by other policies and procedures
Commitment to effective rehabilitation and equitable claims management
Commitment to consultation
Implementation processes
Reviewed every three years
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15. BENCHMARKS FOR OHS&W and INJURY MANAGEMENT POLICY
The CE is accountable for OHS&W and IM
Responsibility has been allocated to people in control of workplaces and workplace activities
Senior management demonstrates commitment to the implementation of systematic approaches to OHS&W and IM
Site OHS&W and IM procedures developed
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16. PLANNING
DECS plans to fulfil its policy, objectives and targets in consultation with employees or their representatives.
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17. PLANNING OHS&W AND IM PLANS ON WEBSITE
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18. PLANNING
Establishes, integrates and maintains a systematic approach to monitor, review and to continuously improve OHS&W and Injury Management
Signifies commitment to policy, objectives and targets in consultation with employees and HSR
Includes effective injury management planning processes with defined and measurable outcomes
What does this mean?
Planning is used to establish and maintain a systematic safety management approach to continuously improve occupational safety and health.
Why is this important?
It's important because it signifies your organisations plans to fulfil its commitment, policy, objectives and targets in consultation with employees and their representatives.
Employers are also required to keep and manage all records – a process which forms an integral component of the OHS program, enabling monitoring, review and improvement.
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19. PLANNING STRATEGIES Address legislative compliance
Support the management of hazards
Require consultation with employees
Include objectives, targets and performance indicators
Linked to organisational plans
Include measurement, monitoring and review processes
Strategic, operational and action plans (Business Manager)
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20. PLANNING: 1 Program tasks in Business Manager
Develop OHS&W Action Plan
See template for OHS&W Action plan
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21. BENCHMARKS FOR PLANNING
A systematic approach to continuously improve OHS&W and IM
An effective recording system to implement, monitor, review and maintain OHS&W systems. e.g. Business Manager
Relevant parties have access to applicable information
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22. CONSULTATION
Health and safety representatives and employees must be involved and consulted concerning OHS&W issues.
What does this mean?
It means that your mechanisms for consulting with employees and workers have been identified, implemented and are working effectively.
Why is this important?
It is a legal requirement for employees to be involved in the development, implementation and review of OHS programs. The employer must ensure that a system of consultation and communication is established, implemented and maintained. The system should incorporate mechanisms to ensure that OHS information and performance is communicated and made available to internal and external stakeholders.
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23. WHAT IS CONSULTATION?
Consultation is the sharing of information and the exchange of views between employers and the persons or bodies that must be consulted, and the genuine opportunity for them to contribute effectively to any decision making process to eliminate or control risks to health and safety.
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24. Avenues of communication include:
CONSULTATIVE COMMITTEES
Avenues of communication include:
Staff meetings
Worksite OHS&W Committees
(Level 1)
District OHS&W Committees
(Level 2)
DECS State OHS&W Consultative Committee (Level 3)
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25. BENCHMARKS FOR CONSULTATION
Evidence of meaningful consultation and communication that contributes to improved OHS&W and IM performance
The effectiveness of consultation and communication is reviewed – a task in Business Manager
Relevant employees are consulted and involvement in rehabilitation and return to work discussions
What does this mean?
It means that your mechanisms for consulting with employees and workers have been identified, implemented and are working effectively.
Why is this important?
It is a legal requirement for employees to be involved in the development, implementation and review of OHS programs. The employer must ensure that a system of consultation and communication is established, implemented and maintained. The system should incorporate mechanisms to ensure that OHS information and performance is communicated and made available to internal and external stakeholders.
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26. MANAGING HAZARDS
DECS reduces the risk of injury and ill health within the organization, through risk management and hazard control. Stages of hazard management include the following elements:
Identify
Assess and Evaluate
(prioritise according to risk)
Control
Review
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27. 2 of 6 Confined Spaces Psychological Health Manual Handling
Hazardous substances
Fragile roofing
Slips/Trips/Falls
Plant
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28. KEY ELEMENTS FOR IMPLEMENTATION OF HAZARD MANAGEMENT
Integration into business functions
Allocation of adequate resources
Consultation
Testing of contingency/emergency plans
Hazard identification, assessment and control
Implementation and review of OHS&W policies and procedures
Accident investigation
Monitoring and reporting processes
Document control (Business Manager)
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29. IMPLEMENTATION OF HAZARD MANAGEMENT
Develop OHS hazard management program in consultation with employees
Incorporate the identification of hazards and assessment and control of risks
Areas/activities identified as high risk e.g psych health, manual handling, plant, slips/trips/falls
Implement the risk controls identified in the OHS hazard management program
What does this mean?
Benchmarking hazard management is all about highlighting an effective system to identify hazards and to assess control, monitor and evaluate risk controls in your workplace.
Why is this important?
Controlling risks from work processes, tasks, equipment, materials and work systems is a critical outcome of an OHS program.
The principles of hazard management underpin process control and apply to all tasks undertaken at the workplace. The employer must ensure that a hazard management system is established, implemented and maintained in consultation with employees and should include those risks introduced into the organisation through the purchase of goods and services.
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30. HAZARD AND RISK MANAGEMENT
Use Business Manager to program tasks
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31. Identified Hazard/Issue
OHS&W ACTION PLAN
Use Action Plan to document planning/control processes for hazards.
OHS&W ACTION PLAN
Site name: Location No: Date:
Location
Identified Hazard/Issue
Risk Level
Proposed Remedy(s)
Responsibility
Estimated
Finish Date
Actual
Comments/Review
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32. TRAINING
DECS provides OHS&W and Injury Management training to ensure that management and employees can work safely and meet their responsibilities
Training is essential for the effective implementation of the organisation’s overall prevention policies and program
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33. TRAINING AND INFORMATION
Establish and implement a system of training, learning and skills development in consultation with employees to:
reduce the risk of work related injury and disease
meet legal requirements
Skills training should be competency based and training must be evaluated for effectiveness.
What does this mean?
Training is organised to reduce the risk of work related injury and disease and is evaluated to ensure effectiveness.
Why is this important?
Provision of OHSW information and training programs developed in consultation with employees is required to meet an employer's legal obligations.
Workplace training programs should be competency based. The employer must ensure the establishment and implementation of a system of training, learning and skills development.
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34. TRAINING PROFILES Training profiles include the following: Position
Identified risks
Required information, knowledge and skills
Required training
Training identified
Training available
Example HERE
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35. Training Plans include the following: Training identified
Process to undertake training
Staff being trained
Proposed/Actual finish dates
Evaluation and review
Example HERE
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36. TRAINING INFORMATION ON DECS OHS&W WEBSITE
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37. DECS TRAINING PROGRAMS: Refer to DECS OHS website for a range of training programs for managers and employees eg online managers courses fire safety officer
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38. BENCHMARKS FOR TRAINING
A training needs analysis completed to determine the required training and learning for employees to undertake their work in a safe manner
Appropriate training programs developed and implemented to ensure employees are competent to undertake their work in a safe manner. (Refer to training profiles and job and person specifications)
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39. MEASUREMENT & EVALUATION
The site manager measures, monitors and evaluates its organisation’s performance in consultation with its employees or their representatives and takes corrective action when necessary
Tasks in Business Manager support this standard
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40. OBJECTIVES, PERFORMANCE INDICATORS AND TARGETS
Are claims and costs reducing?
Is there increased commitment and accountability to OHS&W and IM?
Is OHS&W and IM being integrated into business systems?
Is risk management being used for OHS&W initiatives?
Is improvement evident?
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41. MONITOR PATTERN OF CLAIMS

42. MONITOR CAUSE OF CLAIMS
Psychological Health
Manual Handling
Slips, Trips and Falls
Other
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43. MONITOR COST OF CLAIMS BY CAUSE
Psychological Health
Manual Handling
Slips, Trips and Falls
Other
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44. CONDUCT SELF ASSESSMENTS Use the department’s self assessment tool
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45. BENCHMARKS FOR MEASUREMENT & EVALUATION
Maintain and monitor objectives, targets and performance indicators
Conduct self assessments and internal audits
Identify, prioritise and implement corrective actions in audits
Measure, monitor and evaluate rehabilitation and claims management performance.
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46. REVIEW & IMPROVEMENT
The organisation regularly reviews its OHS&W, rehabilitation and claims management systems in consultation with its employees or their representatives, with the objective of improving overall performance.
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47. REVIEW & IMPROVEMENT QUESTIONS
Is there evidence of increased commitment and accountability to OHS&W and IM?
Is OHS&W and IM being integrated into business systems?
Is risk management being used for OHS&W initiatives?
Is improvement evident?
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48. MONITOR INCIDENTS & CLAIMS TRENDS
Manual Handling
Slips/Trips/Falls
Psychological injury
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49. MONITOR TRENDS IN WORKERS COMPENSATION CLAIMS NUMBERS
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50. MONITOR EXPENDITURE ON COSTS OF WORKERS COMPENSATION CLAIMS
Mental stress
45%
Body stressing
27%
Slips, trips & falls
16%
Heat, radiation & electricity 0%
Hitting objects 1%
Chemicals & other substances
Biological factors
Hit by moving objects 5%
Other & unspecified 4%
Sound & pressure
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51. REVIEW OHS&W PROGRAM as per Business Manager
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52. BENCHMARKS FOR REVIEW & IMPROVEMENT
Policies and procedures reviewed for effectiveness
Assess progress against plans and targets e.g. claims numbers, and use information as a base for system development
Review current system e.g. Business Manager, workplace and work practices
Regular reviews of rehabilitation and claims management systems.
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53. REFERENCES
ASNZS 4804:2001 Occupational health and safety management systems – Specification with guidance for use
ASNZS 4360:2004 Risk Management
WorkCover Performance Standards for Self Insurers:
South Australia’s OHS agency
DECS Policies and Procedures:
DECS Risk Assessments, Checklists and Action Plans
Business Manager