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IshanSane

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You are on page 1/ 173

THE COMMUNITY SERVICES

SAFETY PACK
A GUIDE TO OCCUPATIONAL HEALTH & SAFETY

JANUARY 2004
WorkCover. Watching out for you.

Disclaimer
This document provides general information about the rights and obligations
of employees and employers under NSW occupational health and safety laws.
It is intended to provide general information about the law and is not
intended to represent a comprehensive statement of the law as it applies to
particular problems or to individuals, or substitute for legal advice. You
should seek independent legal advice if you need assistance on the
application of the law to your situation.

Catalogue No. 4421 Ordering Hotline 1300 799 003

WorkCover NSW 92-100 Donnison Street Gosford NSW 2250

Locked Bag 2906 Lisarow NSW 2252 WorkCover Assistance Service 13 10 50
Website www.workcover.nsw.gov.au
ISBN: 1 920730 28 1 Copyright WorkCover NSW 2003

CONTENTS
Foreword
Acknowledgements
SECTION 1: THE COMMUNITY SERVICES SECTOR AND OHS

PAGE

1.1

The community services sector and OHS

1.2

Who this resource is intended for

1.3

How to use this resource

SECTION 2: SAFETY ESSENTIALS

The OHS Act 2000 & OHS Regulation 2001
2.1

OHS responsibilities

2.2

A risk management approach

2.3

Information, instruction & supervision

2.4

Confidentiality

2.5

Volunteers, contractors and visitors

2.6

Policies and procedures

2.7

Does your organisation comply with the law?

2.8

Sample risk assessment worksheet

Checklists and Tools

2.9

Sample risk management worksheet

2.10

Sample risk management review worksheet

2.11

OHS induction for workers

SECTION 3: OHS ISSUES IN THE COMMUNITY SERVICES SECTOR

3.1

Manual handling

3.2

Workplace violence

3.3

Managing psychological injury

3.4

Work related fatigue

3.5

Slips, trips and falls

3.6

Working with chemicals

3.7

Infection control

3.8

Home visits

3.9

The office setting

3.10

Caring for children in your workplace

Checklists and tools

PAGE

3.11

Checklist: external environment safety & security

3.12

Checklist: internal environment safety & security

100

3.13

Sample worksheet: manual handling

107

3.14

Checklist: manual handling

108

3.15

Checklist: workplace violence

109

3.16

Sample procedures: violence response

112

3.17

Checklist: slips, trips and falls

114

3.18

Sample procedure: management of potential occupational

exposures to HIV, hepatitis B & hepatitis C

115

3.19

Checklist: client home environment

117

3.20

Checklist: working off site safety & security

121

3.21

Checklist: transport safety

123

SECTION 4: PREPARING FOR AND MANAGING INCIDENTS AND CLAIMS

4.1

First aid requirements

126

4.2

Keeping a register of treatment and injuries

128

4.3

If an injury occurs

129

4.4

Notification of injuries

134

4.5

Workers compensation

135

4.6

Injury management

140

Checklists and tools

4.7

Checklist emergency procedures

143

4.8

Sample register of injuries

144

4.9

Sample return-to-work program

145

4.10

Sample return-to-work plan

149

SECTION 5: RESOURCES

5.1

Sources of help

150

5.2

Definition of terms

153

5.3

1. THE COMMUNITY SERVICES SECTOR

AND OHS
IN THIS SECTION:

PAGE

1.1

The community services sector and OHS

1.2

Who this resource is intended for

1.3

How to use this resource

Disclaimer
This document provides general information about the rights and obligations of employees and employers
under NSW occupational health and safety laws. It is intended to provide general information about the law
and is not intended to represent a comprehensive statement of the law as it applies to particular problems
or to individuals, or substitute for legal advice. You should seek independent legal advice if you need
assistance on the application of the law to your situation.

THE COMMUNITY SERVICES SECTOR

AND OHS
1.1 The community services sector and OHS
OHS is a legal requirement
One of the best reasons for establishing a safety system in your organisation
is that it improves service delivery. Workers and volunteers who are secure,
safe, healthy and supported tend to stay in the service longer, and are better
able to cope with the demands of client-centred work. This means that the
whole of the community benefits.
It is a requirement of all places of employment that certain health and
safety procedures be undertaken. The main legislation in NSW that relates
to OHS and workers compensation is:
the Occupational Health and Safety Act 2000 (OHS Act 2000)
the Occupational Health and Safety Regulation 2001
the Workers Compensation Act 1987
the Workplace Injury Management and Workers Compensation Act 1998
(WIM & Workers Compensation Act 1998)
the Workers Compensation Regulation 2003
the Workplace Injury Management and Workers Compensation Regulation
2002.
Duties of employers, employees and a range of other people, outlined in this
legislation are explained in Section 2, Safety Essentials.
You should note that each state and territory has its own legislation for OHS
and workers compensation. If you operate in other jurisdictions you should
contact the appropriate body to find out your legal obligations.
OHS is good management practice
Society has expectations that organisations will operate in a way that
maintains contemporary ethical, moral and environmental standards. One of
the highest community expectations involves managing risks to protect
employees, clients, volunteers and the general public from harm. This
cannot be achieved without health and safety being part of the core
business of the organisation. Effective OHS systems are integral to ongoing
organisational planning, goal setting, and measuring of performance.

Ongoing safety concerns or a major injury can have a detrimental effect on

the reputation and viability of an organisation.
By making OHS a priority an organisation demonstrates:
commitment to welfare of employees, clients, volunteers and the public
social responsibility towards legal, ethical and moral obligations
credible management practice for managing safety in ways that improve
organisational performance
sound financial management by managing risks and preventing loss
through illness and injury.
What are the health and safety issues?
Each year around 20 people per 1,000 workers in the community services
sector incur a work-related injury or illness resulting in a major workers
compensation claim (five or more days off work). During 2001/02 these
claims totalled approximately 14,500 lost weeks of work and over $20
million in compensation. Of the 1,361 major claims during that 12-month
period, 210 resulted in permanent disability and one was a fatality.
The most common injuries or illnesses in the community service sector arise
from:
manual handling
slips and trips
psychological injury
violent incidents
vehicle accidents
falls from a height.
The rank order of these major claims varies depending upon the criteria used.

Table 1: Top five workers compensation claims in NSW resulting in five or

more days off work (2001/02)
a) Most frequent injuries (top 5 claims)
Rank

Cause of injury

No. Claims

Manual handling*

448

Falls on the same level

188

Vehicle accident

113

Exposure to mental stress factors

111

Falls from a height

* Manual handling includes: muscular stress while lifting, carrying, or putting down objects; and
muscular stress while handling objects other than lifting, carrying or putting down.

b) Total weeks off work (top 5 claims) (2001-2002)

Rank

Cause of injury

No. weeks off

work

Manual handling

4444

Exposure to mental stress factors

2983

Falls on the same level

1468

Vehicle accident

1277

Falls from a height

840

c) Severity of injury - No. people off work for over 6 months (top 5 claims)
(2001-2002)
Rank

Cause of injury

No. claims for

over six months
off work

Manual handling

Exposure to mental stress factors

Falls on the same level

Vehicle accident

Falls from a height

d) Percentage of claims resulting in more than six months off work

(top 5 claims) (2001-2002)
Rank

Cause of injury

% of claims
within each
injury group
that recorded
over 6 months
off work

Exposure to mental stress factors

41%

Falls from a height

12%

Vehicle accident

12%

Manual handling

11%

Falls on the same level

These tables indicate that for the community services sector in 2001/02,
manual handling ranked highest in terms of frequency and total number of
weeks lost from work. However, psychological injuries were more likely to
result in more than six months off work (41% of claims) compared to
manual handling claims where only 11% of claims were reported to be over
6 months off work. Other major causes of injury included falls and motor
vehicle accidents. The Premiers Department has recently released
information related to psychological injury in the workplace. Refer to
Premiers Circular 2003-37 Occupational Stress Hazard Identification and
Risk management Strategy.
OHS in your funding contracts
Increasingly, funding bodies insist that community service organisations
demonstrate that they have safe systems of work.
By using the information in Safety Pack and reviewing your systems of work
regularly, you will be well on your way to meeting your legal obligations.
Workers compensation costs
Workers compensation insurance is compulsory for all employers in New
South Wales. Funding bodies also expect community service organisations to
have adequate insurance cover.
An employers basic insurance premium is wages X premium rate. Each
industry class in the WorkCover Industry Classification (WIC) System has its
own premium rate. The premium rate for each class is based on the costs of
previous claims in that class.
If the annual costs of workers compensation claims in the community service
sector increase, then the premium rate also increases.

1.2 Who this resource is intended for

Safety Pack is written for management committee members and managers
(coordinators or directors) of community sector organisations and members
of occupational health and safety committees. However, the content may be
used in training for handouts to workers and volunteers or as part of an
organisations operating procedures.

1.3 How to use this resource

How to begin developing an occupational health and safety management
system
Step 1: Read Section 2 of this document - Safety essentials
This Section provides essential information for your organisation to ensure
that you are aware of your legal obligations and explains how to establish an
occupational health and safety management system. The information in this
Section applies to all community service organisations and shows basic
planning approaches that can be applied to all OHS issues.
Step 2: Review information on OHS issues relevant to your workplace (see
Section 3)
This Section contains an overview of the major OHS issues affecting the
community services sector. It also contains risk management worksheets to
assist your organisation identify, assess and control specific workplace
hazards.
You can modify the sample policies to meet your needs and put them on
your letterhead. Place your organisations agreed policies on your staff
noticeboard.
Step 3: Read Section 4 of this document - Preparing for and Managing
Incidents and Claims
This Section covers first aid requirements and details what to do in the event
of an incident or injury. It explains the legal requirements, and who you need
to notify, as well as how to respond to serious incidents. A checklist of
emergency procedures as well as sample documents are provided.
Step 4: Review Section 5 of this document - Resources
This Section includes information on where to go for further information or
assistance, a glossary of terms and further reading resources.
Step 5: Start the risk management system
The easiest way to make your organisation safe is to follow a system called a
risk management system. It will involve discussions between management
committee members, the coordinator, employees and volunteers.
Go back to Section 2 - Safety Essentials, which explains the risk
management system and how to use the worksheets provided, to begin or to
review your risk management system.

2. SAFETY ESSENTIALS

THE OHS ACT 2000 & OHS REGULATION 2001

IN THIS SECTION:

PAGE

2.1

OHS responsibilities

2.2

A risk management approach

2.3

Information, instruction & supervision

2.4

Confidentiality

2.5

Volunteers, contractors and visitors

2.6

Policies and procedures

Checklists & tools

2.7

Does your organisation comply with the law?

2.8

Sample risk assessment worksheet

2.9

Sample risk management worksheet

2.10 Sample risk management review worksheet

2.11 OHS induction training - sample topics and timetable

Disclaimer
This document provides general information about the rights and obligations of employees and employers
under NSW occupational health and safety laws. It is intended to provide general information about the law
and is not intended to represent a comprehensive statement of the law as it applies to particular problems
or to individuals, or substitute for legal advice. You should seek independent legal advice if you need
assistance on the application of the law to your situation.

SAFETY

ESSENTIALS
2.1 OHS responsibilities
Everyone in the workplace has a role to play in occupational health and
safety however under the Occupational Health and Safety (OHS) Act 2000,
ultimate responsibility for providing a safe workplace rests with the employer.
The NSW OHS Act 2000 outlines the responsibilities of various people at
work.

The OHS Act 2000 and

OHS Regulation 2001
outline specific duties and
responsibilities for a range
of people in the workplace

Employers
Employers must ensure the health and welfare of all employees by providing:
a safe workplace environment, free of risks to health with safe entrances
and exits
safe work systems and procedures
procedures for safe handling, storage and maintenance of equipment and
chemicals
information, instruction, training and supervision for all employees
a process for consulting with employees, involving them in decisions and
informing them of decisions that may affect their health and safety
(Division 2 of Part 2 of the Act)
processes for identifying hazards, assessing risks and elimination or
control of risks
processes for regular review of risk control measures
personal protective equipment where necessary
amenities including toilets and eating areas in safe and hygienic condition
emergency procedures and first aid facilities.
Employers must also ensure that people other than employees, who are on
the worksite, are not exposed to risks to their health and safety arising from
the employers work systems or environment.

Management committees
Many employees in the community services sector are employed by
Independent Associations. The employment role is carried out by the
associations management committee, which is responsible for ensuring safe
working conditions. The occupational health and safety responsibilities for
management committees are the same as for employers, even if those
management committees comprise of volunteers, so long as the relationship
between the committee and people working for the organisation is one of
employment. Management committees hold the responsibility for safety and
must ensure that processes are in place. If the management committee is not
the employer, but is still a controller of the premises, it will have a broader
duty to ensure that those premises are safe and without risks to health. It
may have overlapping duties as both an employer and a controller of
premises.
For the purposes of Safety Pack employer should be read with the
understanding that the term includes management committees.
Managers, coordinators and supervisors
It is the employers responsibility to ensure that managers, coordinators and
supervisors are aware of and trained to undertake certain responsibilities with
respect to OHS.
Managers, coordinators and supervisors have a responsibility to ensure that
premises, equipment or substances under their control, are safe and without
risks to health. They are accountable for taking practical measures to ensure
that:
the OHS program is complied with in the area under their control
employees are supervised and trained to meet their requirements under
this program
identified hazards that are under their control are followed up on
employees and volunteers are consulted on issues that affect their health
and safety
any OHS concerns are referred to management.
Employees
It is the responsibility of each employee:
to take reasonable care of the health and safety of others in the workplace
to cooperate with employers in their efforts to comply with OHS
requirements such as following procedures and participating in hazard
identification and reporting
to use equipment properly in order to provide for the heath and safety of
people in the workplace
11

not to obstruct attempts to reduce risks, or to provide aid to injured

workers, or disrupt a workplace by creating health or safety fears
not to refuse a reasonable request for assistance to prevent a risk to
safety or health.
Other people in the workplace
Employers and controllers of premises have a duty to provide for the safety of
others in the workplace. This includes:
clients
volunteers
contractors
suppliers
visitors
children being cared for while their carers or parents are attending the
workplace as clients or workers.
Within reason, employers need to ensure that these groups are given
information and instruction regarding:
their safe use of the site and equipment
emergency procedures
activities of clients
other OHS issues to which they have exposure.
The level of information and instruction will depend on the level of exposure
the person has to your workplace. If the person is frequently on site and very
involved in the running of your organisation, such as a volunteer, you are
advised to give them more thorough instruction and training in your policies
and procedures.
Manufacturers and installers of plant, equipment and substances
If you have purchased equipment for the workplace, the manufacturer and or
installer (if an outside person is installing it), must make sure that you have
information on correct use of the equipment and that it is safe when used
according to the instructions. It is important to ask for this instruction if it is
not automatically provided.

What is a workplace?
Defining the workplace
According to the law, the workplace includes all sites and environments that
the employee visits during the course of their work, i.e. employees take the
workplace with them. The duties of employers and employees, therefore,
extend to all the environments within which work is carried out, such as
client homes and community settings.
Unlike employees, volunteers do not take the workplace with them as they
move off site. Organisations are not legally responsible for the safety and
health of volunteers once they move off the premises to work in the
community and client homes unless they are accompanying an employee. It
is advisable however to train volunteers in the basic risks and control
measures so that they are able to protect their own welfare off site. In any
event it is important to let prospective volunteers know that they will be
expected to attend induction training to inform them of the OHS procedures
which apply whilst they are onsite and the consequences of non-compliance.
It is advisable to insist that, without the requested OHS training they will not
be engaged as volunteers.
Working from home or in a clients home (employees and volunteers)
Where a private dwelling is a place of work (either because an employee
or volunteer is working at home or providing services in a clients home),
the employer has a duty of care with respect to the work being carried out,
to the employee and to anyone else at the place where the work is being
carried out. This includes any volunteer who is there, as well as the client.
Where a volunteer attends the premises of a community service
organisation they are owed certain duties by the organisation in its
capacity as an employer of others at the workplace, and certain duties by
the controller of the premises (if that is a different person).
However, no OHS duties apply where a volunteer is at a private dwelling
(either working at home or providing services in a clients home) and there
is no employee present. For example, volunteer door-knock fund raisers or
meal deliverers while they may be covered by insurance held by the
community service organisation, there is no OHS duty on the part of that
organisation if paid employees are not with the volunteers when they visit
these homes.
When developing an OHS program and using checklists to identify potential
safety hazards, you need to consider all the work environments where your
employees provide community services to clients. These include:
the office or centre
vehicles used for staff, clients and volunteers
clients homes

community settings such as shopping centres, day centres, other

community service organisations, courts, hospitals, streets and parks.

In each of these workplaces there are different workplace hazards that need
to be addressed. You may not be able to eliminate all the hazards in the work
environment, but with careful planning, protection and training of staff, risks
may be minimised.

Occupational Health and

Safety Act 2000,
section 10

Leased premises
Many community services do not own their premises. Rather they lease them,
often at lower rent, from council, government or private owners (the controller
of the premises).
Both the controller of the premises and the community organisation have
responsibilities for safety. The controller of the premises has a responsibility
to ensure that the premises used as a place of work is safe and without risks
to health. This includes safe exits and entrances. However the duties of
controllers of premises only apply to matters that are covered by the lease or
contract (Note: The controller of any plant or equipment also has a
responsibility to ensure that it is safe and without risks to health).

Occupational Health and

Safety Act 2000,
section 10 (4) (b)

If you lease premises or they are provided to you at no cost by another

organisation:
ensure that provisions and responsibilities for repairs and safety issues are
clearly outlined in the lease/contract
if issues arise that are the responsibilities of the building owner, put your
request in writing
document all steps that you take to reduce the risk to workers and others
on the premises, while waiting for repair
if an owner refuses to provide safe premises, contact WorkCover NSW and
ask for assistance from a WorkCover inspector.
It is managements responsibility to ensure that any community service, or
program provided on the premises, is undertaken in a way that is safe for all
participants employees, volunteers, management, clients and visitors.
If another community group, such as a playgroup, sub-lets from you a part of
your premises, you still have responsibility to ensure the safety of those
people.

Legislation flow chart

The following flow chart illustrates the hierarchy of OHS information in NSW.
This includes the legislative framework provided by the OHS Act 2000 and
the more detailed OHS Regulation 2001, best practice provided by Codes of
Practice, authoritative advice provided by Australian Standards and guidance
provided by guides and alerts.

OHS Act 2000

The Act provides a framework for the general duties of responsibility for
OHS in NSW. The Act places responsibility on facilities to ensure the
health, safety and welfare of employees and all others at your
workplace. This includes clients, contractors, volunteers and visitors.

OHS Regulation 2001

The OHS Regulation 2001 provides the detail of how the employer
implements OHS with the emphasis on compliance. The Regulation
has 12 chapters covering various aspects of work and
different types of work.

Codes of Practice
Codes of Practice provide practical guidance and advice on how to
achieve the standard required by the OHS Act and Regulation. A code of
practice is not law but should be followed, unless there is an alternative
course of action that achieves the same or better standard.

Australian Standards
Australian Standards that are referred to in legislation such as the

OHS Regulation 2001 have legal status and are mandatory. The Code
of Practice for Technical Guidance incorporates without modification a
number of Australian Standards. Standards adopted in this way have
the same legal status as a Code of Practice. Australian Standards
which are not included in legislation may be adopted voluntarily but
have no legal status.

Guides/alerts
Guides or alerts are released on specific hazards that
WorkCover NSW has identified as significant. This material is
considered guidance material.

Adapted from: http://www.agedcareohs.info

2.2 A risk management approach

It is the responsibility of management committees, managers, coordinators
and supervisors to develop a system for addressing occupational health and
safety in the workplace.
The essence of risk management
The best way of doing this is to put in place a risk management system. The
parts of an effective risk management system are described below.
Documents to help you apply the system to your organisation are included at
the end of this Section.
The risk management system for enhancing health and safety includes a
simple, four step method to identify, assess, control and review risks or
hazards in the workplace.
Step 1 Think about what may affect employees and others health, safety
or welfare. This step is to identify hazards and assess the risk they
pose.
Step 2 Talk with employees. Consult about matters that may affect
employees and others health, safety or welfare.
Step 3 Do what is necessary to make the workplace safe. Implement risk
controls.
Step 4 Review and monitor OHS measures (ensure risk controls are
effective).
Risk management is not a one-off activity but should be carried out on a
continuous improvement basis. As shown on the diagram below, each step
leads to the next thus not ending at Step 4 but returning to Step 1.
Consultation, in fact, can occur at each step or be revisited after controls
have been put in place.

THINK
Identify hazards and assess
the risk they pose

TALK

REVIEW

Consult with employees

about OHS matters

and monitor OHS measures

DO
Implement risk controls

The basis of continuous improvement

This section is designed to help you address the health and safety issues that
may arise from the jobs and tasks that make up the system of work in your
workplace.
You must carry out risk management especially when you are:
designing a new job or task
changing a job or task
introducing new equipment or substances to the workplace
reviewing a procedure when problems have been identified, eg, from an
accident or incident investigation
preparing a submission for service funding, and
for ongoing tasks, as part of continuous improvement.
Step 1 Think identify hazards and assess the risks they pose
a) Identify the hazards
A hazard is anything (including work practices or procedures) that has the
potential to harm the health or safety of a person. Controlling hazards offers
you the greatest opportunity for reducing injury and illness in the workplace.
Hazards arise from the workplace environment, the use of equipment and
substances in the workplace, poor work design, inappropriate management
systems and procedures, and human behaviour.
Hints for identifying workplace hazards:
Observation - Your OHS policy includes a responsibility for all employees,
volunteers, supervisors, managers or committee members to observe, notify
and act on workplace hazards.
Injury and illness records - All workplaces are required to keep records of
injuries and illness in a Register of Injuries. Review the records regularly to
identify hazards. Ask your workers compensation insurance company to
provide you with reports and statistics on the causes of your past workers
compensation claims.
Workplace inspections/audits - Regularly inspect your workplace. Do this as a
whole organisation activity where employees, volunteers and management do
it together, perhaps as part of a staff meeting or management committee
meeting. Workplace inspection checklists are included among the resources
at the end of Section 3.
Safety audit - This is a systematic and periodic inspection of the workplace to
evaluate the organisations health and safety system. A safety consultant or a
safety officer may conduct the audit. It may be part of a quality
assurance/accreditation process. An audit usually contains a written report for
management and/or an OHS committee.
17

Accident investigations - investigate and report on accidents and near

misses to identify the hazards that contribute to the incident. Ask witnesses
for their opinions on what caused the accident or near miss and how it can
be avoided in the future.
Prepare a brief report for the management committee detailing the accident
event, potential causes and recommendations to avoid a repeat of the
accident.
Some accidents and dangerous occurrences (see Section 4.4 for what, who
and when to notify) need to be reported to WorkCover via the website
(www.workcover.nsw.gov.au) or phone 13 10 50.
Complaints complaints from employees and volunteers about health and
safety issues are a good way of quickly identifying hazards that employees
and volunteers have noticed. They should be brought to the attention of a
supervisor or coordinator and dealt with promptly.
b) Assess the risk
Once you have identified the hazards in your organisation, you then need to
assess the risk arising from them.
Assessment means answering two questions.
1. How likely is it that this hazard will cause injury or illness?
Consider the level of an employees or volunteers exposure to the hazard.
For example, the more time an employee spends typing at a computer, the
more likely it is that it may cause neck and shoulder pain. An employee who
uses strong solvent or glue during frequent craft classes may suffer side
effects, such as skin irritation or headaches.
2. How severe is the injury or illness if it does occur?
Consider the extent of the injury or degree of harm that may be caused by a
hazard. For example, a faulty electrical connection may cause death. An acid
spill may cause permanent disability. Lifting a client incorrectly may cause
back strain and time off work.
Some injuries may only require first aid.
The Sample risk assessment worksheet - (at the end of this Section) is
a quick way of checking out any hazards you have identified in your
organisation and deciding what priority you should give to fixing them
(eliminating where reasonably practicable or if not, controlling them).
The table helps to answer two basic questions at the same time: Is it likely?
and Could it be severe?. If you answer yes to either of these then this
hazard should be assigned a higher priority for action. You should end up
with a list of higher and lower priority areas for action.

All hazards need to be fixed but you may not have the resources to fix them
all immediately. The priority ranking that you assign each hazard (see Sample
Risk Assessment Worksheet in Section 2.8) helps you to decide which ones
to address immediately, in the short term and in the long term.
Step 2 Talk consult with employees
Employees and volunteers are often more aware of hazards and possible ways
of controlling them, than management. Consultation is vital to the risk
identification process. Employees who have been consulted and who have
assisted in suggesting controls are more likely to use these new procedures.

OHS Act 2000,

sections 13-19

Consultation is a requirement under the law. It involves allowing employees

the opportunity to contribute to the making of decisions affecting their
health, safety and welfare at work. Consultation is required, for example,
when introducing or altering procedures for modifying risks. The purpose of
the duty to consult is to ensure there is meaningful and effective consultation
about matters that may affect employees health, safety and welfare so there
is reduced injury and disease.
Adopting a planned, systematic approach to health and safety and applying
risk management principles will help identify when to consult and will assist
the employer plan to consult employees in the early phases of the decisionmaking process.
The OHS Act (2000) provides three options for consultation:
1. an OHS committee comprised of employer and employee representatives
2. OHS representatives elected by employees
3. other agreed arrangements between the employer and their employees.

OHS Act 2000,

sections 17

OHS committees and OHS representatives

The establishment of OHS committees and representatives falls under
Division 2 of Part 2 of the OHS Act, 2000. Whether or not OHS committees
need to be established depends primarily upon: the number of people the
employer employs; if a directive has come from WorkCover NSW to establish
a committee; or if a committee has been requested by the majority of
workers.
OHS committees
OHS committees are formed when either:
an employer employs 20 or more people and the majority of those people
request the establishment of an OHS committee, or if
WorkCover NSW directs an OHS committee to be established.

OHS representatives
An OHS representative is to be elected if at least one employee requests this
or if WorkCover NSW so directs.

OHS Regulation 2001,

clause 25 (a)

It should be noted that an employer may also arrange for either an OHS
committee to be established or an OHS representative to be elected. Election
of representatives must be done by and from the employees.
If your organisation has an OHS committee or representative, these
individuals, while not responsible for OHS in the same way managers are,
have the following roles:

OHS Act 2000,

section 18

to review OHS measures to ensure peoples health and safety at work

to investigate risks to health and safety at the place of work
to attempt to resolve the risk in consultation with management, but if
unable to resolve the risk, then request an investigation by an inspector.
What to consult about?

OHS Act 2000,

section 15

Generally, any information that will assist in protecting employees health,

safety and welfare can be the subject of consultation. Specifically this may
include:
risks, and their elimination and control
work processes and procedures
OHS consultative arrangements
training needs
adequacy of facilities
incidents, illnesses or injuries (in a way that protects the confidentiality of
personal information)
changes or problems to premises, work environment, plant, equipment,
systems of work or substances used for work
OHS policies and procedures, including risk assessments and control
measures.

How to consult
Most community service organisations use consultation processes daily so
will be familiar with what is required. OHS consultation should involve
management, volunteers, clients and employees.
Effective OHS consultation:
occurs early in the decision making process
values and includes input from all parts of the organisation
includes the perspectives of visitors, contractors, clients and volunteers as
well as employees
is planned, genuine and collaborative
is encouraged on a pro-active and ongoing basis
includes a focus on outcomes that result in improvements to the systems
for managing health and safety.
OHS consultation may be undertaken through:
meetings, workshops, suggestion boxes, surveys to specifically consider
OHS issues
providing general OHS information such as explaining the law and its
implications for your organisation
establishing OHS consultation arrangements and providing appropriate
training
involving employees, volunteers and management in the identification and
assessment of hazards, development of control strategies and evaluation
of controls
having OHS as a permanent staff meeting agenda item, particularly where
there are very few workers (five or less).
Advertise your OHS policy and procedures by promoting it in staff and
volunteer meetings, training sessions, the organisations noticeboards,
newsletters and other information sources. Include it in your organisations
induction procedures and orientation kit.
Complaints
Complaints from employees and volunteers about safety are a good way of
quickly identifying hazards that employees, volunteers, clients and
contractors have noticed. They should be documented and brought to the
attention of a supervisor or coordinator and dealt with promptly. Consultation
should include specifically enquiring about areas of complaint raised by
employees and volunteers.

Step 3 Do what is necessary to make the workplace safe

Now that you have identified the hazards, assessed the risks, and consulted
with employees and volunteers about problems and the best way to deal with
them, you need to eliminate or reduce the risk.
Hierarchy of controls: Six ways to deal with hazards or control the risks to
health and safety
Following is a list of six possible approaches to controlling a hazard or a risk
to the health and safety of employees and volunteers. The effectiveness of
these approaches is likely to be lower, the lower down the list they appear.
These approaches represent the hierarchy of controls. Every effort should be
made to eliminate the hazard. If this is not possible, then the second
approach should be undertaken, and so on. It is important to recognise that
they are in order of long-term effectiveness and not to start at what seems
like the simplest to achieve. In many instances a mix of approaches will be
the most effective and appropriate solution.
1. Eliminate the hazard or risk discontinue the practice or dispose of the
hazardous item
2. Change equipment or materials substitute the hazard for something that
gives rise to a lesser risk
3. Isolate the hazard separate the hazard in time or space from the person
at risk
4 Design in safety plan for safety through changing the work environment
such as redesigning the workplace, using automatic controls, providing
greater ventilation or lighting
5. Change work methods organise safe work practices through planning a
safer way of doing things followed by training, instruction and supervision
6. Use personal protective equipment this should not solely be relied upon
and should only be used as a last resort to control risks.
1. Eliminate the hazard
To eliminate the hazard means to take the hazard completely away. This is
the most effective way to make the workplace safer. Always try to do this
first.
Example:
An employee tripped over an electric cord leading to an old wall-mounted
fan. Upon consideration, it was realised that the fan was broken and not used
since air-conditioning was put in a year ago. The fan and its cord were
removed.

2. Change equipment or materials

If you cant eliminate the hazard, think next about redesigning equipment or
processes.
Example:
An employee experienced back pain when helping clients up and down the
steps of the community bus. New steps were fitted to the bus with handrails
which allowed clients to get on/off the bus independently.
3. Isolate the hazard
If you cant redesign the equipment or processes to make them safer, then
think about how they can be separated from employees or others at risk of
harm. Things can be separated by space (move them away), by a barrier, or
by time (while employees or others are not around).
Example:
A home care worker reported threats of abuse from a clients son who has
mental health problems when she visited the client in the mornings. Upon
enquiry, the home care worker found that the son was not home after 11am,
so visits were rescheduled for the afternoon.
4. Design in safety
If you cant isolate the hazard from the employee or others at risk, think
about how things could be designed or set-up differently to minimise the risk
to the employee or others.
Example:
Shift workers at an emergency accommodation facility indicated they were
concerned about threats of violence during the night. The workplace was
examined for opportunities to increase the safety at night. New lighting and
security alarms were installed and a lockable door with a view panel replaced
the solid door between the desk and the residents.
5. Change work methods
If you cant eliminate the hazard or change the equipment or the materials or
the clients, change the way work is done.
Change work methods to reduce accidents.
Example:
An employee was conducting an initial interview with a distressed client at
the workplace when the client became angry and punched the employee.
After consultation with the employee, the manager and the management
committee decided to:
review intake procedures to identify clients with histories of violence
write a procedure to be followed by employees and volunteers before and
during client interviews
conduct interviews in a room with two exits to facilitate withdrawal of
either party from a perceived threat
23

train employees and volunteers to recognise and diffuse violent situations

provide duress or personal alarms
ensure other staff are close by when interviewing potentially violent
clients.
6. Use personal protective equipment (PPE)
If no other measure will totally solve the problem, consider what personal
protective equipment could help reduce the risk of harm to a worker or
volunteer. As a back up, this approach can be used in conjunction with other
measures. PPE should be kept in good condition, fit properly and be worn
correctly to achieve maximum usefulness. PPE must be looked after on a
regular basis.
Example:
A cleaner experienced a needle-stick injury when working in the courtyard.
The least effective method to address this problem would be to simply
provide the cleaner with gloves and long handled tongs for cleaning the
courtyard.
The more effective method would be to:
consult with the employees and establish a procedure whereby employees
check the courtyard at the beginning of the day and prior to activities
provide a sharps bin in the courtyard, and
provide the cleaner with gloves and long handled tongs for cleaning the
courtyard.
The Sample Risk Assessment/Risk Management Work Sheets (Sections 2.8.
2.9, 2.10) help you to identify the hazards, assess the risk they pose, and
identify which control measures to employ. These can be used in conjunction
with the checklists at the end of Section 3 (Section 3.11 3.21) to identify
common hazards in the community services sector.

Step 4 Review and monitor OHS measures

2.3 Information, instruction & supervision

OHS training does not just involve specific hazard training or training after
the event. OHS is part of all workplace training, just as OHS is an integral
part of day-to-day management.
Whether you are a large or a small community organisation, everyone in your
organisation may be exposed to a risk to health and safety. Therefore regular
information, instruction and supervision are essential for fulfilling your duties.
It is important that training systems are flexible to accommodate different
schedules, needs and skill levels. Shift-workers, part-time and casual workers
must not be overlooked in the scheduling of training opportunities.
Employers must ensure that:

OHS Act 2000,

section 8 (1) (d)
OHS Regulation 2001,
clause 13

each new employee receives induction training that includes the

organisations OHS management system, relevant health and safety
procedures (eg, use of equipment and other control measures) and how to
access health and safety information in the workplace. The training should
take into account the competence and experience of the employee. (A
sample induction training schedule is provided with the checklists and
tools at the end of this Section 2.11)
any person at the employers place of work who may be exposed to a risk
is informed of the risk and receives information and instruction
commensurate with the risk.
Health and safety should also be included in:
coordinator, supervisor and management training
on-the-job training
specific hazard training eg, manual handling
work procedures and skills training
emergency procedure training
first aid training.
Identifying training needs
The employer should consult with their employees about the information and
training necessary to undertake their work safely. Employers should make
sure that the information is accessible and easily understood.
Documentation

Clearly written and straightforward procedures can be used as the basis of an

OHS training program for all levels of the organisation. Managers,
coordinators, supervisors and employees all need information and instruction
on what is required and what is in place. This same information can be
streamlined to form the basis of an employee induction handbook to make
sure people are informed about how to work safely before they commence the
job.

Communication
Procedures dont work if people dont know about them. Once procedures
have been developed and documented, communicating them to employees
and volunteers is the next step.
Having trained your staff, you should keep records of their attendance and
skill development. The Community Services Package developed by the
Community Services and Health Industry Training Advisory Body
(See Section 5, Resources for contact details) includes OHS competencies
for community workers.

2.4 Confidentiality
One OHS risk for community service workers is dealing with aggressive
clients. The process of getting information about clients who might pose a
risk to employees or volunteers needs to be considered on several levels.
Existing clients
There may be times when you have concerns for the safety of a client,
employee or volunteer. In these situations, you need to consider requirements
under the law. In some cases you may need to refer the client to a more
appropriate community service organisation. If so, you may need to consider
relevant information to pass on to that organisation to protect the client and
the employee to whom the client is being referred.
New clients
Client assessment procedures are advisable and should be used when
possible. It is advisable to explain your assessment procedures to your
referring organisations. Where possible, obtain and consider any information
that may be readily available about clients violent behaviour. The health and
safety of your workers (and other clients) must be ensured. You may need to
delay or turn down a referral until you can get enough information about a
potential client to allow you to assess any risk associated with that client.
(For more information see Workplace Violence, Section 3.2).
Privacy legislation

Privacy and Personal

Information Protection Act
1998 (PPIPA)

There are restrictions on the use and disclosure of personal information

contained in the Privacy and Personal Information Protection Act 1998
(PPIPA), which applies to public sector agencies. The Commonwealth Privacy
Act 1988 contains similar restrictions on private sector agencies and
individuals.
Personal information includes information and opinions about an individual.
It can include, for instance, a persons criminal record and health information
about the person, such as information about any mental condition that may
make the persons behaviour violent or challenging.
26

Section 18 of PPIPA prohibits public sector agencies from disclosing

personal information about any person unless:
disclosure is related to the purposes for which the information was
collected, or
the person knew the information would be disclosed when it was collected
(most services have consent forms allowing information to be shared), or
the public sector agency reasonably believes that disclosure is necessary
to prevent or lessen a serious and imminent threat to the life or health of
the individual concerned or another person. In the case of health
information, section 19 of PPIPA only allows disclosure where such a
threat exists.
The serious and imminent threat exception (as in the latter exemption noted
above) will allow agencies to give community services organisations
information about clients whose behaviour may be a risk to health or safety,
but only in very limited circumstances. It will not be enough if the agency
merely thinks the client might have the potential for violence, or has
information that the client has been violent in the more distant past.
There are a number of exceptions to the relevant requirements of PPIPA:
a medical practitioner, health worker, or other official or worker providing
health or community services, who is employed or engaged by a public
sector agency, can disclose health information to another such person
where the individuals consent cannot reasonably be obtained (section 28
(2))
where non-compliance is authorised or required by law (section 25 (a))
where non-compliance is permitted or necessarily implied under an Act or
law (section 25 (b))
where the individual to whom the information relates has expressly
consented to the agency not complying with the principle concerned
(section 26 (2))
the Independent Commission Against Corruption, the Police Service, the
Police Integrity Commission, the Inspector of the Police Integrity
Commission, the staff of the Inspector of the Police Integrity Commission
and the New South Wales Crime Commission are exempt from compliance
with various requirements of the Act (section 27)
the Ombudsman, the Health Care Complaints Commission, the AntiDiscrimination Board and the Guardianship Board are exempt from
compliance with section 19 (section 28 (1)).
If the agency holding relevant information about a client falls within one of
the above exceptions then they may be able to disclose the information to a
community service organisation. However, there is nothing in the PPIPA or
any other law to make disclosure mandatory.

2.5 Volunteers, contractors and visitors

What the law says

OHS Act 2000,

section 8 (2)
OHS Regulation 2001,
clauses 9 (1b),
10 (1b), 11 (1b)

An employer must ensure that people (other than the employees of the
employer) are not exposed to risks to their health or safety arising from the
conduct of the employers undertaking while they are at the employers place
of work.
An employer must take reasonable care to identify foreseeable hazards,
assess risks and eliminate (if not reasonably practicable to eliminate, then
control) any hazards that could harm the health and safety of any person
legally at the employers place of work.
This applies to such people at your workplace as children, volunteers,
contractors and visitors.
Volunteers
Many community service organisations are made up of a combination of paid
and unpaid workers, often with a paid coordinator or director and a voluntary
management committee (although in some community services a volunteer is
in a management position).
Volunteers are not employees and the duty to consult, therefore, does not
apply. The National Standards for Volunteers, produced by the peak body,
Volunteering Australia, however, recommends inclusion of volunteers as equal
team members in consultation.
OHS legislation does not apply to volunteers unless their work is being
carried out on the premises belonging to/leased by the organisation or at
other locations where there is a paid employee present with the volunteer.
However, the employer does owe volunteers a duty to ensure they are not
exposed to risks to their health and safety under section 8(2) of the OHS Act.
It is important that volunteers have knowledge in health and safety matters
related to the work they are performing. For this reason, it is advisable to
provide volunteers with health and safety training and to inform them that
such training is part of the process of volunteering.

Contractors
Fact Sheet On Contractors
This fact sheet provides guidance on occupational health and safety and
workers compensation and how they apply to contractors.
Note: Volunteers are not contractors because they are not paid for work
they do.
Most organisations will use contractors to perform maintenance and
building tasks or training and consulting services. Before a contractor
starts work, the manager should check whether they have adequate
insurance. If the contractor is injured at your workplace and does not
have insurance they may be deemed under the workers compensation
legislation to be one of your workers and therefore be able to make a
claim against your workers compensation insurance company.
Who is a contractor?
WorkCover identifies several factors, which distinguish an employee from
a contractor.
A contractor is more likely to

An employee is more likely to

Employ others, delegate or sub-let

work to another

Be required to actually carry out

the work

Be paid on the basis of a job

quotation

Be paid on a time basis

Supply their own tools and

materials

Have tools and materials supplied

by the employer

Carry out an independent business

in their name and business name

Work exclusively for a single

employer

Note: Contractors may be defined differently for the purposes of taxation,

superannuation and industrial relations matters. Employers will need to consult
the relevant government departments for further advice. Other laws that may
affect contractors include child protection laws and the Disability Services Act.

What responsibilities do you have to the contractor?

As with any visitor, you have to ensure the safety and welfare of
contractors whilst at your workplace.
What are the contractors responsibilities for OHS in your workplace?
The manager should give contractors instruction in the safety policy and
procedures with which they must comply whilst at your workplace. Give
them a copy for their reference.
Contractors are to ensure that they keep their equipment in good
working order and that their activities are not creating an occupational
health and safety hazard in the workplace.
29

What insurances should your contractor have?

If the contractor employs another employee or is an incorporated
company, they must have workers compensation insurance. If the
contractor is a sole-trader, it is recommended that they have their own
sickness and accident or income protection insurance policy (this is not
a legal requirement but will ensure that they can claim their own policy,
rather than your workers compensation policy, if they have an accident).
Contractors should also have public liability insurance, which provides
cover for accidents that may occur to the public because of the
contractors actions, for example, a volunteer trips over a cord left by the
contractor electrician.
It is recommended that you keep on file detailed information about all
your contractors. Make a note in your diary when you need to check the
insurance details with your contractor, eg, on an annual basis, to ensure
that all insurances are current.
Requirements for principal contractors
Since 1 July 2003, principal contractors are required to check that their
subcontractors:

are insured under the correct industry classification

have declared an appropriate amount of wages for their insurance

cover

have signed a statement that all workers compensation premiums

applicable for that work have been paid.

Further information, including a Fact Sheet for Principal Contractors

and the Subcontractors Statement is available on the WorkCover
website at www.workcover.nsw.gov.au

2.6 Policies and procedures

An OHS policy
An OHS policy is not an OHS legislative requirement. However, an OHS
policy is a way an organisation communicates its commitment to a safe and
healthy workplace and the responsibilities of everyone in the workplace to
achieve this end.
The aim of the policy is to:
demonstrate commitment
promote accountability
encourage cooperation
explain the process
outline responsibilities.
An OHS policy is the best place to outline the essential elements of an
effective OHS system:
1. A commitment by the employer to provide a workplace that is safe and
without risks to health. The commitment is demonstrated by giving health
and safety issues priority in all decisions affecting the workplace and the
conduct of work.
2. The provision of adequate resources to ensure the workplace is safe and
every effort has been taken to control risks. Adequate resources are those
resources needed to ensure that things such as equipment are safe and
properly maintained and that OHS issues can be promptly addressed and
workers are trained to carry out their tasks in a safe manner.
3. Clearly defined responsibilities for OHS so that people are aware of their
responsibilities, are competent to fulfil them and have sufficient resources
to act.
4. That a systematic OHS program is in place consisting of:
hazard reporting
incident reporting
risk assessment and risk control
emergency procedures
safe job design
induction training and supervision
purchasing procedures
commitment to consultation
monitoring and review.
31

The easiest way to start is to draft a simple statement of your organisations

commitment to occupational health and safety. Then develop the ideas in the
statement by talking with a range of people in the workplace. The more
people consulted, the greater the commitment to the policy.
Contact your funding body to check if there are specific documents, policies
or procedures that they require.
Remember the policy should outline the responsibility and accountability of
management committee, coordinators, managers, supervisors, employees,
subcontractors and volunteers. Finalise the policy after you have consulted
sufficiently with these groups. You can demonstrate consultation by having a
representative from each group sign the bottom of the policy.
How to develop OHS procedures
Once your organisation has developed a policy, you need to develop
procedures to meet the objectives and commitments of the OHS policy.
An OHS procedure details how your organisation is going to meet its policy
commitment.
Developing an OHS procedure is not complicated. An OHS procedure
includes a strategy for addressing the hazards you have identified in your
organisation, information and training to be given to workers, the role of
managers and supervisors, details of any resources required and the
timetable for implementation.
Manual handling and violence are two of the main hazards in the community
services sector. Examples of manual handling and violence prevention
procedures are included in Section 3, Checklists and tools.
Checklists and tools for ensuring compliance
Sections 2.7 to 2.11 provide tools for ensuring OHS compliance.

2.7 Does your organisation comply with the law?

This checklist is to help identify whether your organisation meets the
requirements of the OHS and workers compensation laws. Check what the
law requires and refer to the relevant part of Safety Pack for information to
assist you with compliance.
Disclaimer
This checklist does not provide an exhaustive checklist of obligations imposed by
OHS, workers compensation and other laws. It is intended to provide general
information about the law and is not intended to represent a comprehensive statement
of the law as it applies to particular problems or to individuals, or substitute for legal
advice. You should seek independent advice if you need assistance on the application
of the law to your situation.

What the law requires

Where to find it in the

Safety Pack and/or
other tips for action

Occupational health and safety

Consultation with employees and
management occurs on issues that impact OHS

Section 2 (2.2
Step 2)

Information, instruction, training and

supervision is provided to employees and
management to ensure their health,
safety and welfare

Section 2 (2.3)

OHS induction is provided to new

employees and volunteers

Section 2 (2.3)

A risk management system to identify, assess

and control hazards and review control
strategies is in place

Section 2 (2.2)

Workers compensation insurance

Workers compensation insurance policy
covering all paid employees is obtained and
the terms specified in it are followed.
Volunteers are not generally covered for
workers compensation, however, employers
may still be liable for any injuries to
volunteers. Employers should check to ensure
they have appropriate coverage.

Section 2 (2.5)
Section 4 (4.5)

Record of all wages (including contractor

payments) kept for 7 years

Keep with other

business records

Information
Obtain the poster
Summary of the Workplace Injury Management
and Workers Compensation Act 1998 and the
from your workers
Workers Compensation Act 1987 is displayed
compensation
in the workplace Watching Out for You poster
insurance company
Catalogue Number 22.1
or WorkCover and
place on staff
noticeboards

Register of Injuries (ROI) is readily

accessible to employees

Section 4 (4.8)
Obtain a ROI book
from your workers
compensation
insurance company

False or misleading information is not

supplied to your insurance company

Provide information
when requested

The insurance companys name and address

and your organisations name and address is
given to an employee when requested, and
posted in the workplace

Provide information
when requested
Write insurer name
and address onto
the Watching Out
for You poster
Catalogue No. 22.1

Employees Insurance
All workplace injuries must be notified to the
insurance company within 48 hours
Within 7 days of receiving the notification, the
insurance company must decide whether to
approve and commence provisional liability
payment
Workers compensation claim forms are
available to employees

Pass workers compensation benefits onto an

employee within a suitable timeframe

Section 4: (4.4)

Provide information
when requested
Obtain claim forms
from your workers
compensation
insurance company
Section 4 (4.5)

Dismissal procedures (NSW Industrial Relations Act 1996)

You are not to dismiss a person wholly or mainly
because of work-related injury within 6 months
after the employee becomes unfit for work
If the injured worker becomes fit for their
pre-injury job they may be eligible for their
job back within 2 years of dismissal

Section 4
Ensure replacement
worker is informed
of the right of the
injured worker to be
reinstated

Early commencement of Injury management and return-to-work program

RTW program is displayed in the workplace
and available to employees who ask for it
and to employees who are injured

Section 4
(4.5, 4.6)

A person of authority is appointed to act as

the communicator between injured employees,
doctors and the insurance company (applies
if your organisations annual workers
compensation premium is <$50,000 per year)
or
A trained return-to-work coordinator is
appointed (apply if your workers compensation
annual premium is >$50,000 per year)

Section 4 (4.5)
34

Employees notify you of injuries as soon as

possible

The Register of
Injuries (ROI).
Employers are
allowed to use their
own incident
report.

Notify your insurance company of all injuries

within 48 hours of being informed

Obtain a
Notification of
Injuries form from
your insurance
company

Cooperate with your insurance company in the

development of an injury management plan
for an injured worker

Section 4 (4.6)

RTW program is written according to

WorkCover guidelines

Section 4 (4.9,
4.10)

RTW program is developed in consultation

with the employees

Section 4 (4.9)

The return-to-work coordinator makes contact

with the nominated treating doctor and the
injured worker to develop a return-to-work plan

Section 4 (4.6)

Provide suitable duties if possible

Section 4 (4.9)

Injury management not to disadvantage injured employees

Employees are informed of their rights and
obligations regarding workers compensation
Information is available to employees of a
non-English speaking background
interpreters are used when necessary

If possible, you assist an employee to find

alternative employment if they cannot return
to their pre-injury job

Section 4 (4.5)
WorkCover provides
some translated
information. It is
available from the
Publications
Hotline
1300 799 003
or at
www.workcover.nsw.
gov.au

Section 4 (4.6)

Dispute resolution

A dispute resolution procedure is in place

for disputes about injury management

Section 4

Cooperate with any request by an employee

for assistance from their union

Provide cooperation

Is it likely to happen?

Yes almost happened last week when a

client slipped and nearly hit the door, but
it did not break.

Hazard

Slipping hazard and risk of

cutting self on broken glass by
falling through plate glass door at
the base of the stairs.

Identify the risks

THINK Identify the hazards, assess the risk

2.8 Sample risk assessment worksheet

Yes could have resulted in a very deep

laceration, severe loss of blood.

Could it be severe?

Priority ranking
1= higher, 5 = lower

2.9 Sample risk management worksheet

DO control the risk
HIERARCHY OF CONTROLS
1. Eliminate the hazard or risk
2. Change equipment or materials
3. Isolate the hazard

Hazard

Solution

Manager to
arrange.

Who?

31/4

By When?

4. Design in safety
5. Change work methods
6. Use personal protective equipment

Glass door at bottom of stairs.

Replace door no glass except for face height

window, or use safety glass. Install non-slip
surface on stairs, improve lighting on stairs.

Date completed and signature

Action

Fix it (control)

Dates
Implemented/Reviewed

Who was consulted?

What have they said about the changes?
What records were consulted?

MONITOR AND REVIEW the action taken for its effectiveness

2.10 Sample risk management review worksheet

Outcomes

Recommended
future action

2.11 OHS induction for workers

Sample topics and timetable
Time

Topics

9:00 am

General administration
Learning outcomes and assessment
Introduction to the course
Topic 1 - OHS legislation in the workplace
Defining key terms
Key elements of OHS legislation
Workplace responsibilities
Responsibilities of employees
Role of WorkCover

10:00 am

Topic 2 Communication and consultation in OHS

Effective OHS consultation
OHS consultative processes
Role of OHS committees/OHS representatives

10:45 am

Break

11.00 am

Topic 3 Implementing OHS risk management

Key elements of risk management
Identifying hazards
Risk assessment
Controlling and monitoring OHS risks
Elements of a safe system of work

11.45 am

Topic 4 Emergencies and first aid in the workplace

Workplace emergency planning
Elements of an emergency response plan
Elements of a site evacuation plan
Emergency procedures for fire and hazardous
substances
Legal and workplace requirements for first aid

12:30 pm

Topic 5 Workplace injury management and workers

compensation
Defining workplace injury management and workers
compensation
Entitlements and obligations of injured workers
Elements of workplace injury management and return
to work
Summary, assessment and evaluation

1:00 pm

Note: This course may be more than 4 hours duration if trainers customise to
suit the needs of the organisation, eg, training in procedures for particular
workplace risks.
Source: OHS Induction for Employees, WorkCover NSW, OHS Education Unit
2002.

3. OHS ISSUES

IN THE COMMUNITY SERVICES SECTOR

IN THIS SECTION:

PAGE

3.1

Manual handling

3.2

Workplace violence

3.3

Managing psychological injury

3.4

Work related fatigue

3.5

Slips, trips and falls

3.6

Working with chemicals

3.7

Infection control

3.8

Home visits

3.9

The office setting

3.10 Caring for children in your workplace

Checklists & tools

3.11 Checklist: external environment safety & security

3.12 Checklist: internal environment safety & security

100

3.13 Sample worksheet: manual handling

107

3.14 Checklist: manual handling

108

3.15 Checklist: workplace violence

109

3.16 Sample procedures: violence response

112

3.17 Checklist: slips, trips and falls

114

3.18 Sample procedure: management of potential occupational

exposures to HIV, hepatitis B & hepatitis C

115

3.19 Checklist: client home environment

117

3.20 Checklist: working off site safety & security

121

3.21 Checklist: transport safety

123

Disclaimer
This document provides general information about the rights and obligations of employees and employers
under NSW occupational health and safety laws. It is intended to provide general information about the law
and is not intended to represent a comprehensive statement of the law as it applies to particular problems or
to individuals, or substitute for legal advice. You should seek independent legal advice if you need
assistance on the application of the law to your situation.
1

OHS ISSUES IN THE

COMMUNITY
SERVICES SECTOR
3.1 Manual handling
Manual handling is any activity that involves lifting, lowering, pushing,
pulling, carrying or otherwise moving, holding or restraining any person or
object.
Background
Manual handling is a major cause of injury and lost time from work in the
community services sector. In 2001/2002, manual handling accounted for
33% of all major workers compensation claims in the community services
sector in NSW. Injuries may occur when moving equipment around your
organisation, helping clients get in and out of buses, doing home repairs,
lifting children, shifting furniture and many other day to day activities.
What the law says

OHS Regulation 2001

clause 79-80

An employer must first do what is possible to eliminate the risk and then
control the risk to the extent that it cannot be eliminated:
eliminating the risk
-

provide a work environment that makes it possible to handle objects

safely

support safe work practices

ensure all objects to be moved are designed, constructed and

maintained so as to eliminate risks arising from manual handling

controlling the risk

change the design of the object to be moved or the work environment

provide mechanical aids

make sure the workers doing the manual handling are properly trained
in manual handling techniques

ensure that team lifting is only used when no other risk control is
reasonably practicable. If team lifting is the only option, then it must
be performed with proper arrangements.

How to comply
1. Include a commitment in your OHS policy
Include a commitment to address manual handling hazards in your OHS
policy. Under the legislation, you do not have to have a manual handling
policy, however, it does help you to develop approaches to comply with the
NSW Occupational Health and Safety Act 2000 and the NSW Occupational
Health and Safety Regulation 2001.
2. Follow a risk management approach
think about what may affect employees health, safety or welfare (identify
hazards and assess the risks they pose)
talk with employees (consult about matters that may affect employees
health, safety or welfare)
do what is necessary to make the workplace safe (implement risk controls)
review and monitor OHS measures (ensure risk controls are effective).
An example of a Manual handling worksheet is provided in Section 3.13,
Checklists and tools.
Step 1 Think identify and assess the problem
look at past manual handling incident and injury reports
look at the work being performed, identify the manual handling involved
use the Sample assessment of risk at the end of 3.1 to identify the risks
(the assessment form meets the OHS Regulation 2001, clause 81).
Note: Manual handling hazards are rarely black and white problems.
Usually, there are a number of factors that make up the hazard. For example,
the hazard could be a combination of the weight of the object, the size of the
person doing the task and the frequency of the task.
Step 2 Talk consult with workers and volunteers
consult with the people doing the manual handling identify the manual
handling tasks
work out which tasks pose the most risk. Assess each of the manual
handling tasks using a checklist similar to the Sample assessment of risk
at the end of this section. Identifying the factors that make the manual
handling risky enables you to work out viable solutions. The more ticks in
the boxes, the higher the risk of injury. This highlights which tasks have
the highest priority.

Step 3 Do take action to eliminate or control the risk

Clause 80 of the OHS Regulation 2001 specifically requires employers to
ensure that equipment, work practices and the environment are designed to
eliminate risk from manual handling. Where risks cannot be eliminated then
they must be effectively controlled through modification of equipment, work
practices or the environment and provision of suitable equipment, and training.
The Hierarchy of Risk Control for manual handling provides a framework for
making decisions about appropriate risk control strategies:
Most Effective

Eliminate

Cease performing the activity and/or using the

equipment if they have been assessed as a risk.
Close off the unsafe environment.

Modify

Redesign the environment, furniture, layout and

equipment for example, provide redesigned
clothing for residents, which allowed them to be
changed without workers bending or twisting,
increase wheel size on trolleys, eliminate floor
joints so equipment wheels smoothly between
areas, reorganise shelving to ensure objects are
more accessible.

Equipment

Provide suitable equipment for tasks for example

provide client handling equipment in sufficient
quantity and range, provide suitable workstations
for computers.

Work Practices

Implement work practices for appropriate resource

allocation, consistent practice over all shifts, and
provision of assistance if required. Hazard
reporting, incident investigation, risk assessments.

Team Lifting: Historically, team lifting has been

considered an appropriate risk control measure.
However, WorkCover NSW statistics have
consistently shown that people are more likely to be
injured in team situations. If team lifting or
handling is required, then it must not be the only
risk control strategy employed. Refer to OHS
Regulation c 80(3).
Training

Ensure all staff at all levels receive training in

manual handling, risk assessment control strategies
and incident investigation.

Least Effective
Note: Normally Risk Control Models incorporate PPE (Personal Protective Equipment). There is
no PPE for manual handling.
Adapted from Manual Handling for Nurses Training Package WorkCover NSW, 2005

Step 4 feedback (review)

Review

Consult with the

people doing the
manual handling
identify the manual
handling tasks

Risk elimination/

Has each risk control

measure been
implemented?

Use the checklist to

identify the risks (the
checklist meets the

control
For each risk, use the
risk elimination and
control measures to
plan action

Was it effective?
What more can be
done?

Implement the
action

OHS Regulation,
2001 Clause 81)
Work out which tasks
pose the most risk

A note about training

In the past, the strategy to fix manual handling problems has been to teach
employees and volunteers how to care for their back and how to lift
correctly. Whilst it is important to understand and practice these skills, to
rely on this approach does not address the underlying manual handling
hazards in your organisation.
Employees and volunteers need to develop knowledge and skills in the risk
management approach to manual handling. Employers must ensure that the
persons carrying out the activity are trained in manual handling techniques,
correct use of mechanical aids and team lifting procedures appropriate to the
activity (Clause 80(2) (C)).

All employees and volunteers would benefit from training to:

learn how to participate in the risk management approach
learn how to care for their back
understand ergonomic principles for good design
use lifting techniques appropriate to the workplace
use equipment correctly and safely.
Ensure that training is regular and updated, not just done once. Keep
training records of who has attended training. Check the knowledge and skills
of workers/volunteers to ensure they have obtained competence in the areas
covered by the training.
Recommended case studies

Good Shepherd Aged Services: Back Injury Prevention Program, Better Health
and Safety Awards, Commonwealth Department of Health and Ageing, HESTA
(Super for Health and Community Services), 2001 Case Studies.
Purpose-Built Chairs: Improve Manual Handling of Aged Residents in Health
Care Institution. Case Study No. 3, Utilities Manual Handling Resource Kit,
WorkCover NSW, 2002.
Patient Handling: A Weighty Problem. Case Study No. 20, Utilities Manual
Handling Resource Kit, WorkCover NSW, 2002.
Redesigned Clothing for Residents Means Less Bending and Twisting for
Staff. Case Study No. 24, Utilities Manual Handling Resource Kit, WorkCover
NSW, 2002.
Acknowledgements and further reading
The following publications have been used in the development of these
Manual Handling Procedures.

OHS Regulation 2001,

clause 80

Training
Manual Handling in Aged Care: A Program for Ancillary Staff, WorkCover
NSW, 1997 (available through Australian Nursing Homes and Extended Care
Association (ANHECA) on 02 9282 9811 or Aged and Community Services
Association (ACSA) on 02 9799 0900).

Manual Handling in Aged Care: A Program for Carers, WorkCover NSW, 1997
(available through Australian Nursing Homes and Extended Care Association
(ANHECA) on 02 9282 9811 or Aged and Community Services Association
(ACSA) on 02 9799 0900).
For manual handling training in aged care contact the Aged and Community
Services Association (ACSA) on 02 9799 0900 or the Australian Nursing
Homes and Extended Care Association (ANHECA) on 02 9282 9811.
Tools & Resources

Health and Safety for Home and Community Workers: Guidelines for
managing OHS WorkCover Corporation Grants Scheme, SAFER
Industries, November 2000. www.workcover.com

Health and Safety for Home and Community Workers: Guidelines for
managing OHS - Forms. WorkCover Corporation Grants Scheme, SAFER
Industries, November 2000. www.workcover.com
Issues Paper 4. Identification of compliance requirements and tools for an
effective risk management process for the National Standard and Code of
Practice for Manual Handling, Bryan Bottomley & Associates prepared for
National Occupational Health & Safety Commission, February, 2003.
A Manual of Handling People: Implementing a No-lift Approach, Kate
Tuohy-Main, Tuohy-Main Pty Ltd, Newcastle, 1999.
Utilities Manual Handling Resource Kit, WorkCover NSW, 2002, Publication
No.1200 available from WorkCover Publications on 1300 799 003.
Websites
Queensland Division of Workplace Health and Safety:
http://www.whs.qld.gov.au/index.htm.
Manual handling guide: Manual tasks - An Employer's Guide to the Manual
Tasks Advisory Standard 2000 January 2000:
http://www.whs.qld.gov.au/brochures/index.htm#m this guide provides
manual handling checklist questions and control options not specific for
the community services sector, but does provide useful information.
Injury data

WorkCover NSW Statistical Bulletin, Workers Compensation Claims

2001/2002, Publication No. 520.3. available from WorkCover Publications
on 1300 799 003.
National Standards

National Standards for Manual Handling and Code of Practice for Manual
Handling, WorkSafe Australia, Australian Government Publishing Service,
Canberra, February 1990.
Comment: The National Standards are currently under review. Discussion with
Patricia Burritt of the National Occupational Health and Safety Commission
has provided the following timeline for the review process:
August, 2003 Review Report to be available on the NOHSC Website
April-June, 2004 Draft National Standards for Manual Handling will be
released for public comment
End 2004 Revised National Standards for Manual Handling targeted to be
released.
Refer to the NOHSC website to stay current with this issue:
Home page: http://www.nohsc.gov.au.
Manual handling updates:
http://www.nohsc.gov.au/OHSLegalObligations/NationalStandards/
ManualHandling/default.htm.
46

Adapted from Manual Handling in Aged Care: A Program for Carers

WorkCover NSW, 1999.
Sample Assessment of Risk
Actions & movements

Working posture and

position

Duration and frequency

Repetitive actions

Task performed above

shoulder height

Frequent handling

Sudden, jerky
movements
Bending

Task performed below

mid thigh

Frequent prolonged
duration in one
position

More than one task

performed at a time

Frequent or prolonged
restraining, pushing,
pulling, holding

Workplace & workstation Work environment

layout

Work organisation

Unsuitable height

Lack of extra staff

Clutter/trip hazards

Uneven or slippery
floors

Lack of space

Cluttered work space

Hard to reach object

Poor lighting

Patient assist
equipment not
available

Presence of other
hazards (noise)

Fluctuations in work
flow
Procedures not
developed for the task

Skills & experience

Age

Clothing

Staff not adequately

trained

Workers are under 18

years & lifting objects
over 16 kg

Clothing of worker
inhibits movement

Staff not supervised

Demand of task
exceeds physical
capacity of some staff

Clothing of person to
be moved is restrictive
Unsuitable footwear

Weights and forces

Location of loads and

distances

Characteristics of loads

Large object

On stairways or ramps

Heavy weight (over

4.5 kg while sitting;
over 16 kg while
standing)

Long distances (>

10m)

Wet, greasy, dirty or

sharp object

Moving object
Slippery object
Object held away from
body

Cramped position

Object is hard to grasp

Object is very hot or

cold
Object has any
dimension > 75cm
Object blocks the view
of holder
Contents can shift
during movement

Special needs

Other issues

Staff at greater risk

(illness, pregnancy)

Other issues that

could increase the risk
to the staff, residents
or visitors
47

3.2 Workplace violence

Violence and aggression includes verbal and emotional abuse or threats and
physical attack to an individual, group, or to property.
What the law says
Workplace violence is not only an occupational health and safety issue. In
some circumstances the violence may amount to a crime. Violence should be
reported to the police.
Context
Occupational violence can take many forms including:
client-related violence
violence that is internal to the organisation involving violence between
employees, managers, employers or volunteers
violence to people in the workplace from the general public, eg, assault or
robberies.
In the community services sector, the main threat of violence is from clients
or residents.
Violent acts may include:
verbal abuse, in person or over the telephone
written abuse
discrimination
bullying and harassment
spitting
stalking
threats
ganging up, bullying and intimidation
physical or sexual assault
armed robbery
malicious damage to the property of staff, clients or the organisation.
Violence in the community services sector
Community services workplaces have a high potential for violent incidents
because they are often working with higher risk client groups and much of
the work is carried out in the less predictable environments of home and
community settings. Employees/volunteers in rural and remote areas can be
particularly vulnerable due to isolation and limited telecommunication
support in some areas.

In some community services, the term challenging behaviour is used to

refer to client behaviours that are sufficiently frequent or intense that they
may place at risk, the physical or psychological health of others in the
workplace. Challenging behaviours can range from extreme withdrawal from
relationships and activities to aggression directed at self or others. Examples
of challenging behaviour include stereotypic behaviour, disruptive behaviour,
self-injury and property damage (DADHC Disability Services, 2003).
Ongoing monitoring of client risk can be done to check the status of a client,
not to exclude them. This provides an effective means of protecting staff and
ensuring the most positive outcome for clients. A static or inadequate
assessment system may stigmatise a client unnecessarily. Workers may be
placed at greater risk where they have been advised of a clients risk potential
but not provided with sufficient information as to the triggers to that violence.
Commitment
A commitment to violence prevention, where roles and responsibilities for
safety are stated, should be included in overall OHS policies or documents.
There is some evidence that for certain organisations there may be value in
having a separate violence prevention and management policy.
Violence should be viewed in the same way as other occupational health and
safety risks. Employers and managers can demonstrate commitment to
violence prevention by providing leadership and resources, eg. as the
development of a violence prevention and management policy, training or a
communication strategy that promotes zero tolerance of aggression and
violence. Employees have a duty to report incidents and to comply with
organisational procedures to control the risk of violence.
Small organisations working in rural and remote areas may need to work with
other community organisations to develop shared procedures for emergency
response.
Factors that may contribute to workplace violence
The following factors may be associated with elevated risk of client
aggression experienced by employees and volunteers and other clients in the
community services sector.
Conditions and disorders:
poor management of mental illness
antisocial/borderline personality traits
delirium
neurological disorders, head injuries
confusion, disorientation or dementia
hypoglycaemia

epilepsy
drug and alcohol withdrawal.
Frustration:
feeling powerless or ignored (eg perceived delays or poor quality service)
concerns or requests not adequately handled
difficulty communicating
humiliation, rejection
marginalisation.
Fear:
anxiety
homophobia
racism.
Decreased inhibition:
neurological disorders
intoxication/disinhibiting medication
use of illegal drugs
poor impulse control (eg in some people with a developmental disability)
obsessional behaviour.
Stress:
loss and grief
frustration or helplessness
pain
agitation.
Material gain:
money, drugs or valuable goods.
Non-material gain:
power or position
sexual gratification
retribution for perceived injustice or inequality.

Step 1 Think identify and assess the problem

Activities used to identify hazards include:
look at the history and culture of the organisation
review incident and injury reports, statistics from the community services
sector or other similar community service organisations
use a safety and security checklist (see 3.11 and 3.12 at the end of this
section)
consult with employees and volunteers
survey employees and volunteers (anonymously or in confidence if
necessary)
consult with clients
consult with local police and industry experts in violence
review work systems and procedures such as staffing levels, quality and
validity of assessment and referral information, procedures for high risk
clients, client transport, off site visits, emergency procedures, etc
review communication systems and personal protective equipment, etc
determine level of skills and competence needed to perform work with
higher risk clients
review Employee Assistance Program data (if you have this in place)
physically walk around the premises to look for possible
triggers/opportunities for violence, or safety opportunities.
Step 2 Talk consult with employees and volunteers
Once you have collected information about potential and foreseeable violent
situations you need to prioritise risk factors by considering:
likelihood of a violent incident occurring
potential likelihood and severity of an injury
how often and for how long people in the workplace are exposed to the
risk
the number of people at risk
training and level of skills and experience
existing control strategies to reduce the risk of violence.
The risk management worksheet in checklists and tools (Section 2.9)
provides a helpful tool to help document the risk assessment process and
determine priorities.

Step 3 Do take action to eliminate or control the risk

Procedures for violence prevention should be embedded in day-to-day
operating procedures. Review your existing procedures to see if they contain
sufficient information to control and minimise violence related harm to
workers and others in the workplace.
1. Eliminate the hazard
First, ask if the hazard can be reasonably eliminated.
develop appropriate referral, intake and assessment procedures
provide information and training to employees and volunteers in
identifying early warning signs of potentially volatile situations and
defusing the situation before it escalates into violence
remove the triggers for violence, eg, separating residents who incite
violence, or advertise that drugs and cash are not kept on premises.
2. Change equipment or material
replace breakable glass panes with safety glass
replace furniture that can be used as a missile with fixed furniture.
3. Isolate the hazard
if appropriate, limit services to telephone contact.
4. Design in safety
Use Safer by Design - Crime Prevention Through Environmental Design
(CPTED) principles:
surveillance (clear sightlines between public and private places, effective
lighting, landscaping that does not provide hiding places)
access control (restricted access to internal or high risk areas, landscapes
that channel pedestrian routes)
territorial reinforcement (clear transitions between public and private
space, signs to indicate who is to use space and what it is for, design that
encourages gathering in public spaces and sense of ownership and
responsibility for it)
space management (well planned, maintained and repaired spaces).
5. Change work methods
Develop policies for:
client management, service and complaints management
employee/volunteer code of conduct
staffing and rosters
cash handling
52

emergency procedures including emergency communication, and planning

an opportunity for quick exit
post incident reporting, debriefing and review
home visits, callouts and off-site work
client transport
training
peer support, supervision and career progression
grievance procedures
written hand over of status of risk eg, client
securing the premises.
6. Use personal protective equipment (PPE)
duress alarms for employees/volunteers on duty including those at
reception
personal alarms and mobile phones in situations where this may provide
greater security.
Step 4 Review (feedback)
You need to regularly review if the controls you have in place are effective.
Make a date to review and complete the risk assessment table found in
Section 2.8.
Consult your employees and volunteers and consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one. For example, storing goods in
a different place may have increased a risk of tripping for another person.
analyse incident data to see if any improvements have resulted from risk
control initiatives
review procedures after incidents or when considering service for a new
client group, or service at a new site
encourage employees/volunteers to report violent incidents
identify threats of violence as a standing item at staff meetings.

Scenario: During a review of violent incidents, managers and employees

looked at where procedures had failed to prevent violent incidents. They
found:
a client had access to a knife and alcohol because the correct procedures
had not been followed
a client had a previous history of violent behaviour which was not
mentioned in referral papers
an outer security door was left unlocked
an employee went on a callout alone without a mobile phone.
TOPICS THAT CAN BE COVERED IN TRAINING ABOUT VIOLENCE
employer and employee responsibilities
risk management
types of occupational violence
legal issues associated with violence
controlling risks associated with specific tasks or worksites
policies and procedures for on-site and off site work
dispute resolution skills
managing stressors
recognising signs of impending violence
defusion/de-escalation techniques
anger/self-management techniques
emergency response procedures on/off site including violence, fire, bomb
scare, armed hold-up
self-defence
debriefing procedures
incident reporting mechanisms
client service and complaints management
supervision, mentoring and peer support.

Checklists and tools at the end of this section

Workplace violence
External environment safety and security
Internal environment safety and security
Off-site safety and security
Sample procedures: Violence response techniques

Acknowledgements and further reading

Health and community health services

Management of Adults with Severe Behavioural Disturbances: Guidelines for

Clinicians in NSW 2001 NSW Health Department.
Prevention and Management of Workplace Aggression: Guidelines and Case
Studies from the NSW Health Industry. Joint WorkCover NSW, Central Sydney
Area Health Service publication, 2001 PDF download from
www.workcover.nsw.gov.au Publications search keywords workplace violence
prevention.
Supported accommodation

Preventing violence in the accommodation services of the social and

community services industry, 1996 joint WorkCover NSW and Department
of Community Services. WorkCover NSW Publication 118 available from
WorkCover Publications on 1300 799 003 or www.workcover.nsw.gov.au.
Safety and Security training program for workers, committee members and
coordinators. Available from the SAAP training unit at the Department of
Community Services. 02 9692 7133 www.community.nsw.gov.au/saap.
Disability services

Managing risks and incidents in the workplace. Department of Ageing

Disability and Home Care, Disability Services, 2003. PDF download from
www.dadhc.nsw.gov.au publications.
Child services

Critical Incidents and Violence in Child Welfare Practice, Monograph 31,

November 1996, Barnardos Australia, available for purchase 02 9281 7933
Management for Effective Child Welfare The Organisation of Work in
Barnardos Australia, Monograph 24, Barnardos Australia, available for
purchase on 02 9281 7933.
Family support services

Worker Safety Policy, 1997 Family Support Services Association of NSW.

02 8512 9850.
Youth services

A Secure Workplace for Young Australians 1999 a joint WorkCover NSW

and the National Childrens and Youth Law Centre. Available in PDF
download from www.workcover.nsw.gov.au - publications. Search key words
workplace violence prevention.
General

Violence in the Workplace, WorkCover NSW, 2002 Publication no 701

available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au.
Cash in Transit, WorkCover NSW Publication no 1203 available from
WorkCover Publications on 1300 799 003 or www.workcover.nsw.gov.au.
55

3.3 Managing psychological injury

What the law says
Psychological injury is defined as being a personal injury arising out of or in
the course of employment that is a psychological or psychiatric disorder. This
term can extend to include the physiological effect of such a disorder on the
nervous system (Workers Compensation Act, 1987).
Factors that may contribute to psychological injury in community service
organisations include where the employee:
had a workload greater, or less, than is usual or when compared to others
in similar positions
experienced job change (eg in task content, hours, location, supervision)
was not consulted about changes affecting their job
did not have the skills and training for their job, or was uncertain about
what they had to do, and this was not addressed by the employer
had a poor relationship with their supervisor, peers or with others at work
which was not identified and rectified
was not able to discuss issues or problems they experienced with their
clients, supervisors and workloads
was not offered a confidential advice service, including counselling or
treatment services
worked in an emotionally or physically demanding job with inadequate
support and monitoring for health effects
did not have scope for varying their working conditions and to influence
the way their job was done
was not treated consistently or in line with workplace policies and
practices
made complaints but these were not treated seriously inadequate
communication
had repeated absences but neither they nor the reason for absence were
investigated. This may indicate employers disinterest and lack of concern
for the employees welfare.
The following stressors relate to an employees conditions of employment and
therefore should be managed through human resource policies and
procedures:
staff selection, job description, induction training
monitoring workloads, performance, working hours, absence levels and
reasons for absence and taking any necessary action following such
monitoring
56

conducting regular appraisals and encouraging employees to discuss any

work related issues or problems
identifying work issues that could cause psychological injury and deciding
who may be vulnerable
ensuring the consistent application of policies and procedures.
These should not be treated as OHS risk factors.
How to comply
Step 1 Think identify and assess the problem
Activities used to identify foreseeable hazards associated with psychological
injury include:
review incident report forms, workers compensation data, psychological
injury claims and statistics from the community services sector or other
similar community service organisations
review research evidence or advice from specialists
consult with the employees clients and volunteers
review Employee Assistance Program data (if you have this in place)
use External and Internal safety and security checklists to assess whether
environmental factors may be associated with psychological injury.
Step 2 Talk consult with employees and volunteers
Consult your employees and volunteers to get their input.
Ask what they feel the source of any stressors may be - what they do to
manage this and what they feel ought to be in place to help them and others
manage situations that have the potential to cause psychological injury.
Enquire if they have been exhibiting any physical signs including rashes,
digestive problems, headaches, drowsiness, or incidents of drowsiness while
driving.
Discuss the level of support they feel is available to them to manage
stressors.
do they feel the communication channels are open at work
do they have access to counselling
do they feel valued by supervisors, co-workers and volunteers
do they feel they have all the training they need to deal with stressful
situations at work?

Step 3 Do Take action to eliminate or control the risk

Follow the hierarchy of controls
1. Eliminate the hazard
There are a range of things that can be done to eliminate sources of stressors
from a community service workplace. Not all things will work or need to be
done, but below is a list of ideas to consider:
develop appropriate referral, intake and assessment procedures to ensure
that employees and volunteers are not exposed to clients with issues that
the organisation is not equipped to deal with
review recruitment criteria to ensure that people with the right skills and
experience are recruited
provide a thorough induction into the organisations policies and
procedures (See 2.11 - sample topics and timetable for OHS Induction for
Workers)
provide training to ensure that employees and volunteers are competent to
perform their roles and can manage time effectively
define tasks, job descriptions, roles and responsibilities for employees and
volunteers.
2. Substitute the hazard
This control measure does not often apply to exposure to stressors but there
may be instances where staffing options can be introduced.
if the hazard is based on an employee or volunteer feeling stressed as a
result of a personality clash with a client or from being faced with issues
that the client brings to the situation (such as being terminally ill, or
having been raped) then that employee can be given other clients to work
with. That client would then be assigned to another employee.
3. Isolate the hazard
where possible, limit services to telephone contact for clients who present
a high risk of violence.
4. Design in safety
re-design the work environment to reduce stressors associated with client
interaction such as the risk of violence
re-design the work environment to minimise stressors associated with
ergonomics, lighting, ventilation, overcrowding and noise.

5. Modify work methods

ensure that employees and volunteers working in high-risk situations are
trained and supported
monitor leave entitlements. Frequent absences from work are the most
common predictor of stress related workers compensation claims
establish mechanisms for early identification, reporting and management
of psychological injury
provide training and information about the causes of psychological injury
and development of management strategies
organise professional supervision or peer support for employees and
volunteers with high-risk client groups (such as people who have
experienced acute grief, violence, sexual abuse, sexual assault or clients
who have a history of aggression or violence)
establish formal policies and procedures for dealing with grievances,
disputes and discipline
ensure that serious or critical incident debriefing processes are in place
ensure that procedures are reviewed following serious incidents.
6. Use personal protective equipment (PPE)
duress alarms could increase employees and volunteers sense of security
but procedures should ensure that staff do not place themselves at
increased risk as a result of having an alarm in place.
Step 4 Review (Feedback)
Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one.
For claims relating to psychological injury see Section 4: Preparing for and
Managing Incidents and Claims.

Acknowledgements and further reading

Psychological Injury
National Health and Medical Research Council (2000). When Its Right in
Front of You. Assisting Health Care Workers to Manage the Effects of Violence
in Rural and Remote Australia. Commonwealth of Australia.

Preventing and Managing Psychological Injury in the Workplace. A Guide for

Managers. Commonwealth of Australia 2003 (www.comcare.com.au).
Managing OHS in Childrens Services. A model for implementing an
Occupational Health and Safety (OHS) management system in your childrens
service. Tarrant, Sue, Lady Gowrie Child Care Centre, Sydney.
Loss and Grief
WorkCover NSW (2000) Managing Loss and Grief in the Aged Care Industry.
WorkCover Publication No 102 available from WorkCover Publications on
1300 799 003 or www.workcover.nsw.gov.au.

3.4 Work related fatigue

Fatigue
Fatigue is tiredness that results from physical or mental exertion or
insufficient sleep. Fatigue can arise from work that requires
employees/volunteers to maintain a high level of concentration or intense
inter-personal interactions, be on their feet for long periods of time, shift
work, overtime and on-call work. Many of these conditions are commonplace
in community service work.
Research shows that there are significant health and safety issues associated
with shiftwork related fatigue:
many aspects of human performance are at the lowest levels at night, with
2am to 6am recognised as a low alertness period. Changes to the body
clock, also known as the circadian rhythm can affect behaviour, alertness,
reaction time and mental capacity
the cumulative effect of prolonged night shifts can result in sleep debt.
A sleep cycle is usually about two hours shorter after working a night shift
and sleep during the day is usually of a lesser quality than night sleep
permanent night shift workers may adjust better to a night work routine,
however research suggests that their body clock never completely adjusts,
because they are likely to return to normal sleep patterns during days off,
in order to maintain family and social life.
Health effects of prolonged fatigue and exposure to stressors
Fatigue associated with shiftwork, and other prolonged exposure to stressors
can have a detrimental effect on physical health, such as:
sleep disorders
mood disturbances
gastro-intestinal complaints
headache
nausea
depression and other psychiatric disturbances
cardiovascular disease
irregular menstrual cycles
problems associated with disruption of medication regimes for medical
conditions eg, insulin for diabetes.
Fatigue can also result in workplace conflict, absenteeism, poor performance
and mistakes that result in physical injuries or compromised client care.

Large individual differences exist on how people adjust to shiftwork. For this
reason, it is critical to have consultation and employee participation in the
design of staffing arrangements and work schedules using a risk management
approach.
Commitment of senior management
Management commitment is critical to the process of prevention of stress
and fatigue since most of the control mechanisms involve administrative,
rather than environmental controls. For some community service workers,
placing the needs of clients before their own and working excessive hours is
part of their personal ethic of caring. Assisting employees and volunteers to
develop individual management strategies is important, however management
systems for prevention, detection and early intervention are essential.
How to comply
Step 1 Think identify and assess the problem
Activities used to identify foreseeable hazards associated with fatigue:
review incident report forms, workers compensation data, fatigue claims
and statistics from the community services sector or other similar
community service organisations
review incident data against work records to detect incidents associated
with shift times
review and research evidence or advice from specialists
review Employee Assistance Program data (if you have this information).
Step 2 Talk consult with workers and volunteers
Consult your employees and volunteers to get their input.
Ask about fatigue in relation to shift work, driving, caseloads or workloads.
Consult with them about possible strategies to manage fatigue.
Discuss aspects of work schedules that contribute to fatigue.
Enquire if they have been exhibiting any physical signs of fatigue, including
rashes, digestive problems, headaches, incidents or drowsiness while driving
or on duty.
Discuss the level of support they feel is available to them to manage fatigue:
do they feel the communication channels are open at work
do they have access to counselling
do they feel valued by supervisors, co-workers or volunteers?

Step 3 Do take action to eliminate or control the risk

Follow the hierarchy of controls
1. Eliminate the hazard
There is a range of things that can be done to eliminate sources of fatigue
from a community service workplace. Not all things will work or need to be
done, but below is a list of ideas to consider:
review recruitment criteria to ensure that people with the right skills and
experience are recruited
provide a thorough induction into the organisations policies and
procedures
provide training to ensure that employees and volunteers are competent to
perform their roles and can manage time effectively
define tasks, job descriptions, roles and responsibilities for workers and
volunteers
review staffing and roster procedures to minimise the risk of fatigue.
2. Substitute the hazard
This control measure does not often apply to exposure to fatigue but there
may be instances where scheduling options can be introduced.
if the hazard has been identified as night shift, for example, a review of
the need for night shift might see a substitution of this service for workers
being on call, where appropriate.
3. Design in safety
re-design the work environment to minimise fatigue associated with
ergonomics, lighting, ventilation, overcrowding and noise.
4. Modify work methods
ensure to the extent possible that shift work rosters are designed to
minimise fatigue and minimise disruption to family and social life
frequent absences from work are a common predictor of fatigue
establish mechanisms for early identification, reporting and management
of fatigue
provide training and information about the causes of fatigue and the
development of management strategies.

Step 4 Review (feedback)

Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one.
INFORMATION FOR SHIFT WORKERS
Managing fatigue
inform family and friends of shift hours, use answer phone and lower
phone volume to stop disturbances during sleep
optimum sleep conditions are dark and cool with heavy curtains and
sound insulation to mask noise if necessary
air conditioning can be used to mask minor noises
develop sleep time and wake time routines
build exercise into every day but avoid exercising in the two hours before
sleep
if regular medication is being taken (eg insulin for diabetes) consult your
doctor before commencing shift work
maintain regular eating times and patterns
maintain a healthy diet
minimise caffeine, alcohol or high fat food intake prior to sleep
plan for shift work arrangements in consultation with family members or
people you live with, to minimise impact on family, social life and
household duties.
identify and manage non-occupational sources of fatigue.

Acknowledgements and further reading

Fatigue and shiftwork

Minimising fatigue in the health, aged care and allied industries. WorkCover
NSW Publication no. 230 available from WorkCover Publications 1300 799
003 or www.workcover.nsw.gov.au.
Australian Medical Association (1999), National Code of Practice Hours of
Work, Shiftwork and Rostering for Hospital Doctors. (www.ama.com.au).

3.5 Slips, trips and falls

Slips can be caused by slippery floors, loose gravel or other small items left
on a smooth surface, uncleaned spillages or gripless shoes. Trips may occur
over objects lying on the ground or jutting out into aisles or paths, over pets,
getting in or out of vehicles, or due to uneven surfaces, cracked paths or
poorly marked or poorly lit steps. Falls from a height can be from ladders,
down stairs, due to insecurely guarded drops/ledges or from standing on
chairs to reach an object.
Falls are the second most common cause of injury behind manual handling
in the community services sector. During 2000/2001 falls accounted for
24% of permanent injuries for workers and 20% of temporary injuries (under
6 months), with falls from the same height accounting for approximately two
thirds of those injuries.
What the law says
Employers and controllers of premises owe duties under the OHS Act to
ensure safe working conditions for employees and others in the workplace.
More information about these duties is provided in Section 2. The OHS
Regulation 2001 imposes further specific duties on employers and controllers
of premises with respect to conditions that might give rise to risks of slips,
trips and falls.
In particular, controllers of premises must ensure that:

OHS Regulation 2001,

clause 39

safe access is provided to all parts of a workplace to which a person may

require access and from which a person may fall
if the whole or any part of the roof is brittle or fragile, both warning signs
and safe walkways are provided and maintained
if windows are designed to be cleaned from the outside, anchorage points
for fall arrest devices are provided on each window or other safe means of
cleaning are provided
floors are designed to be safe without risk of slips, trips or falls, with
adequate drainage and appropriate floor coverage.
Employers must also ensure that:
floors are designed to be safe and without risk of slips, trips or falls
persons are able to move safely around the place of work, and

OHS Regulation 2001,

clause 45-6

adequate lighting is provided

How to comply
Refer also to the sample checklists:
Slips, trips and falls (Section 3.17)
Client home environment (Section 3.19)
External, internal environment (Sections 3.11 and 3.12).
65

Step 1 Think identify and assess the problem

Consider all possible sources of information that indicate if workers are
exposed to the risks of slips, trips or falls:
complete a workplace inspection with your employees and volunteers to
identify the potential slip, trip and fall hazards
review your injury records to identify whether employees and others at the
workplace have experienced slips, trips or falls.
Step 2 Talk consult with workers and volunteers
Consult your employees and volunteers to get their opinion on the hazards
and workplace environment (internal and external) that may increase the risk
of slips, trips or falls.
Ask if they have had any near-misses, where the employee slipped but
didnt injure themselves. Make a note of repeated reports of particular
situations. For example, an uneven bottom stair, a slippery floor when wet
(after cleaning, a spillage or exposure to the weather).
Assess the risk of these hazards - consider how often employees, clients and
volunteers are exposed to the hazard and the potential severity of an injury,
eg, a fall from a height such as a chair may result in a more severe injury
than a fall on the same level.
Step 3 Do take action to eliminate or control the risk
Now that you have identified the hazards and assessed the risks of any
potential for slips, trips or falls in your organisation, you need to eliminate or
reduce the risk. The best way to fix a problem is to remove the source of the
problem. Consult your employees, volunteers and management committee
about the best way to deal with the problem.
Examples of control strategies include:
1 Eliminate the hazard or risk
remove loose mats or make them more secure
keep hallways/corridors clear of any equipment, rubbish or electrical
cords
repair or tape loose flooring (carpets)
repair broken flooring or stairways
avoid the use of talcum powder in bathrooms.
2. Change equipment or materials
make freestanding equipment completely stable or secure to floor.
3. Isolate the hazard
change the time a floor is mopped
66

change the location where deliveries are left.

4. Design in safety
improve the lighting of a particular area
do not keep items like filing cabinets in hallways.
5. Change work methods
use an alternate entry to the workplace
store items at an accessible height to prevent climbing on chairs to
reach them
always close cupboard doors or filing cabinets
implement an immediate clean-up policy of any spillages.
6. Use personal protective equipment (PPE)
wear non-slip footwear
use safety falling devices when working at height (eg, cleaning
windows).
Step 4 Feedback (review)
Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one.

Case Study
Right equipment for wet-mopping reduces manual handling injuries
Injury statistics show that wet-mopping by cleaners is a hazardous activity.
One company, Tempo Cleaning Services, is working towards reducing the
incidence of injuries by reviewing the equipment being used and trialling
new systems.
A review of accident reports and consultation with cleaners suggests that
there are three main risk factors when wet-mopping floors:
lifting and carrying the bucket of water. The variables that may affect the
likelihood of a back injury include methods of filling the bucket, type of
bucket and the distance carried
slippery floors pose a serious risk of slips both before and after mopping.
It is not yet clear whether the slips are a result of water spillage, poor
choice of footwear, speed, or a combination of factors. Since slips, trips
and falls are the second main reason for back injuries across all
industries, this needs investigating
67

posture and the movements used to mop different areas. Repetitive

twisting and bending of the back are known contributing factors to back
injuries, and both movements are common when wet-mopping,
particularly if space is restricted.
Tempo Cleaning Services assesses risks of wet-mopping at work. Tempos
ongoing risk assessments have confirmed the three main risk factors listed
above. The second risk factor (slippery floors) is especially a matter of
concern in larger sites where there are many people milling around. There
is always the possibility of someone slipping if safety precautions are
neglected.
New equipment replaces the old steel bucket
Tempo investigated a number of alternative mop and bucket systems to
replace the traditional steel buckets, to use in large sites where there are
many people present.
The criteria for selection were:
the weight of the bucket
the wringer mechanism used to wring out the mop
the weight of the mop head and mop handle and the ease with which the
two could be separated
the colour coding for infection control purposes
the way the mop and bucket system was going to be transported around
the site.
A mop and bucket system was selected with the assistance of workers,
supervisors and equipment suppliers. The system consists of a
transportable bucket with a hand wringer mechanism that supports a wet
floor sign and a basket for a dry mop head. The system is guided around
the site using a lightweight aluminium handle. This handle is attached to a
wet-mop head that can be changed with a dry-mop head for spot cleaning.
All reports show that the system is working well. Workers find it practical,
easy to manoeuvre, easier on the back and arms when wringing out the
mop, and with less risks of slips to workers, volunteers and the public.

Adapted from: Right equipment for wet-mopping reduces manual handling

injuries. Case Study No. 23. Utilities Manual Handling Resource Kit,
Catalogue No. 1200, available from WorkCover Publications on
1300 799 003.
Checklists
Slips, trips and falls (Section 3.17)
Client home environment (Section 3.19)
External, internal environment (Sections 3.11 and 3.12)
68

Acknowledgements & further reading

The following publications have been used in the development of this
section:

Health and Safety for Home and Community Workers: Guidelines for
managing OHS WorkCover Corporation Grants Scheme, SAFER Industries,
November 2000. www.workcover.com
Health and Safety for Home and Community Workers: Guidelines for
managing OHS - Forms WorkCover Corporation Grants Scheme, SAFER
Industries, November 2000. www.workcover.com
Small Business Safety Checklist: Checking out your workplace Catalogue No.
1284, WorkCover, NSW available from WorkCover Publications on 1300 799
003 or www.workcover.nsw.gov.au.
Utilities Manual Handling Resource Kit, Catalogue No. 1200, WorkCover,
NSW 2002 available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au.

3.6 Working with chemicals

A chemical is a substance that can cause a reaction (or chemical change)
when it comes into contact with another substance. When contact is with the
skin, eyes, the respiratory, digestive or central nervous system, the chemical
may cause harm.
Employer responsibilities regarding hazardous substances

OHS Regulation 2001,

clauses 162, 163 & 164

If a chemical used by workers or volunteers is classified as a hazardous

substance (an employer can find this out by contacting the manufacturer or
supplier to establish whether or not a Material Safety Data Sheet [MSDS] is
available for that chemical) an employer must:
obtain a MSDS for that hazardous substance before or on the first
occasion on which it is supplied
keep a register of all hazardous substances used in the workplace
make the MSDS readily available to employees and volunteers who could
be exposed to the hazardous substance and ensure that the MSDS is not
altered
keep a record of training provided to employees and volunteers who work
with the hazardous substance
ensure hazardous substances are labelled and the label is not removed,
defaced or altered.
All employees and volunteers need to be familiar with the chemical products
to which they could potentially be exposed. Seemingly harmless items found
in every workplace (and home) could be potentially dangerous.
People need to be aware that ordinary household bleach can kill a person
who swallows it. It also can burn the skin and seriously damage the eyes. In
the same way, dishwasher detergent, stove cleaner, some glues and
pesticides are extremely hazardous chemicals. Petrol or two-stroke petrol-oil
mix used in lawnmowers can burn skin and damage eyes. It is important that
all hazardous substances are carefully stored to minimise fire hazards and to
avoid incident or injury.
If contractors are entering your service, you must be aware of any chemicals
they intend using and any recommended safety procedures prior to them
commencing work.
Step 1 Think identify and assess the problem
Consider all possible sources of information about chemicals that people in
the workplace may be exposed to:
1. Examine the labels of chemicals being used. The label should include the
following information:
the name of the chemical and the manufacturer

the potential health effects from chemical exposure, inhalation, skin

contact or ingestion
the precautions for use
the first aid instructions, particularly whether or not to induce vomiting
if swallowed
use-by dates.
Not all labels are the same but all should have similar information. Be
sure to carefully read and record the information from the labels of your
products.
If you are not happy with the amount or quality of information on the
label, buy a different product or refer to the MSDS.
2. The best source of information about chemical products used in the
workplace is the MSDS. An employer must obtain an MSDS for each
hazardous substance from the supplier. The manufacturer or supplier is
required by law to make an MSDS available if a substance is hazardous.
An MSDS should detail the chemicals ingredients, its effects on health,
first aid instructions, precautions to follow when using the chemical,
information on safe handling, storage and disposal and an emergency
contact number.
If you purchase small quantities of chemicals, that is, amounts less than
30 kilograms or 30 litres, from a shop or hardware store, the retail outlet
will not have a MSDS to give you. Contact the manufacturer or a supplier.
3. Complete a workplace inspection with your employees and volunteers to
identify what chemicals are being used within your organisation and where
they are being used. The Internal Environment Checklist at the end of this
Section can assist this process.
4. Review also your injury and illness records to identify whether employees
or volunteers have experienced ill effects from working with chemicals.
You may need to consider health monitoring of workers who have had
long-term exposure to hazardous substances.
5. Assess the risk of harm from the hazards identified (How likely is harmful
exposure? How serious would it be?).
Step 2 Talk consult with employees and volunteers
Consult your employees and volunteers to get their opinion on the hazardous
substances that are being used and whether they have experienced any
problems.
Ask about headaches, skin irritations or rashes that may be linked with
solvents or other chemicals they have been using.
Enquire if they are aware of any chemical spills or leaking containers.

Step 3 Do take action to eliminate or control the risk

Now that you have identified the hazards and assessed the risks of any
chemicals in your organisation, you need to eliminate or reduce the risk. The
best way to fix a problem is to remove the source of the problem. Consult
your employees, volunteers and management committee about the best way
to deal with the problem.
Examples of control strategies include:
1. Eliminate the hazard
do not use chemicals that are hazardous substances unless it is
completely necessary.
2. Change equipment or materials
everyday vinegar can be mixed with water and used to clean tiles and
other bathroom surfaces. It is much less harmful to people and the
environment than many domestic chemicals and may be used as a
substitute cleaning product
update your printer and photocopier to avoid using loose toner
powders.
3. Change work methods
always store chemicals in a locked cupboard
have a regular clean out of storage cupboards and remove old, empty
or leaky containers and dispose of them correctly. Check where to
dispose of chemicals with your local council or the Department of
Environment and Conservation
train your employees and volunteers in safe handling procedures and
first aid in case of accidents
make sure the chemicals you store are properly labelled
if your organisation decants chemicals into smaller containers, it is
required that the new containers be labelled and include a description
of the contents and the precautions for use. New containers must be
suitable for the chemical being stored
read the MSDS for each chemical that the employee/volunteer may be
exposed to in your organisation
follow the manufacturers instruction for use on the label
where chemicals are used, then adequate ventilation with natural or
local exhaust ventilation system should be provided to prevent
occupational exposure. In the absence of adequate ventilation the
employees should use appropriate respirators. The employees should
be trained in the correct use of respirators and other PPE.

4. Use personal protective equipment (PPE)

make appropriate gloves, aprons and safety glasses readily available and
be sure they are used when necessary. Ensure employees and volunteers
are aware of the chemicals that require PPE, and are trained in how to
use PPE correctly.
Step 4 Review (feedback)
Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one. For example, someone in the
workplace may be sensitive to a chemical that has been substituted for another.
Acknowledgements and further reading

Chemical Safety Checklist in WorkCover NSW Small Business Safety Checklist.

Catalogue No. 1284, WorkCover NSW, available from WorkCover Publications
1300 799 003 or www.workcover.nsw.gov.au.
Reading Labels and Material Safety Data Sheets. How to find out about
chemicals used at your workplace. WorkCover NSW, 2000. Catalogue No.
400, available from WorkCover Publications 1300 799 003 or
www.workcover.nsw.gov.au.
Example of the components of a chemical register
Name

Typical Health
Effects

Precautions for
Use

First Aid

Liquid drain
cleaner

Corrosive to
mouth and
digestive
tract

PVC or
neoprene
gloves when
mixing or
preparing

Swallowed

Use in wellventilated
area

Eyes

ABC
Company
Tel:
1234 5678

May cause
skin burns
and
irritation to
the upper
respiratory
tract
Can cause
eye damage

Contact
Poisons
Information
Centre

Rinse mouth with water.

Give glass of water. Do
not induce vomiting. Seek
immediate medical advice

Hold open and flush with

water for 15 minutes.
Seek immediate medical
advice
Skin
Remove contaminated
clothing and wash skin
thoroughly with water for
15-20 minutes
73

3.7 Infection control

Infection control is the prevention of the spread of micro-organisms from
client to client, client to employee and employee to client. Infections can
spread through contact with body fluids that are airborne, ingested, on the
skin, or on other surfaces.
Mode of transmission
Common ways infections spread include:
airborne droplets
coughing and sneezing, even talking or singing, produce airborne droplets
that can fall on surfaces or be breathed in
throat and nose discharge
infection can spread if infectious organisms are present in body fluid
when it is on hands, other parts of the body, clothes or surfaces such as
toys, walls and tables
faecal-oral
any virus, bacteria or parasite present in the faeces of infected people can
be passed directly to the mouth from hands, or indirectly onto other
surfaces or food. The sites most frequently contaminated with faeces are
hands, tap handles, nappy changing areas, toilet flush handles, toys and
tabletops. Toothbrushes and reusable towels also are potential sources of
infection
skin contact
some conditions can be spread by skin-to-skin contact or contact with
contaminated items or surfaces
blood/body fluids
viruses, bacteria and parasites in blood or body fluids may be spread
through contact with these fluids
Standard precautions
When dealing with any blood or body substances, use standard precautions.
Standard precautions treat all clients the same way regardless of their
infectious status.
Standard precautions are work practices that are required for a basic level of
infection control. They include:
personal hygiene practices such as hand washing
use of protective apparel which may include gloves, aprons, gowns,
overalls, masks/face shields and eye protection

appropriate handling and disposal of sharp instruments and clinical waste

correct cleaning and disinfecting of non-disposable equipment
appropriate use of cleaning agents
environmental controls such as design and maintenance of premises,
cleaning and spills management.
Standard precautions are used in health care settings. Not all of the
precautions listed need to be applied all of the time in community service
organisations. For many community service employees and volunteers the
type of exposure with clients is non-clinical and protective equipment such as
gloves are only required for circumstances where the employee/volunteer has
direct contact with blood (including dried blood), other body fluids,
secretions and excretions (eg faeces, saliva, mucus) and non-intact skin.
This sort of exposure may occur during cleaning of bathrooms, nappy
changing, disposal of waste, cleaning of body fluid spills or administration of
first aid. The most common means of infection control in the community
services workplace are hand washing, gloves, immunisation, and the use of
cleaning agents.
Additional precautions
Additional precautions should be applied with some infectious diseases
transmitted by airborne or droplet transmission of respiratory secretions such
as tuberculosis, chickenpox, measles, rubella, pertussis and influenza.
In cases such as these, the infected clients, volunteers, or employees should
be quarantined from attending workplaces or receiving home services (other
than acute health care) until after the period of acute infection has passed.
In some cases, such as chicken pox, clients can have continued care if
employees and volunteers are immune.
If your service provides residential care, isolate the client in a separate room
and provide them with separate toilet and bathroom facilities if possible.
Some infections will require a health care institution that has specialist
facilities for infectious diseases where additional precautions are required.
Additional precautions are not usually required for patients with blood borne
viruses such as HIV, hepatitis B, or hepatitis C, unless there are complicating
infections such as pulmonary tuberculosis.
In the case of outbreaks of rare infectious disease such as meningococcal
disease or SARS, the Public Health Unit of your Area Health Service should
be contacted for instructions and help with coordinating the response,
including notification of people who have had significant contact with the
infected person.

Step 1 Think identify and assess the problem

Observation of practices and workplace inspections will assist you identify
potential causes of infection in the workplace. For example, hand washing
patterns of staff and volunteers, adequacy of hygiene facilities and food
handling practices.
Your injury and illness records will help you identify employees and
volunteers who may have been exposed to infectious diseases and the
common diseases experienced.
Step 2 Talk consult with employees and volunteers
Consult your employees and volunteers to get their opinion on the possible
causes of infections in the workplace and how they can be avoided.
Once you have identified the infection hazards in your organisation, you then
need to assess the risk arising from them.
Assessment means answering two questions.
how likely is it that this hazard will cause injury or illness
consider the level of an employees exposure to the hazard. For example,
working with young children everyday will increase your likelihood of
contracting an infectious disease
how severe is the injury or illness if it does occur
consider the extent of the injury or degree of harm that may be caused by
a hazard. For example, contracting Hepatitis C may permanently affect the
immune system of the employee/volunteer.
The Risk management worksheet in Checklists and tools Section 2 can assist
with assessing risk and assigning priorities for action.
Step 3 - Do take action to eliminate or control the risk
Now that you have identified the infection hazards and assessed the risks,
you need to eliminate or reduce the risk. The best way to fix a problem is to
remove the source of the problem. Consult employees, volunteers and
management committee about the best way to deal with the problem.
1. Eliminate the hazard
Exclusions: Employees, volunteers and clients may need to be quarantined
at certain times from the workplace for the safety of others. Exclusion of
sick adults is an important way of preventing infection being reintroduced.
Ask for a medical certificate clearing a person to return to work.
2. Substitute the hazard
Change the type of cleaning products used eg:
Replace bars of soap with disposable liquid hand wash dispensers
Replace cloth hand towels with paper towel.
76

3. Isolate the hazard

immunisation from certain infections such as Hepatitis B is a form of
risk control. Immunisation guidelines are available from the NSW
Health Department.
4. Design in safety
replace rotating taps with lever taps that can be turned on and off with
elbow or wrist and are easier to clean.
5. Change work methods
Hand washing and hand care
Employees and volunteers should be informed of the need to wash hands
and the processes to use. Hand washing is the most important hygiene
measure in preventing the spread of infection. If hands are not clean,
simple activities such as placing a finger in the mouth, rubbing the nose
or eye may transmit enough germs in the body to cause infection. Staff
can infect themselves or a client in this manner.
wash hands for 15 seconds with soap and water or a mild liquid hand
wash
all surfaces of the hand must be cleaned, including the sides and
between the fingers. (See diagram at end of the Infection Control
section)
nail brushes should not be used regularly because they can damage
skin and have been shown to be a source of infection.
use a paper towel to turn off the tap if it cannot be turned off with the
elbow or wrist
rings and wrist jewellery should be avoided and nails kept short and
clean if there is significant physical client contact or the work involves
cleaning or maintenance of areas of contact with body fluids
cuts and abrasions should be covered by water-resistant dressings that
should be changed as necessary
employees or volunteers who have skin problems such as weeping
lesions or dermatitis should seek medical advice before having
significant physical contact with clients
chapping can be minimised by use of warm water and patting rather
than rubbing hands
hands should be thoroughly rinsed and dried
alternative hand washing means such as portable containers, alcoholic
hand-rubs or foams should be provided if staff are visiting places
where running water is not available
it is important to thoroughly rinse because repeated hand-washing and
wearing of gloves can cause irritation or sensitivity leading to
dermatitis. Early assessment and treatment is recommended
77

hand moisturiser may assist in prevention of chapping.

Photocopy and laminate the How to wash your hands diagram at the end
of this Section and put it above every sink.
There are key times during the day when employees and volunteers should
wash their hands. These are:
at start and finish of shifts and breaks
whenever cross infection from body fluids is possible such as assisting
a client with toileting, changing nappies, administering medicines and
applying first aid
before and after meals, going to the toilet, handling food or coughing
after cleaning or handling soiled equipment, surfaces, or linen
after touching animals
before contact with any clients whose immune systems may be
compromised.
Cleaning to prevent infection
protocols should outline cleaning methods and frequency for routine
cleaning of work areas to remove dust, soil and micro-organisms
priority areas should be identified for more frequent cleaning such as
food preparation areas and any areas likely to come into contact with
body fluids, eg, toys, bathrooms, nappy change facilities
clean surfaces both before and after an activity like nappy changing
with neutral detergent and hot water
spills involving blood or body substances should be cleaned with
neutral detergent and hot water using standard precautions
cleaning items should be changed routinely, or immediately if they
have been used for cleaning of blood or body substances.
Linen and disposable items
All items that are soiled with blood or body substances have the potential
to cause infection and should be placed in a plastic bag, sealed, and
disposed of in the normal waste. In health care facilities this infectious
waste is handled as separate clinical waste.
Towels, tissues, face cloths, toothbrushes and razors should not be shared.
Management of infection control incidents
Although the risk of exposure for most community service workers is
relatively low, a protocol should be in place for the management of
incidents such as needle stick injuries or other incidents involving blood
or body fluids that could lead to exposure to HIV, hepatitis B or hepatitis
C. A sample protocol appears in Section 3.18, Management of potential
occupational exposures to HIV, hepatitis B and hepatitis C.

6. Use personal protective equipment (PPE)

PPE includes gloves, aprons, facemasks, goggles and other equipment
designed to create a physical barrier from the hazard. The use of PPE
is a good way of reducing contact with body fluids such as mucus,
faeces, blood or vomit.
Step 4 Feedback (review)
Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one. For example, the disposal of
infectious waste became a manual handling hazard.
Useful contacts
NSW Health and Regional Area Health Services are listed in the White Pages
of the telephone book or at www.health.nsw.gov.au
Acknowledgements and further reading
Infection control in health care settings

Infection Control Policy NSW Department of Health Circular 2002/45

(www.health.nsw.gov.au).
Management of health care workers potentially exposed to HIV, hepatitis B
and hepatitis C, Department of Health Circular 2003/39
(www.health.nsw.gov.au).
Code of Practice for the control of work-related exposure to hepatitus and HIV
(blood-borne) viruses, WorkCover NSW, October 2004.
Needlestick injuries and other occupational exposures. Information Sheet.
NSW Infection Control Resource Centre (tel 02 9332 9712).
Handwashing and hand hygiene for health care facilities. Information Sheet.
NSW Infection Control Resource Centre. Centre (tel 02 9332 9712).
Infection control in health care facilities. Information Sheet. NSW Infection
Control Resource Centre. Centre (tel 02 9332 9712).
Infection control guidelines for the prevention of transmission of infectious
diseases in the health care setting. Australian Department of Health and
Aged Care, Commonwealth of Australia, January 2004.
(www.health.gov.au).

How to wash your hands

Step 6
Rotate fingers in
palm

Step 5
Rotate thumbs
in palm

Step 4
Back of
fingers joined
together

Encourage children to wash their hands in the same way by modeling

and supervising all hand washing activities

Illustration from Health Department of Western Australia Communicable Disease Control Branch

Step 3
Palm to palm
fingers joined

Step 2
Palm over back
of hand

Step 1
Palm to palm

3.8 Home visits

This section should be read in conjunction with:
Section 2

A risk management approach (2.2)

Confidentiality (2.4)
Volunteers, contractors and visitors (2.5)

Section 3

Manual handling (3.1)

Workplace violence (3.2)
Slips, trips and falls (3.5)
Infection control (3.7)

Home visits are a significant component of many community services. They

present a unique context in terms of occupational health and safety issues.
Clients homes are unstructured, unregulated environments.
What the law says
There are some key areas of the OHS Act that impact upon
employees/volunteers conducting visits in peoples homes. These are:

OHS Act 2000,

sections 8, 10 & 20

the duty of the employer to identify and assess hazards and if reasonably
practicable eliminate the risks. If that is impracticable, then control those
risks

OHS Regulation 2001,

clauses 9-20, 28, 34-38

the duty of the employee to take reasonable care for the health and safety
of people who are at the employees place of work and who may be
affected by the employees acts or omissions at work, and
the duty of the controller of the premises of work to ensure that the
premises are safe UNLESS the premises are occupied as a private
dwelling.
The responsibilities for employers and employees set out in the Act and
Regulation still exist when employees perform duties in a clients home. The
controller of the premises (if a private dwelling) is exempt from such
responsibilities.
How to comply
Much can be done to ensure the safety of employees and volunteers while
they conduct home visits.
Step 1 Think identify and assess the problem
Consider all possible sources of information about possible hazards that
employees/volunteers may be exposed to at a clients home.
1. conduct a preliminary off-site check with the client over the telephone.
Consider asking about such things as access, people who may be present,
whether or not they own dogs or other animals, etc.
81

2. consult with the referring agency to ensure you have been able to obtain
all relevant information
3. review your injury and illness records to identify whether
employees/volunteers have sustained any injuries in the past whilst
conducting home visits
4. on your first visit, conduct a home assessment. You could use some of the
sample worksheets provided in Safety Pack (for example, Slips, trips and
falls, Internal, External environment checks, Client home assessment).
Step 2 Talk consult with employees and volunteers
Plan the home visit inspection with your employees or volunteers. Ask them
what issues concerning their health and safety they anticipate at clients
homes. Try to identify which pose the most risk.
Remember, assessment means answering two questions:
how likely is it that this hazard will cause injury or illness
how severe is the injury or illness likely to be if it does occur?
If either a severe injury could be sustained, or the likelihood of injury is high,
then the hazard should be given a high priority to be eliminated or controlled.
Step 3 Do take action to eliminate or control the risk
Now that you have identified the hazards and assessed the risks to
employees/volunteers performing duties in clients homes, you need to
eliminate or reduce those risks. The best way to fix a problem is to remove
the source of the problem. Consult with employees, volunteers and
management committee about the best way to deal with the problems.
Sample solutions - following the hierarchy of controls
1. Eliminate the hazard
if the risk is too high employees should not attend the callout or home
visit and the police should be advised where appropriate
employees and volunteers should have the right to refuse to work with
a client if they feel at risk
employees and volunteers should be aware that once at a clients home
they can leave if a situation develops with which they are not
comfortable.
2. Change equipment or materials substitute the hazard
if possible, allocate two employees/volunteers for the first visit
if the client has a known history of aggressive or violent behaviour, two
employees/volunteers should conduct the home visit or alternatively the
client should be requested to visit the office for interview.
82

3. Isolate the hazard

remind employees and volunteers to be aware of how they entered and
how they will leave the premises. If possible ensure two clear exits
from rooms where visits are being conducted
employees/volunteers should park in an easily accessible position on
the street, not the driveway, and keep their car keys on their person at
all times.
4. Design in safety
insist that employees/volunteers keep mobile phones switched on
during a client visit. The phone should have a programmed emergency
number.
be aware of mobile phone black-spots in the area you operate. Have
alternative communication methods where appropriate.
5. Change work methods
The following are examples of approaches that may be suitable for some
organisations. Not all examples will work for all workplaces:
train employees and volunteers in risk assessment techniques so that
they can do a risk assessment when they arrive at the client home or
location. If the situation is too risky, for example, exposed syringes, an
intoxicated client, unleashed dogs, employees/volunteers should not
continue with the visit but should return to the office
ensure that employees and volunteers share any concerns for safety
with the coordinator before leaving the office to meet the client. If
necessary, the employee/volunteer may be accompanied by another
staff member or a co-worker from another community service
organisation
ensure that employees/volunteers leave the address of where they are
going, including expected arrival and return times, with an appropriate
person who is:
1. available during all working hours
2. able to monitor departure and return times
3. able to respond appropriately in the event that the worker does not
meet those expected times.
ensure that employees/volunteers carry identification with them which
specifies the organisation where they work
establish code words to be used on the telephone to alert the
organisation that the employee/volunteer is in a threatening situation
consider a procedure where every employee/volunteer phones back to
the organisation within 30 minutes of arriving at the clients home

insist that all employees/volunteers telephone the office at the end of

each visit
discuss with the police the best methods of contacting them in an
emergency, particularly in situations where the employees/volunteers
may not be able to provide them with complete information
call the police if an employee/volunteer is more than half an hour late
and cannot be contacted
train employees/volunteers to choose a safe place to sit in a clients
home, such as near an external door
train all employees/volunteers in techniques for defusing threatening
situations.
6. Use personal protective equipment (PPE)
follow infection control protocols.
Home Care Case Study
Anne is a coordinator doing an initial visit to Bill, a new client. Anne
found the front passage floor of his house was badly damaged by
white ants. A risk assessment identified this as high risk (likely to
cause a major injury). As it was not possible to eliminate the problem
(this would have been a very high cost to Bill) the hierarchy of
control was considered.
Agreement was reached for Bill to receive his treatment in the rear
sunroom that had a concrete floor (an administrative control). Bills
worker, Janet, was informed of this and it was recorded in his care
folder. When the solution was reviewed it was found that to enter the
rear door to the sunroom Jill had to walk through tall grass, and as
the weather was getting hot this presented a further hazard (assessed
as a high risk unlikely, but could cause a fatality from a snake
bite).
Anne then arranged for Bills son to cut the grass regularly. These
simple solutions allowed Janet to be safe while providing Bills
treatment.

Health and Safety for Home and Community Workers: Guidelines for
Managing OHS, WorkCover Corporation Grants Scheme, SAFER
Industries, November 2000.

Step 4 Review (feedback)

Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first but may have created another one. For example: providing a slippery dip
for the climbing equipment to allow small children to get off easily may
create another hazard if children use it to climb up onto the equipment.
Acknowledgements & further reading
The following resources have been used in the development of this Section:
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS Forms, November 2000.
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp

3.9 The office setting

This Section covers some considerations in choosing or setting up an office
as well as things to look out for and attend to for existing office spaces. Read
this section to familiarise yourself with the principles of safe office design
and management and then use the External and internal environment
checklists in Section 3.11 and 3.12.
The office space or building
There are many factors you have to consider to ensure that a building meets
the occupational health and safety needs of your employees, volunteers and
clients. Often the final decision to lease a property is a compromise,
recognising that it is not always possible to have a property to meet all of
your needs within your budgetary constraints.
This Section includes issues to consider when choosing new premises.
Gather a group of employees and volunteers together with differing expertise
and experience to help in the selection of a new building.
Ensure that you consider the needs of people who wish to use your service.
For example people with disabilities, parents with young children and older
persons with mobility difficulties all have specific access needs.
Outlined below are some areas to consider when looking for suitable premises.
Working with the property manager
Check the lease and make sure that it has proper provision for maintenance
and repairs. Conduct a joint inspection with your property manager to identify
maintenance or improvement tasks, which are required. Agree upon a time
frame for completion of these tasks.
If you have difficulty getting essential maintenance tasks completed, remind
the property manager of their responsibility under the Occupational Health
and Safety Act 2000. Section 10 describes the responsibility of persons in
control of workplaces used by non-employees to ensure the health and safety
of the premises. If you continue to have problems with your property manager
you can contact WorkCover.
Follow up with regular joint inspections to identify further maintenance tasks
and agree upon a schedule of completion.
Electrical inspection and testing

Occupational Health and

Safety Regulation 2001,
clauses 64 & 65

Electricity has great potential to seriously injure and kill. To ensure electrical
equipment in the workplace is safe, employers are required to regularly inspect,
test and maintain all electrical equipment under the Occupational Health and
Safety Regulation 2001. In addition, employers must also keep a record of all
inspections, testing and maintenance of the equipment. When applying the
Regulation and supporting Australian Standard AS/NZS 3760:2001, many
employers, electrians and testing providers have interpreted the legislative
requiremets to mean that all plug-in type electrical equipment must be
inspected, tested and tagged. WorkCover recognises the low risk level of some
electrical equipment that may not warrant such a rigorous inspection and
testing procedure. WorkCover has issued a Position Paper Testing and Tagging
of Electrical Equipment and a supporting Electrical Checklist to assist
employers. Available at www.workcover.nsw.gov.au

Further Information
For further information contact your local WorkCover NSW office listed in the
telephone directory or ring the WorkCover Assistance Service on 13 10 50 or
visit WorkCovers website at www.workcover.nsw.gov.au.
Issues to consider when choosing new premises
Location

Sufficient space for employee,

volunteer and visitor vehicles

Closeness to public transport

Parking for persons with

disabilities

Proximity to other community

resources

Lighting in car park

Avoid isolated or dangerous

locations

Car park surface in good repair

Space requirements

Access to and from the building

Sufficient office space for

employees and volunteers

Access for employees, volunteers

and visitors in wheelchairs

Storage space

Access for employees, volunteers

and visitors with other disabilities

Space for equipment such as

photocopiers
Community activities
Lunch room facilities for
employees and volunteers

Access for parents with children

Adequate lighting, including
interior and exterior

Child care facilities

Toilet facilities

Outdoor equipment in good repair

eg, play equipment, sand pits,
outdoor furniture

Sufficient number of male and

female toilets
Toilets for clients with disabilities

Child-proof locks on kitchen

cupboards and storage areas
Adequate sun protection
Fire Safety

Maintenance

Access
Exits

General appearance of the

property

Sprinkler system

Stairs in good repair

Smoke alarms

Carpets and floor coverings

Fire extinguishers

Even floor surfaces

Fire stairs

Electrical services in good repair

ie, wiring, light fittings, sockets
and switches, adequate number
of sockets

Storage of flammable goods

Adequate signs

Adequate computer cabling

Plumbing in good order
87

Noise

Security

Consider the noise that you may

experience from the external
environment ie, from industry or
public transport

Adequate ventilation

Consider the noise that may be

generated from your activities.
Will you disturb your neighbour?

Adequate locks on windows and

doors
Security doors and screens
Alarm Systems
Childproof security gates and
fences
Money
Design out places where people
could hide

Workstation Design
Working at a computer may be hazardous to your health. Sore necks,
shoulders and backs are common complaints when keying for long periods.
Think about your office set-up and ensure that your work posture is upright,
symmetrical and relaxed.
Use the workstation diagram as a guide to help you achieve a comfortable
work posture.
Start with your desk
a height adjustable desk is preferred
check the thickness of your desk. If your desk is too thick (greater than
30mm) it is difficult to work at the correct height
check the height of the desk. You should be able to sit at your desk with
your feet flat on the floor
check the depth of your desk. Your desk must have sufficient depth so
that you are not sitting too close to your screen.
Check for glare on your
screen from lights and
windows

Adjust the height of

your chair to allow
your shoulders to
relax and your
forearms to rest
above the keyboard

Workstation set-up for working on a computer

Consider office chair basics

a base which has five prongs for stability
adjustable seat height. Adjust the height of the chair so that your forearms
are parallel to the table when your elbows are 90-110 degrees or greater.
This will ensure that your shoulders are relaxed when typing
adjustable back support height. The backrest should support the small of
your back, which is the main weight-bearing part of your body
avoid armrests if you spend most of your time keying at your desk.
Armrests do not allow you to get close to the desk and cause you to raise
your shoulders when keying.
Adjust your screen
your screen should be positioned at eye level. Avoid inclining your head to
read the screen as this will contribute to neck and shoulder discomfort
position your screen at an arm reach distance. Too far away and you will
tend to lean forward and away from the back support of your chair
tilt the screen to avoid glare of overhead lights on your screen
clean the screen regularly. Fingerprints and dirt make the screen hard to
read
give your eyes a break, by enjoying a walk in the garden or by gazing into
the distance.
Position your keyboard and mouse
place your keyboard and mouse directly in front of you to avoid
overstretching
rest your hands in your lap when not keying. This relaxes your shoulders
and forearms
avoid hovering over keys of the mouse. This increases muscle tension
dont thump the keys
learn the function short cut keys
position documents in relation to the screen
avoid working from documents that are flat on your desk. If you are a
touch typist, consider a document holder that places the document beside
the screen. If you need to look at the keyboard when typing, choose a
document holder that sits between the screen and the keyboard.

What else is on your desk?

think about removing clutter from your desk. Ask yourself whether you
need all that stuff and whether it is better to store it off your desk and
take a walk when you need it
place frequently used items within reach and avoid overstretching or
twisting
check your workstation.
Remember, even with the best furniture and office equipment, your body
needs to take regular breaks away from the desk. Stand, stretch and walk.
Acknowledgements and further reading
Independent Living Centre (ILC), 400 Victoria Road, Ryde NSW, 2444. 02
9808 2233. The ILC has experienced occupational therapists that provide a
consultancy service (subject to fees) for assessment of building access.

Workplace Amenities Code of Practice 2001, WorkCover NSW, Catalogue No.

318, available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au.
Electrical Safety Checklist in the Small Business Safety Checklist, Catalogue
No. 1284, available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au.
Australian Standard AS 3590.2-1990: Screen-based workstations
Workstation furniture, www.australianstandards.com.au.
Testing and Tagging of electrical equipment Position Paper and the
Electrical Equipment Inspection Checklist, WorkCover NSW available from
www.workcover.nsw.gov.au

3.10 Caring for children in your workplace

Working with children raises health and safety issues for employees and
volunteers as well as for children in your care. This Section focuses on the
health and safety of children in the workplace. For coverage of health and
safety of employees and volunteers working with children, this section needs
to be read in conjunction with the Sections on:
Manual handling (3.1)
Slips, trips and falls (3.5)
Working with chemicals (3.6)
Infection control (3.7)
The reader is also referred to Managing OHS in Childrens Services: A model
for implementing an Occupational Health and Safety (OHS) Management
System in your Childrens Service, Lady Gowrie Child Centre, Sydney, 2002.
Approximately 60,000 Australian children aged 0-14 years are hospitalised
each year due to injuries and poisonings (National Fact Sheet 10 Key Facts
Kidsafe, 2000).
Childrens Injuries
Top injuries to children under 5 (Kidsafe 1999):
falls account for 32% of all hospital admissions
poisoning is the next most common cause of injury, usually in the home,
as a result of children gaining access to medication or common household
products. About 3,400 children are affected each year
burns are most commonly a result of scalds, with hot drinks the most
common cause, about 1,800 children are affected each year
cuts of all kinds affect around 1,600 children annually
crushing or trapping injuries are common, particularly fingers trapped or
jammed in doors. This type of injury affects around 1,050 children a year
foreign bodies such as objects in the ear, nose and eye affect around
1,000 children a year
collisions affect more than 800 children a year
dog bites are most common from the family dog or a dog belonging to a
friend, affecting about 600 children a year
choking affects nearly 500 children a year. More choking occurs from nonfood rather than food items.
Children rely on adults to identify hazards for them and to protect them from
hazards.

Many organisations provide child minding while parents are being interviewed
or attending programs at their centre. Often this service is provided on an
informal basis in an area near the reception desk or interview room, in a toy
room or an outdoor play area.
Children may also visit the centre with their parents to participate in a
playgroup conducted at the centre or occasionally staff will need to bring a
child to work. In each case, your organisation must ensure the safety of all
visitors to your workplace.
People involved with children (caring, teaching or minding children at their
place of work) MUST comply with the Working with Children Check under the
Child Protection (Offenders Registration) Act 2000, Commission for Children
and Young People Act 1998, and the Child Protection (Prohibited
Employment) Act 1998. For more information about these Acts, refer to the
NSW Commission for Children and Young Peoples resources listed at the end
of this Section.
Organisations need to consider the occupational health and safety needs of
employees and volunteers providing care for children. Organisations are
advised to read the resources at the end of this section and to refer to other
worksheets and the policies and procedures sections in the Safety Pack
which address issues such as manual handling, infectious diseases, slips,
trips and falls, dangerous substances and first aid procedures.
How to comply
Use the 4-step approach of think, talk, do and review to identify and control
hazards that children may face at your centre.
Step 1 Think identify and assess the problem
Consider all possible sources of information about possible hazards that
children may be exposed to at your workplace. Look at your workplace:
1. complete a workplace inspection with your employees and volunteers to
identify what could pose a hazard to children within your organisation. You
could use some of the sample worksheets provided in Safety Pack (for
example, slips, trips and falls, internal and external environment checks).
Consider such things as the potential for falls, poisoning, burns and
choking. Remember hazards for children are different from hazards for
adults. Hazards for children depend on their age, size and stage of
development
2. review any complaints or concerns from parents about the child minding
arrangements
3. review also your injury and illness records to identify whether children
have sustained any injuries in the past at your workplace and the nature
of those injuries.

Step 2 Talk consult with employees and volunteers

As you go through the workplace inspection, consult your employees and
volunteers to get their opinion on such things as the workplace practices and
environment in relation to the provision of child care.
Once you have identified all of the hazards of your workplace, it is possible to
assess the risks associated with each one.
Assessment means answering two questions:
how likely is it that this hazard will cause injury or illness
how severe is the injury or illness if it does occur?
For example, a fall from climbing equipment may result in broken bones or a
brain injury with long term consequences. If either a severe injury could be
sustained or the likelihood of injury is high, then the hazard should be given
a high priority to be controlled.
Step 3 Do take action to eliminate or control the risk
Now that you have identified the hazards and assessed the risks to children
being cared for in your organisation, you need to eliminate or reduce those
risks. The best way to fix a problem is to remove the source of the problem.
Consult your employees, volunteers and management committee about the
best way to deal with the problems.
Examples of control strategies include:
1. Eliminate the hazard
remove the hazard completely so that it no longer poses a threat
do not provide child minding. Instead, use an occasional childcare
service
request that children remain with their parents at all times
remove play equipment that is damaged and/or dangerous
remove unused electrical equipment from the area immediately around
children and ensure that the remaining equipment is safe
instruct parents not to leave bags in areas accessible to children. Even
baby bags often contain unsafe objects and look attractive to children
remove any piece of equipment or part of a toy that fits into a film
canister to reduce choking hazards.
If the hazard cannot be eliminated, minimise the risk to the lowest level
reasonably practicable using the following measures in the order specified.
2. Change equipment or materials
replace fluffy, absorbent toys with toys that are easily cleaned and
sterilised.
93

3. Isolate the hazard from the person at risk (in time or space or with a
physical barrier)
place a fence around play equipment to ensure children can only
access the equipment when supervised.
4. Design in safety (generally whole of workplace rather than just changing
equipment/materials, like ventilation systems)
lower climbing equipment to within 50cm of floor height
install safety switches, door latches, power outlet covers and other
safety devices.
5. Change work methods
always store medication and chemicals in different locked cupboards
provide a trained child care worker to supervise children in care
request that parents or guardians sign-in children to ensure that
workers and volunteers are aware of the children for whom they are
responsible
ensure that children remain in the line of sight of workers or volunteers
check toys regularly and remove broken toys or those with loose parts
have a documented cleaning schedule of all toys including those in
waiting areas (such as weekly, using warm water and soap)
list all emergency contacts beside all telephones
ensure that employees, volunteers and parents do not have hot drinks
near children.
6. Use personal protective equipment (PPE)
make gloves, aprons and safety glasses readily available and be sure
they are used when handling bodily fluids and cleaning.
Step 4 Feedback (review)
Having put in place ways to control hazards in your organisation, now review
whether they are effective. Consult your employees and volunteers and
consider the following questions:
Did it work? Was the control/safety solution effective and did it address the
hazard you identified and assessed?
Did it create another hazard? Your control/safety solution may have fixed the
first hazard but may have created another one. For example: providing a
slippery dip for the climbing equipment to allow small children to get off
easily may create another hazard if children use it to climb up onto the
equipment.

Kidsafe provides a number of fact sheets on child safety for different age
groups and different settings. They also provide a technical advisory service
on playground safety, training programs in inspection and maintenance
procedures, advice on safe play areas and evaluation of playground plans.
Contact Kidsafe on (02) 9845 0890.
Acknowledgements & further reading
Resources for keeping areas safe for children
Keeping it Safe Video on playground inspection and maintenance. Child
Accident Prevention Foundation of Australia
Kidsafe House, Child Accident Prevention Foundation of Australia
http://www.kidsafe.com.au/factsheets.htm
Looking after your child care worker
Managing OHS in Childrens Services: A model for implementing an
Occupational Health and Safety (OHS) Management System in your
Childrens Service, Lady Gowrie Child Centre, Sydney, 2002.
Employers resources for complying with Working with Children Check
The NSW Commission for Children and Young People offer several resources
for employers on their website www.kids.nsw.gov.au
Examples of such resources include:

A General Guide to the Working with Children Check

An Employers Guide to Keeping Records and Freedom of Information
Employers Checklist
The Working with Children Check in Summary
The Working with Children Check Registration Form
The Working with Children Check Consent Form
Prohibited Employment Declaration
Structured Referee Checks
The Working with Children Check Request Form
Working With Children: A Simple Guide to Employer and Employee
Responsibilities

Checklists and tools

The following checklists, tools and protocols are provided to assist you in
identifying, assessing and managing some of the most common OHS issues
in the community services work environment. In an effort to be
comprehensive they include many elements that do not apply to all
organisations. However, they are not exhaustive. They should be used to the
extent that is appropriate for your organisation, and adapted where necessary.

3.11

Checklist: external environment safety & security

3.12

Checklist: internal environment safety & security

3.13

Sample worksheet: manual handling

3.14

Checklist: manual handling

3.15

Checklist: workplace violence

3.16

Sample procedures: violence response

3.17

Checklist: slips, trips and falls

3.18

Sample procedure: management of potential occupational exposures

to HIV, hepatitis B & hepatitis C

3.19

Checklist: client home environment

3.20

Checklist: working off site safety & security

3.21

Checklist: transport safety

3.11 Checklist: External Environment Safety & Security

Workplace:

Date:

Check completed by:

VEHICLE PARKING AREA &
BUILDING PERIMETER

Time:
Date for review:

YES NO

COMMENT/ACTION BY

Vandal resistant security lights illuminate

building perimeter
Security lights can be set to automatically
activate and deactivate
Security lights are on a separate electrical
circuit to the main facility
Employees/volunteers working after dark have
parking available in an area close to a
building entrance
Landscaping provides minimal hiding places
Entrance and exits clearly marked
Surface of parking area and the driveways
free from potholes, cracks and other trip hazards
Well drained areas to prevent flooding and
pooling of water
Drainage grates in good order
Direction of traffic well defined
Traffic and speed restriction signs clearly
defined and free from obstructions
Adequate lighting installed and operational
Intersections and pedestrian areas identified
Potential vehicle damage areas, corners,
guardrails and entrances effectively marked
No Parking areas signed
Disabled parking designated and given priority
Emergency and service vehicle parking
designated and given priority
Facility vehicle parking designated in well lit
area close to building

Checklist: External Environment Safety & Security

PEDESTRIAN AREAS

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Continuous clear accessible pathway ie,

no barriers
Landscaping provides minimal hiding places
No raised curbs or changes in the pathways
Surface free of holes and projections
Well drained area to prevent flooding
Adequate illumination of walkways, stairways
and ramps
Anti-slip surfaces, fungus build-up treated
Steps and changes of level clearly defined
Emergency entrance and exits clear, well
defined and lit
Waste bins provided and regularly emptied
BOUNDARIES AND ACCESS POINTS
Walls, gates and fences in good order without
gaps or protrusions
Signs evident to indicate that security measures
are in place
Childproof locks fitted to gates where needed
SHADE
Adequate protection from sun provided
Sunscreen is accessible for staff and clients who
have prolonged exposure to the sun
Staff are encouraged to wear hats and other
protective clothing when working outside

Checklist: External Environment Safety & Security

FIXED CHILDRENS PLAY EQUIPMENT

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Impact absorbing material under equipment

with fall heights over 0.5m
Safe fall zone of impact absorbing material and
free from other objects - 2.5m from perimeter
of equipment
Maximum fall height not exceeding 2.5m
All accessible fully enclosed spaces over 600mm
above ground level are less than 125mm and
more than 230mm to avoid head entrapment
Handrails and grab rails diameter
min 19mm, max 38mm
Guardrails with vertical or solid infill provided
for platforms over 1m high
No protruding bolts, nails or splinters
Regular checks of equipment
OTHER
Assembly area for emergency evacuations
clearly marked
Gardens in good order debris, fallen branches
removed, lawns mown regularly
Gardens free of sharp objects (broken glass,
metal, wood splinters, needles etc)
Containers provided for smokers (if smoking
allowed)
Storage areas tidy and locked
Fire hoses well located. Maintained and checked
regularly

3.12 Checklist: Internal Environment Safety & Security

Workplace:

Date:

Check completed by:

INTERNAL ENVIRONMENT
SECURITY
Adequate locks on all external doors
Adequate locks on all external windows
Keys are registered and records kept of who is
holding them
Alarm system
Emergency communication such as duress alarm
or intercom accessible
Security screens for windows and doors
A No Drugs kept on premises sign displayed,
where appropriate
Signs and physical barriers to indicate boundaries
between public and restricted areas
Signs evident to indicate that security measures
are in place
Emergency procedures displayed
Restricted access to objects that could be
potential weapons or missiles
Minimum cash is kept in a secure place out of
view of clients
Areas inside the organisation where an aggressor
could hide have been identified
Secure cupboards or drawers for employees and
volunteers to keep personal possessions
Emergency telephone numbers displayed at
every telephone
Safe haven where employees/volunteers can
retreat to and access a telephone
Client consultation areas have two exits and
if necessary a window or one-way mirror
Public access restricted to one entrance at night
There is visual access to outside of external doors
ie, view hole, glass panel or closed circuit camera
100

Time:
Date for review:

YES NO

COMMENT/ACTION BY

Checklist: Internal Environment Safety & Security

FLOORS/AISLES/EXITS

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Entrances/steps in good order

Hand rails where appropriate
Floor coverings in good repair
Floors even, uncracked, no holes
Floors clean and not slippery
Signs to indicate wet floor after cleaning
Entrances, doorways and stairs kept clear
Cords secured and clear of walkways
Walkways free from rubbish
STAIRS AND LANDINGS
Lighting adequate
Good visual contrasts between steps
Slip resistant strips on edge of steps
Handrails present and at correct height
Minimal variation between step height and
step depth
LIGHTING AND INDOOR CLIMATE
Lighting for vision adjustment from sunlight
to indoors
Lighting in the workplace suitable for work
performed
Accessible light switches
Task lighting provided for detailed work
Overhead lights shielded to minimise glare
Stairwells and exits well illuminated
Temperature appropriate for the workplace
Air conditioning filters cleaned regularly
(if required)
Air quality acceptable (fumes, odours, particles)

101

Checklist: Internal Environment Safety & Security

BATHROOMS/TOILETS

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Adequate toilets for male/female

Toilets for people with disabilities provided
Nappy change facilities available
Facilities cleaned regularly
Facilities well ventilated
Hand wash, single use hand towels/driers provided
Sanitary bins provided
KITCHEN/LUNCH ROOMS
Suitable eating/tea break facilities
Stock stored appropriately
Food is stored appropriately, ie, refrigerated
Cooking facilities clean and in good working order
Work benches clean
Locked cupboards/drawer for knives and other
sharp implements
Staff are wearing protective clothing
Gloves are used when handling food
Exhaust fans over cooking units are clean
Electrical equipment is in good repair
Anti-slip floor surfaces
HOUSEKEEPING
Work areas kept clean and tidy
Materials and equipment stored safely
Rubbish bins emptied regularly
Employees/volunteers provided with personal
protective equipment for cleaning, eg, disposable
gloves
Appropriate container provided for disposing
of sharps
Procedures in place to ensure that any accidental
spills or leakages are immediately cleaned up
102

Checklist: Internal Environment Safety & Security

HAZARDOUS SUBSTANCES

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Material Safety Data Sheets (MSDS) for all

hazardous substances
Hazardous substances register kept
Chemicals disposed of correctly
Chemicals are clearly labelled
Locked cupboard/drawer for hazardous
substances
Emergency procedures in place and
communicated to workers/volunteers
Employees/volunteers instructed in correct use
of hazardous substances and provided with
protective equipment if necessary
Fire extinguishers located close to chemical
storage
Facilities to deal with spills or splash injuries
are close
STORAGE
Materials stored in racks or bins wherever possible
Storage designed to minimise manual handling
Floors in store areas free from rubbish and packing
Files stored securely and appropriately
FIRST AID
First aid kit complete as required (see Section 4)
Cabinet easy to access for all staff
Staff aware of where cabinet is located
Cabinet clearly labelled
Adequate stocks kept
Name of first aid officers clearly displayed
Current first aid certificate held by first aid officers
Gloves used for treatment of all injuries
Register of injuries kept

103

Checklist: Internal Environment Safety & Security

NOISE

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Equipment regularly maintained

Noisy equipment enclosed or isolated
WORKSTATIONS/OFFICE FURNITURE
No broken items
No sharp edges
Filing cabinets/cupboards stable or secured to
walls to prevent tipping
Furniture not blocking doorways
CHAIRS
Height adjustable
Back rest adjustable
Seats adjusted for the person using them
WORK SURFACE
Desk correct height for work performed
Sufficient leg room under desk
WORKPLACE LAYOUT
Document holder provided for continuous keying
work
Phone connections nearby
Sufficient individual storage space
All frequently used items are within easy reach
Cables are secure behind work surface
VDU screen is at correct height
Keyboard and mouse are positioned correctly
Desk is uncluttered
Adequate space between furniture

104

Checklist: Internal Environment Safety & Security

ELECTRICITY AND ELECTRICAL EQUIPMENT

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Switchboards & electrical equipment in safe

condition
Plugs, sockets and switches located in a safe
place and free from obvious defects
(Check for loose covers or wires, broken fittings,
signs of overheating)
No frayed or defective leads
Adequate number of power points for the
appliances in use
Earth leakage protection installed
Main and isolating switches clearly labelled
and accessible
Power tools, extension leads and power boards
located and maintained in safe condition
(check for damaged insulation, water leaks,
burn marks, bent or loose pins and fittings)
Electrical installations and equipment regularly
inspected, checked and maintained
Records kept of inspections
RESIDENTIAL
Privacy for clients and staff, ie, not having TV
and stereo in same room
Kitchen safety rules displayed and followed
House rules displayed and followed
Residents aware of curfew times and adhere to
them
Visitors to follow house rules
Drugs and alcohol policy displayed and
implemented
Housekeeping adequate
Residents aware of emergency procedures

105

Checklist: Internal Environment Safety & Security

PHOTOCOPIERS

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

YES NO

COMMENT/ACTION BY

Located in a well ventilated room

Located away from workers to minimise noise
OFFICE ENVIRONMENT GENERAL
Adequate space for staff and clients
SAFE ROOMS
Door with handle that can be pulled closed
and locked
Double lock on door
Exit from the room other than the entry door
Telephone in the room
FIRE EXITS AND PROCEDURES
Smoke detectors and alarms in working order
Accessible fire exits
Uncluttered fire exits
Appropriate exit signs
Fire exits are unlocked during working hours
Fire extinguishers located appropriate to risk
Appropriate extinguishers for the conditions
and exposures
Extinguishers are regularly serviced and
date noted
Fire blankets provided where appropriate
Regular fire drills with documented staff
attendance

106

3.13 Sample worksheet: manual handling

Use this table to assist with the risk management process. The process can
be applied to other OHS issues.

Think/Talk

Review

Consult with the

people doing the
manual handling

Risk elimination/
control

Has each risk

control measure
been implemented?

Look at past manual

handling incident
and injury reports
Identify the tasks
that could cause an
injury

For each risk, use

the risk elimination
and control
measures to plan
action

Was it effective?
What more can be
done?

Implement the
action

Use the checklist to

assess the risk
Work out which
hazards pose the
most risk

107

3.14 Checklist: manual handling

Adapted from Health and Safety for Home and Community Workers: Guidelines for Managing OHS,
SA WorkCover
THINK

Task:

Date: _____/_____/_____
Form completed by:

Location:

TALK

ACTIONS & POSTURE

LOADS

JOB DESIGN

Bending, twisting, stretching

or over reaching

Awkward to lift or handle

Repetitive movements
Prolonged task

Pulling, pushing or lifting

Heavy weight (more than

16-20kg)

Carrying or holding

Large force

Load carried a long way

Sudden or jerky movements

Object greasy or dirty

Not enough time

Awkward or cramped

Cant be held close to body

Rest breaks

Other

WORKPLACE

EQUIPMENT

PEOPLE

Unsuitable height

Aids not available

Not trained

Clutter/trip hazards

Aids hard to use

Task too demanding

Lack of space

Clothing restricts movement

Special needs (eg, pregnant)

Slippery/uneven surface

Protective gear unsuitable

Other

Poor lighting

Other

Lack of people

Other
DO

MAJOR PROBLEMS

POSSIBLE SOLUTIONS

ACTION PLAN
Action needed

REVIEW

REVIEW
Did this solution work?

Further action needed? (give details)

108

By whom

By when

Review date

3.15 Checklist: workplace violence

Workplace:

Date:

Time:

Check completed by:

Date for review:

POTENTIAL RISK CONTROL MEASURES

CLIENT ASSESSMENT AND REFERRAL

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Written criteria used for the types of clients that

the service accepts or refers elsewhere
Referring organisations provide written
information regarding client behaviours and
history of violence and aggression
Referral information verified and further
information sought from family, carers,
teachers or general practitioners
Procedures followed for referral and assessment
of clients
Clients of the organisation assessed for the
potential for aggression and violence (risk profile)
Risk status of new clients is reviewed by all
employees/volunteers at commencement of
first shift after intake
Services reduced or discontinued for clients who
present a level of risk that cannot be managed
within existing resources
Procedures followed for referring clients to
appropriate services for treatment of psychiatric,
illicit drug and alcohol issues
The day to day behavioural status of higher risk
clients monitored and recorded and the next
shift of employees/volunteers alerted to
relevant information
STAFF MANAGEMENT
Procedures followed for employees/volunteers
working alone or off site (see Working off-site
checklist)
Inexperienced staff paired with experienced staff
Staff clothing does not increase the risk of injury
during a violent incident, eg, earrings, ties, scarves
Procedures followed for disputes and grievances
between staff, volunteers and management
109

Checklist: workplace violence

CLIENT SERVICE AND MANAGEMENT

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Client service procedures in place and client

service is part of employee performance reviews
Client rights and responsibilities documented and
provided to clients at commencement of service
Client dispute resolution procedures in place
Items that could be used as a weapon removed
from clients
Client medication procedures in place
Sleeping clients woken with voice not touch
Procedures followed for handling client cash
Clients are never given employees/volunteers
personal telephone numbers
Employees working with high risk client groups
consider silent private telephone numbers
Employees/volunteers prohibited from personal
or sexual relationships with clients
SECURITY PROCEDURES
Information provided to clients, visitors,
contractors and suppliers about workplace
violence arrangements
Premises security procedures in place for day and
night
Access restricted to as few entrances as possible
at night
Employees/volunteers do not need access to
outside storage areas at night
Employees/volunteers park close to building
at night
Personal property is stored in secure place
Register of visitors and other persons
eg contractors on-site is kept

110

Checklist: workplace violence

CASH HANDLING

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Cash handling system in place

Limited cash kept on premises
Cash stored in secure location out of sight of
public and clients
EMERGENCY PROCEDURES & TRAINING
Procedures in place including defusion, back up,
verbal reporting, and when to retreat to a
safe area or call police
Person nominated to take charge in case of
violence-related emergency
Bomb threats, armed hold-ups, abusive
telephone calls procedures in place
Home visits and call-out emergency procedures
in place (see Working off-site checklist)
POST INCIDENT PROCEDURES
First aid and access to medical care provided
for those injured
Incident details are recorded and reported
to manager or employer
Client perpetrated violence is recorded in
client files
Transport home and communication with
families of those affected arranged if necessary
Psychological support (debriefing or ongoing
counselling) available to affected employees
Time off available for affected employees to
recover
Serious violent incidents such as physical or
armed assault and bomb threats are
reported to the police
Serious violent incidents causing death,
threat to life, or more than 7 days off work
(with medical certificate) are reported to
WorkCover.

111

3.16 Sample procedures: violence response

de-escalation techniques. Monitor clients for signs of impending violence
such as facial expression, verbal threats and increase in breathing rate
summon help if needed
try to appear calm, speak slowly, clearly and softly
use simple language which is easy for the person to understand
tell the person your first name and position
do not attempt to contradict the angry person
remove other clients from the vicinity
do not move closer to the person
avoid body language such as crossed arms, hands on hips or shaking
fingers
avoid direct eye contact
do not touch the person
if you need to withdraw, step back slowly and retreat to a safe place
if you cannot withdraw you are entitled to use reasonable force to protect
yourself
if you are injured seek medical assistance, notify your supervisor and
contact the police.
Abusive or threatening phone calls
try to calm the person by acknowledging their feeling of frustration. Ask
them to explain their needs in a civil manner to enable you to provide
help and guidance
if behaviour continues advise them that you will hang up unless they are
civil
if behaviour continues, hang up, notify your supervisor immediately and
complete a written report of the incident
for each call received keep a log of the time, duration, details of the
conversation and caller details (for example estimated age, background
noise and accent)
report this information to the police service for advice. Police have the
power to trace the calls if warranted and take further action if requested.

112

Bomb threats
take the threat seriously do not hang up the phone
remain calm try to record the exact wording of the caller and any
distinctive background noises which might help identify the source of the
call
ask questions to find out bomb location, appearance and detonation time
report the incident to your supervisor immediately
assist as instructed to report the incident to the police and evacuate the
area.
Armed hold-up
stand still, keep hands where they can be seen and avoid sudden
movements
be submissive and obey the offenders instructions exactly
remain quiet and speak only when spoken to
do not draw attention to yourself or provoke the offender
avoid direct eye contact
if it is safe to do so, mentally note offenders physical appearance and
speech
allow the offender to leave, do not chase
summon help, activate duress alarm, contact supervisor and call police
immediately seal off area, lock entrances to prevent offender from reentering
ask witnesses to remain.

113

3.17 Checklist: slips, trips and falls

Date checklist completed:

Date checklist to be reviewed (annually or when there is a

change or addition to manual handling tasks in the workplace):

Name(s) of person(s) who completed checklist:

Position title:

Initial:

Company:

FLOORS
Are floor surfaces free of water, ice, oil or other fluids?

Yes

Are floor surfaces even? (eg no loose tiles or carpet that is torn or has ridges or holes)

Yes

Are ramps designed to prevent slips and falls?

Yes

Are walkways and doorways clear of boxes, extension cords and litter?

Yes

Are spills cleaned up immediately?

Yes

Are the responsibilities for cleaning floors, clearing work areas and walkways clearly specified?

Yes

Are stairways kept clear of boxes, equipment and other obstructions?

Yes

Is the tread on stairs adequate to minimize slipping?

Yes

Is the foot-space on each stair adequate?

Yes

Are handrails adequate?

Yes

Are work areas, walkways and stairs well lit?

Yes

Does the lighting enable employees/volunteers to move between indoor and outdoor tasks safely?

Yes

HOUSEKEEPING

STAIRS

LIGHTING

FOOTWEAR
Is the footwear worn by employees/volunteers suitable for their role at the workplace?
MAJOR PROBLEMS

POSSIBLE SOLUTIONS

ACTION PLAN
Action needed

By whom

By when

Review date

REVIEW
Have these solutions worked?

Further action needed? (give details)

Use this checklist in conjunction with the internal/external environment checklists (Sections 3.11, 3.12)
114

3.18 Sample procedure: management of potential

occupational exposures to HIV, hepatitis B &
hepatitis C
Examples of occupational exposures:
needle stick injuries
physical injury resulting in exposure to the blood of another person via
broken skin, mucous membranes (inside of nose and mouth) or eyes
broken skin exposure to blood, body substances containing blood, or other
infected body fluids, during client contact or when handling waste
containing infected body fluids and substances or sharps.
First aid
wash wound with soap and water
arrange for further medical attention to wound if necessary
if eyes are contaminated rinse with saline or water while they are open,
remove contact lenses and clean as normal
if mouth is contaminated, spit thoroughly then rinse with water several
times
remove any contaminated clothing and shower if necessary
report the exposure to supervisor so that the incident is recorded and risk
assessment carried out to determine if further action is necessary.
Risk assessment of occupational exposures
The significance of the injury should be assessed according to the following
factors:
the nature and extent of the injury
the nature of the item that caused the injury
the nature of the body substance involved
the volume of blood or body substance to which the person was exposed.

115

Classification of exposures
Requires further assessment

Broken skin exposure to blood such as skin

punctured by a used needle or syringe

Requires further assessment

Broken skin exposure involving fluids

containing visible blood or other potentially
infectious fluids (includes semen, vaginal
secretions, amniotic fluid [broken waters
during pregnancy] or human tissue)

Requires further assessment

Splashes to eye or mouth involving blood or

fluid containing visible blood

Requires further assessment

Broken skin contact or extensive or prolonged

in-tact skin contact, with blood, blood
stained fluid or other potentially infectious
body fluids such as semen, vaginal secretions
or human tissue

Does not require further

assessment

Skin (broken or intact), nose or mouth

contact with non-bloodstained saliva or urine

A medical practitioner should be consulted to assess and follow up exposures

that require further assessment. The confidentiality of the injured person
should be maintained. Counselling support should be available for the injured
person if the risk assessment determines that they require blood tests.

116

3.19 Checklist: client home environment

Adapted from Health and Safety for Home and Community Workers: Guidelines for Managing OHS - Forms
WorkCover Corporation Grants Scheme, SAFER Industries, November 2000.
To be used with the 3.20 Checklist: Working off-site safety and security

Client name:

File number:

Address:

Phone:

Person completing checklist:

Date:

Location: (draw map and attach if needed)

Parking:

Location of door to enter:

other (describe):

front

side

OUTSIDE RESIDENCE

back

YES

Review date:

COMMENT/ACTION BY

Parking adequate parking on street

Gates easy to open
Pathway

- level
- non-slip
- uncluttered

Steps/stairs

- level
- non-slip
- uncluttered

Verandah surface

- level
- non-slip
- uncluttered

Pets

- present, restrained
- separated from worker

Lighting at night is adequate

Door clear of obstruction

117

Checklist: client home environment

INSIDE RESIDENCE
Floor surfaces

- level
- non-slip
- uncluttered

Lighting

- adequate for walking

- adequate for performing work

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Tasks involving working at a height

Weapons (eg, guns) visible or reported to be
present in house
Emergency exit visible with easy access
Smoke detector present and working
ELECTRICAL/GAS
Electrical leads or extension cords not exposed
or damaged
Switches in good working order
Power points not located near water
Gas cylinders used on site (hot water, oxygen)
EQUIPMENT
Vacuum cleaner in working order
Carpet sweeper in working order
Broom has an adequate handle length
Mop & bucket adequate for use
Iron in working order/ironing board is
adjustable height
Washing machine - no moving parts exposed;
wiring/connection to wall safe
Dryer - in good working order
Hot water system - set to temperature
Pipes are not exposed
Step ladder in use - level
- non-slip
Food preparation equipment - clean
Clothes line

118

- adjustable height
- safe access

Checklist: client home environment

BATHROOM/TOILET
Access to bath

- adequate height

Shower

- non-slip surface

Toilet

- appropriate height
- adequate room

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Drainage - adequate to ensure non-slip

Ventilation - adequate to ensure fresh air
Water temperature appropriately controlled
Electrical equipment - not used in bathroom
KITCHEN
Stove

- in safe working order

Electrical equipment

- cords not frayed

- not used near water

Workspace organisation - uncluttered

- non-slip floor surface
Table/benches

- appropriate height

Chairs

- stable
- appropriate height

LAUNDRY
Workspace organisation - uncluttered
- benchtop good height
Drainage

- non-slip floor surface

- no build-up of water

Water temperature

- appropriately controlled

Ventilation

- adequate

BEDROOMS
Sufficient space around bed
- uncluttered floor space
Bed suitable height for working with client
Heaters present & safe - no bedding, clothes
or water near heater
Electrical cords

- no exposed wiring
- power points secure
119

Checklist: client home environment

LOUNGE

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Workspace organisation - uncluttered work area

Furniture position

- height adequate to
work from
- stable

HAZARDOUS SUBSTANCES
Substances labelled appropriately
Substances in original container
Used for suitable purposes
Stored in safe position
Gloves/other protection available if required
Exhaust fan/open window/ventilation adequate
Health effects/emergency procedures known
Material Safety Data Sheets (MSDS) available
OTHER ISSUES
History of aggression or violence/threat to staff
Resistance to care noted
Unable to accept instructions
Risk of infection
Manual handling assessment required
(if yes, complete & attach)

120

3.20 Checklist: working off-site safety & security

Workplace:

Date:

Time:

Check completed by:

COMMUNICATION

Date for review:

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Employees/volunteers have communication

equipment such as mobile phone
Communication equipment is checked prior to
leaving base
Communication equipment is switched on at all
times off-site and programmed for back-to-base
and emergency numbers
Employees/volunteers leave records of off site
visit addresses, scheduled arrival and departure
times and registration number of vehicle
Employees/volunteers report movements to base
as agreed in protocols (eg, regular call-in on
arrival or departure, or at end of shift)
Procedures in place if contact is lost or off-site
employee/volunteer fails to return when expected
Code words established for off-site employee/
volunteer to signify they are in a threatening
situation
Off-site employees/volunteers carry contact
details for police fire and ambulance services
HOME VISIT & CALLOUT SECURITY
Risk assessments of client and home are
undertaken before committing employees and/or
volunteers to a home visit or call-out (see Home
visit and Client home environment Checklist)
Higher risk clients asked to attend the base
organisation or are seen by staff in pairs
(this can include staff from another community
service organisation)
Employees/volunteers carry official photo ID
which identifies the issuing community service
Employees/volunteers are respectful to the
client and aware that the client may perceive
them to be invading their personal space
If a client is being helped to escape domestic
violence, choose a time of day when back-up is
available and if necessary involve police
121

Checklist: working off-site safety & security

HOME VISIT & CALLOUT SECURITY

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Employees/volunteers withdraw from a visit if

they feel at risk
Employees/volunteers who work alone or in
isolated situations are provided with a duress
alarm, mobile phone or call in system
Mobile telephone black-out areas are known
and procedures are in place for alternative
communication, or work in pairs
Employees/volunteers are trained in procedures
on client sites eg, maintaining clear line of exit,
keeping car keys and diary secure and parking
car to facilitate exit
Employees/volunteers leave client premises if
firearms or other weapons are seen. Police are
notified
Employees/volunteers are trained in techniques
to diffuse violence (see Section 3.16 sample
Procedures: Violence Response)
Incidents on client premises are documented in
client files and in incident reports
Employees/volunteers avoid walking in deserted
places or taking shortcuts
Employees/volunteers withdraw from
neighbourhoods where there are signs of unrest
or trouble
Employees/volunteers avoid appearing lost and
seek directions by telephone, from a business
owner or official rather than a stranger
If being followed by car or on foot, cross the road,
employees/volunteers walk in opposite direction
and seek refuge in safe place
WORKING ON OTHER PREMISES
Employees/volunteers working in other sites such
as community buildings or schools should be
aware of the security and emergency procedures
of those premises
Security in the external and internal environment
should be checked prior to employees/volunteers
using the premises

122

3.21 Checklist: transport safety

Workplace:

Date:

Time:

Check completed by:

VEHICLES

Date for review:

YES

COMMENT/ACTION BY

Employees and volunteers hold valid drivers

licences for the class of vehicle. Licences are
recorded and verified annually
Vehicle records of registration, insurance, fuel,
mileage and servicing and parts replacement are
maintained and regularly checked
A roadside assistance scheme such as NRMA
is in place for all facility vehicles
Prior to leaving base drivers check fuel levels
and visually inspect tyres
Vehicles are routinely serviced and a fault
reporting mechanism is in place
Random checks are conducted for vehicle
condition and safety
A crash kit is kept in each facility vehicle with
instructions, a report card, first aid advice, and
emergency telephone numbers.
A crash reporting and investigation system is in
place
A crash database is maintained
Crash test ratings and safety devices are
considered prior to vehicle purchase or lease such
as dual front seat air-bags, side airbags in driver
seat, anti-lock breaking systems, three point seat
belts, adjustable head rests (See NRMA or RTA
websites for the Australian New Car Assessment
Program crash test ratings)
Passenger safety issues are considered in bus
purchase or lease such as hydraulic devices, fold
down steps and handles to assist passengers to
get on and off, secure wheelchair storage and
shopping storage, seatbelts, sufficient room
between seats and slip resistant steps and
floor surfaces

123

Checklist: transport safety

VEHICLES

YES

COMMENT/ACTION BY

YES

COMMENT/ACTION BY

Cargo barrier in place in station wagons and

hatchbacks
Consider wiring daytime running headlights to
ignition
Heavy or bulky freight stored in boot or separated
from passengers by cargo barriers
Procedures in place for drivers of vehicle such as
speed limits, fatigue management, alcohol
and drug use
Mobile telephone use in cars is avoided and when
necessary hands free kits are used and dialling
avoided unless the car has been pulled over
Procedures in place for requirements and
minimum standards for private vehicles that are
used for work purposes (insurance status, safety
features and maintenance)
Consider equipping vehicles with first aid kits,
fire extinguishers, safety triangles and safety vests
Consider pre-employment driving assessments for
employees whose work involves a lot of driving
Consider driving performance review as part of
work performance review
TRANSPORTING CLIENTS
Client profile is assessed prior to transport and if
necessary an additional escort is provided
Drivers who are not familiar with the client should
be provided with information regarding the client
so that they are aware of physical and behavioural
limitations
Drivers use the curb side lane to pull over easily
in an emergency
Means of emergency communication are
accessible in the vehicle
Drivers are trained in emergency procedures such
as pull over, immobilise car, retreat to a safe
place and call for back-up
Clients are not seated directly behind driver
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Checklist: transport safety

TRANSPORTING CLIENTS

YES

COMMENT/ACTION BY

Potential weapons such as cigarette lighters are

removed and objects such as fire extinguishers
are stored in the boot
Employees and volunteers who regularly transport
clients are trained in first aid
Drivers are aware of location of medical centres
and emergency departments in areas where they
are transporting clients
Clients wear seatbelts
Child-proof locks are used when transporting
children and clients with dementia
Ensure that employees and volunteers who
transport clients in private vehicles have
comprehensive insurance and notify their
insurance company of the activity
Employees and volunteers are trained in manual
handling techniques specific to moving people
with physical limitations or disabilities and
equipment such as wheelchairs, in and out of
vehicles
Wheelchairs used for client transportation are
lightweight and designed for portability
Smoking not permitted in vehicles used to
transport clients
First aid kits provided in vehicles, where the
organisations risk assessment identifies a need

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4. PREPARING FOR AND

MANAGING
INCIDENTS AND CLAIMS
IN THIS SECTION:

PAGE

4.1

First aid requirements

126

4.2

Keeping a register of treatment and injuries

128

4.3

If an injury occurs

129

4.4

Notification of injuries

134

4.5

Workers compensation

135

4.6

Injury management

140

Checklists & tools

4.7

Checklist emergency procedures

143

4.8

Sample register of injuries

144

4.9

Sample return-to-work program

145

4.10 Sample return-to-work plan

149

Disclaimer
This document provides general information about the rights and obligations of employees and employers
under NSW occupational health and safety laws. It is intended to provide general information about the law
and is not intended to represent a comprehensive statement of the law as it applies to particular problems or
to individuals, or substitute for legal advice. You should seek independent legal advice if you need
assistance on the application of the law to your situation.

PREPARING FOR AND

MANAGING

INCIDENTS AND CLAIMS

4.1 First aid requirements

OHS Regulation 2001,

clause 20 (2)

The OHS Regulation 2001 sets minimum standards for providing first aid at
work. An employer must have the following readily accessible during working
hours, at each place of work:
first aid facilities that are adequate for the immediate treatment of injury
or illness that may arise at a place of work, and
if more than 25 persons are employed at a place of work - trained first aid
personnel.
The location of the place of work, the number of employees at a particular
location and the type of work being undertaken determines the nature,
number and location of first aid facilities and the number of trained first aid
personnel that are needed. The following provisions are a manimum standard.
Type of first aid kit required

OHS Regulation 2001,

clause 20

there are three sizes of first aid kits specified in the regulation (A, B
and C)
Number of persons
200 or more
100-199

First aid room

Kit A

Kit B

Kit C

11-99

10 or less

Note: different requirements apply to construction sites.

all kits must contain a list of required contents and a CPR (resuscitation)
chart
at least one first aid kit must be provided for each workplace
additional items may be included for specific needs eg, children,
seniors, etc
items not for first aid use must not be put in a kit.

126

Kit contents

OHS Regulation 2001,

clause 20 (5)

Description of appliance or requisite

Kit A

Adhesive plastic dressing strips, sterile, packets of 50

Adhesive dressing tape, 2.5cm x 5 cm

2
2
2

1
1
1

1
1
-

Bags, plastic for amputated parts:

small
medium
large

Dressing, non-adherent, sterile, 7.5cm x 5.5cm

Eye pads, sterile

Gauze bandages

5cm
10cm

3
3

1
1

1
-

Rescue blanket, silver space blanket

Safety pins, packets

Scissors, blunt/short nosed, minimum length 12.5cm

Splinter forceps, stainless steel

Swabs, prepacked, antiseptic, packs of 10

Triangular bandage, minimum 90 cm

Wound dressing, sterile, non-medicated, large

First aid pamphlet as approved by WorkCover

(eg, St John Ambulance or Red Cross)

Gloves, disposable, single

Sterile eyewash solution, 10ml single use ampules

or sachets

127

Kit B Kit C

4.2 Keeping a register of injuries and treatment

A register of injuries and a record of first aid treatment must be kept at each
worksite. The injured person or their representative should complete
appropriate sections of the register and the treating first aid officer should
record the details of the treatment provided.
The register of injuries is a part of workers compensation law to ensure that
workers who sustain injuries at work are able to record the details of the
accident in case they wish to make a claim. It is also useful for volunteers
who may make a claim against the organisations volunteer insurance or
public liability insurance.
A WorkCover inspector may request to see the register when they visit your
workplace.
You can purchase a register of injuries from a stationery supplier or write the
following information in an exercise book:
the name, age, address and occupation of the injured worker
the place in which the person was working or visiting
the operation in which the person was engaged at the time of injury
the date, time and injury that occurred
a brief description of the type, cause and location of the injury and the
treatment given
the name of the first aid person in attendance (if any)
any referral for further treatment if required.
The manager should check the register on a regular basis to identify hazards
in the workplace. Old registers should be kept with your other business
records for at least seven years from the last date of entry on the register.
Incident forms
All incidents whether or not they result in injury should be reported to
management. An organisation's incident report form should include the
following information:
particulars of person involved in the incident
description of circumstances (date, time, location, how it occurred, body
part and severity of injury)
witness information
treatment given at time of incident.

128

4.3 If an injury occurs

General procedures in the event of incidents involving injury or illness
1. Arrange first aid or transport to medical treatment
2. Ensure that the hazard poses no further threat to other staff or
non-staff
3. Fill in the register of injuries
4. Who to advise
notify WorkCover immediately on 13 10 50 if there is a serious
incident involving a fatality or serious injury to either a worker or
non-worker at your workplace
notify your workers compensation insurance company within 48 hours
of an incident involving an injury or illness to a worker where workers
compensation is or may be payable
notify WorkCover within 7 days using the online form at
www.workcover.nsw.gov.au or phone 13 10 50 for incidents involving
a non-worker where the injury results in the person being off work or
being unable to perform their normal activities for 7 or more days.
5. Managing the potential impact of a serious or violent incident on all
workers
provide debriefing opportunities for workers
provide counselling services if required
continue to consult with workers as to how they are feeling.
6. Send an Injured Workers Claim Form and other documents required by
the insurer within seven days of receiving the request from the insurer
7. Provide assistance if needed in processing workers compensation
claims
8. When requested by an injured worker:
provide, within 10 days, copies of medical reports in your possession
provide, within 28 days, wage information regarding:
their award level
gross annual earnings prior to the injury and
gross earnings after the injury event of two workers who were
comparable to the injured worker before the injury.
9. Pay any compensation money received from the insurer, as soon as
practicable, to the person entitled to the compensation
10. As part of your return-to-work program
appoint a person in authority to keep in touch with the injured
worker, the doctor and the insurance company
129

assist in the return to work of injured workers.

As soon as an injury happens

Arrange first aid or transport to medical treatment
make sure you have a complete and accessible first aid kit and that
workers/volunteers are appropriately trained
if a person is injured or ill at work, immediate first aid should be offered.
If the person does not agree to treatment, arrange for them to visit their
doctor
the first aid officer should only provide services they are trained and
confident to provide
as soon as possible, the details regarding the injury or illness and the
treatment provided should be recorded in the register of injuries
transport the injured person to his or her own treating doctor or to a local
clinic or hospital
if you are unsure whether an injured person should be moved, call an
ambulance
arrange for someone to accompany the injured person to the doctor to
provide support
injured workers have the right to choose their own treating doctor.
However, once chosen, if they wish to change doctors, they must first
discuss this with the workers compensation insurance company.
Managing serious incidents
What is a serious incident?
Generally a serious incident is an event that is outside a normal day to day
living event and of such a nature that significant stressors are created. It
includes a person being killed.
Examples of serious incidents could include:
an incident where there has been a fatality
an incident where there has been a serious injury or illness, such as when
a person:
is placed on a life support system
loses consciousness
has a limb amputated
is trapped in machinery or a confined space
has serious burns
an incident where there is an immediate threat to life such as major
damage to machinery or buildings.
130

Up to 36 hours after the serious incident has been reported, the immediate
area around the incident must not be disturbed, except to assist any injured
persons and to avoid further injuries and problems.
Exposure to serious incidents may lead to considerable distress in staff and
to symptoms such as anxiety or panic. Helping workers and volunteers to deal
with serious incidents is an important part of a risk management system.
All serious incidents must be taken seriously and there must be procedures
that are followed every time an incident occurs. Although some workers and
their supervisors may appear to shrug off aggressive incidents by saying it is
just part of the job, or that they must learn to expect that kind of behaviour
from clients, experiencing repeated aggression may have a long term effect
on many workers.
Workers and volunteers need to know that they have a right to be safe at
work, and that when an incident does occur, they will have support from their
peers and management, as well as access to a professional counsellor for
help and support.
Major or serious/violent incidents
Following a major incident, it is important to:
ensure that the potential for violence no longer exists
provide first aid
give comfort and treatment to those affected
call the police and, if necessary, the ambulance service
leave the scene undisturbed for the police
ask witnesses to remain until the police arrive. If this is not possible, write
down their names and contact numbers
contact the family of those affected before they find out through the
media (keep an accessible file with all staff contacts)
remove workers/volunteers from their duties
arrange a serious incident stress debriefing
notify your workers compensation insurance company within 48 hours
complete the register of injuries.
Ask the workers/volunteers to give a full report on what has occurred. It is
important that they are not made to feel in any way responsible until all facts
are known by management and the police, and until they have been fully
debriefed and counselled.

131

Verbal threats
Following verbal or phone threats:
ensure that workers/volunteers know to notify their supervisor/coordinator
immediately
complete a written report on the incident detailing the time, who was
involved, the nature of the threats, the reasons behind the threats and the
possible triggers for the threats
interview the parties involved
discuss with the workers whether they wish to involve the police
if the offender is a staff member, commence a disciplinary process or
refer them to counselling (whatever is appropriate) and check with your
employer association or union for industrial advice.
Legal Rights
Victims of violence may be entitled to:
workers compensation
victims of crime compensation
initiate a criminal action against the assailant.
Violent incidents should be reported to the police.
Debriefing/Counselling
Generally people feel better if they have the opportunity to talk about serious
incidents. People have very different reactions to events and often a reaction
may be delayed. The level of assistance provided will need to be assessed on
an individual basis. In general:
1. for all incidents reported the coordinator, manager or supervisor should
undertake a discussion with the person affected in order to monitor their
reaction and assess the need for further assistance
2. for a more serious incident, the coordinator/manager should arrange a
debriefing as soon as possible, with all relevant staff. In a positive
atmosphere of support, discuss the incident, how it happened, how each
person feels and what can be done to prevent it from happening again.
This can be important for debriefing as well as a review of procedures
3. for very serious incidents, an external professional may be required to lead
a further staff meeting, and/or counsel staff individually. It is important
that suitable professionals are already known so that they can be engaged
within a short time of the incident. Employee Assistance Programs can be
helpful in this regard.

132

Counselling costs
The costs of external counselling for injured workers may be covered by
workers compensation insurance. Contact the claims officer or the injury
management adviser from your workers compensation insurance company for
further information.
Ongoing support
The effects of a serious incident do not stop after the initial discussions or
meeting. Each person will react differently to being involved in, or witnessing,
an aggressive event. Some will develop post-traumatic stress and experience
symptoms such as:
disturbed sleep patterns and/or frightening dreams
fear of returning to work
increased heart rate
insomnia and hypersensitivity
muscle tension
startle reactions
re-experiencing the violent event through hallucinations
anxiety, depression, phobias
grief, guilt.
Post-traumatic stress symptoms are a normal reaction to a traumatic incident
and should be treated with qualified counselling.

133

4.4 Notification of injuries

What, who and when to NOTIFY incidents involving injury or illness to workers
INCIDENTS INVOLVING INJURY OR ILLNESS TO WORKERS

SERIOUS INCIDENTS
Involving a fatality or a serious
injury or illness

Notify WorkCover IMMEDIATELY on ph: 13 10 50

PLUS
Notify your workers compensation insurer within 48 hours

OTHER INCIDENTS
Involving an injury or illness to
workers, where workers
compensation is or may be
payable

Notify your workers compensation insurer within 48 hours

INCIDENTS INVOLVING INJURY OR ILLNESS TO NON-WORKERS

(eg, volunteers or clients) AT YOUR WORKPLACE

SERIOUS INCIDENTS
Involving a fatality or a serious
injury or illness to a non-worker

Notify WorkCover IMMEDIATELY on ph: 13 10 50

PLUS
to make a full report notify WorkCover within 7 days using the
online form at www.workcover.nsw.gov.au or ph: 13 10 50

OTHER INCIDENTS
Involving a non-worker where
the injury or illness results in
the person being off work or
unable to perform their normal
activities for 7 or more days

Notify WorkCover within 7 days using the online form at

www.workcover.nsw.gov.au or ph: 13 10 50

INCIDENTS WITHOUT INJURY OR ILLNESS

(workers and non-workers)

SERIOUS INCIDENTS
With no injury or illness but is
immediately life threatening

Notify WorkCover IMMEDIATELY on ph: 13 10 50

PLUS
to make a full report notify WorkCover within 7 days using the
online form at www.workcover.nsw.gov.au or ph: 13 10 50

INCIDENTS
With no injury or illness, and is
not immediately life threatening

Notify WorkCover within 7 days using the online form at

www.workcover.nsw.gov.au or ph: 13 10 50

134

4.5 Workers compensation

What is workers compensation insurance?
All employers must have a current workers compensation insurance policy.
Certain large employers and corporate groups of employers have been granted
self-insurance licences by WorkCover more information is available at
www.workcover.nsw.gov.au. This insurance covers workers and people
deemed to be workers.
In the event of a workplace injury or disease, workers compensation
insurance may provide the worker with:
weekly benefits
medical and hospital expenses
rehabilitation services
certain personal items (such as clothing or spectacles if damaged in the
work-related accident)
a lump sum payment in the event of permanent impairment (if appropriate).
Are clients, visitors, volunteers and contractors covered?
It should be noted that workers compensation insurance does not generally
cover volunteers, contractors and visitors. These other groups may be covered
under different insurance such as public liability insurance, volunteer
accident insurance or, in the case of contractors, their own accident/income
protection or workers compensation insurance. You will need to talk to your
insurance company to make sure your organisation has appropriate cover.
If your volunteers are involved in visiting client homes, you should ensure
that they are aware they are not covered by public liability insurance once off
your premises, unless they are:
in the company of a paid employee, and/or
in homes of clients who have public liability insurance as part of their
home insurance.
Making a claim
The insurance company must be notified of all injuries where workers
compensation is, or may be, payable within 48 hours.
Early assistance for those who have incurred a work related injury or illness,
is crucial.
Who can make a claim?
A person who is a worker or deemed to be a worker under the Workplace
Injury Management and Workers Compensation Act 1998 is eligible to claim
workers compensation if they suffer a work related injury. Workers can also, in
certain circumstance, make journey and recess claims. The employer, worker
or their representative can notify the insurer of the injury.

135

A notification to WorkCover can be made by the occupier of a workplace/

employer or their representative. Refer to the WorkCover NSW website
www.workcover.nsw.gov.au for further information about injury notification
requirements.

Responsibilities of the employer

When there is an injury at work, the employer must:
provide the injured worker with:
first aid and/or transport to medical treatment
name of the employers insurance company
company name and contact details of the employer
a workers compensation claim form (if requested by the worker), and
suitable duties and any assistance that will help the worker to recover
and return to work quickly.
notify WorkCover immediately on 13 10 50 for serious incidents involving
injury or illness
for incidents that are not immediately life threating eg. exposure to
specific substances, notify WorkCover within 7 days using the online form
or phone 13 10 50
notify the insurer electronically, in writing or verbally (in person or by
phone) of workplace injuries within 48 hours
provide the insurer with:
date and description of injury, and details of how it happened
name, address and date of birth and contact telephone number of the
injured worker
name and address of the company
name of the treating doctor and contact telephone number, or name of
the hospital if the worker is hospitalised
name and contact details of the person making the initial notification,
and their relationship to the worker or employer
date of consultation with treating doctor and a diagnosis
workers capacity to return to work and expected return to work date
details of any time off work, and
the workers wage details and how payments are to be made.
forward to the insurer:
a WorkCover medical certificate, if provided by the employee, within
seven days, and
ongoing medical certificates, receipts and accounts for medical or other
treatment, within seven days
participate in a return to work program.
Responsibilities of the worker
When there is an injury at work, the injured worker must:
seek medical attention
notify the employer (usually their direct supervisor) as soon as possible
record their name, the date and cause of the injury in the employers
Register of Injuries
136

sign the WorkCover medical certificate (if one is required) to:

indicate the doctor that has been chosen as the treating doctor, and
permit the treating doctor to release information to the insurer and the
employer to help with injury management
participate and cooperate with the development and implementation of an
injury management plan
comply with requests made by the insurer within seven days (this may
include obtaining a WorkCover medical certificate or completing a claim
form). Workers should keep copies of all documentation relating to their
injury, and
make all efforts to return to work as soon as possible.
Responsibilities of the insurer
When notified of an injury, the insurer must:
contact the worker and the employer within three days, and consult with
all relevant parties including sometimes the treating doctor, to ensure that
the worker receives necessary assistance to recover and return to work
develop an injury management plan for a worker with a significant injury
and cooperate with their obligations under the injury management plan
provide information regarding the claims process
within seven days, decide whether to approve provisional weekly payments
for up to a maximum of twelve weeks, and commence these payments
(unless a reasonable excuse exists - see below1)
decide whether to approve provisional medical expenses for up to $5,000
and commence these payments
notify the injured worker, in writing, about the amount and time period of
the provisional payments, and the nature of the payments (ie. weekly
payments, medical expenses, travel expenses and or rehabilitation
services)
decide whether the insurer or employer will pay the worker.
In relation to claims the insurer must:
decide whether the injured worker needs to complete a claim form, and
inform the worker how to complete the form
inform the employer, within seven days, if a claim has been made and
make a decision within 21 days about the ongoing liability of the claim
before the end of the twelve week period
provide the worker with contact details of the WorkCover Assistance
Service, to facilitate communication of accurate information and prevent
disputes
provide the worker with contact details of the Workers Compensation
Commission if liability is disputed and provide a written explanation for its
decision.
1

137

See the WorkCover Provisional Liability and Claims Guidelines for more information.
www.workcover.nsw.gov.au

If the claim is disputed or denied

the insurance company will write to the organisation and the worker to
inform them
the worker has the right to appeal this decision to the Workers
Compensation Commission. The worker may wish to seek advice from their
union, solicitor or the WorkCover Assistance Service 13 10 50
the employer may attend the conciliation meeting. Talk with the claims
officer from your insurance company to obtain advice regarding whether it
would be helpful for a committee representative or the Coordinator to be
present
the insurance company will not pay any medical bills, wages or other bills
from the time that the claim is denied/disputed. Some bills may already
have been paid as part of the early injury management plan and the
worker will not be required to repay these. However, the insurance
company will not pay for the rest of the plan once the claim is denied
continue to help the injured worker with a disputed/denied workers
compensation claim. Keep in touch with the worker, and with permission,
their treating doctor. Provide suitable duties if possible. Check with the
WorkCover NSW Injury Management Branch, or website
www.workcover.nsw.gov.au for help regarding accredited rehabilitation
providers who may provide assistance to persons with injuries or illnesses
that are not accepted under workers compensation.
Workers Compensation Premiums
Premium
The amount an employer pays each year on their workers compensation
premiums will depend upon:
the amount of the organisations wages
the industry in which the organisation operates. The base premium rate
reflects the cost of all compensation claims that have occurred in this
industry classification
the cost of the employers workers compensation claims, and
other government costs or levies, such as the Dust Diseases Levy.
A range of penalties, some of which are very large, may apply in
circumstances where an employer fails to declare wages or provides false
or misleading information to an insurance company.

138

Definition of wages
Included in the definition of wages is a workers basic salary or contract
payments as well as a range of other payments, allowances and benefits
that may be paid to or on behalf of the worker. More information is
available in WorkCover NSWs Wages Definition Manual, available from the
WorkCover Assistance Service and in a downloadable file format from
www.workcover.nsw.gov.au. Further information may be available from your
accountant or workers compensation insurer.
Reducing the premium
What can an employer do to reduce their premium?
promote a safe workplace
assist in effective injury management and return to work of injured
workers
help insurers to manage claims
participate in the Premium Discount Scheme.
The Premium Discount Scheme (PDS)
The PDS is an incentive scheme for employers who meet benchmarks
(standards) set by WorkCover on OHS and injury management systems.
Benchmarks relate to: management responsibility, consultation and
communication, risk management and process control, training, learning
and skills development, records and record management, and injury
management. If the benchmarks are met, employers can qualify for
discounts on their workers compensation premiums for a maximum of three
years. Further information on the Premium Discount Scheme can be
obtained from the WorkCover website www.workcover.nsw.gov.au.
Motor vehicle accidents
If an employee is involved in a car accident as a driver or passenger they may
be covered by workers compensation in the following circumstances:
while performing work duties
on the usual route to and from work
during an authorised break eg, lunchtime.
An employee may be able to claim workers compensation or Compulsory
Third Party (CTP) insurance, but not both. For more information contact your
insurer.

139

4.6 Injury management

Injury management is about ensuring the prompt, safe and durable
return to work of an injured worker. It includes the treatment of the injury,
rehabilitation, retraining into a new skill or a new job, management of the
workers compensation claim and the employment practices of an employer.
Everyone is required to cooperate and participate in injury management,
including the insurance company, employer, injured worker, treating doctor
and all other service providers.
The insurance company should consult with employers, the injured worker
and the treating doctor to review the progress of the injury management plan
to ensure recovery from the injury and to ensure the injured worker returns to
work as soon as medically possible.
Keep in touch with the injured person
Although the various insurance companies will arrange help for the injured
person, nothing replaces the personal touch. A simple get-well card and
regular phone contact can greatly comfort and encourage recovery.
Contact the injured workers doctor
Develop a team approach with the injured worker, the workers compensation
insurance company and the treating doctor. The aim for the team is to assist
the worker to recover from the injury and with medical advice, to return to
work as soon as possible.
Doctors should be aware of the full range of tasks or activities that occur in
your organisation, and that a return to work on suitable duties is an option for
an injured worker. Telephone the doctor to describe the job that the worker
usually does and to describe the available suitable duties. This can help the
doctor to design a treatment plan with return to work in mind.
Remember that the worker has given the treating doctor permission to
discuss return to work options with you and the insurance company, by
signing the WorkCover Medical Certificate.
If you do not feel confident about contacting the injured workers doctor, call
your workers compensation insurance company and ask to speak to the
claims officer or the injury management adviser. They may assist by calling
the doctor for you.

140

Administrative issues
encourage the worker to keep copies of the receipts, names and costs of
all medication and a travel log for travel to and from treatment. A worker
can claim travel costs in certain circumstances
some doctors and other treating services may want payments up-front,
before treatment is provided. In this case, it is the responsibility of the
worker to pay and to be reimbursed by the insurance company. You can
help by promptly sending in accounts and keeping in touch with the
claims officer about the claim
leave entitlements, if taken, should be reinstated and re-credited to
workers records.
Return to Work Program
A return-to-work program consists of the formal policy and procedures that an
organisation must have in place to help injured workers with their recovery
and return to the workplace.
as part of your organisations return-to-work program, a person of authority,
usually the coordinator or a member of the management committee,
should be appointed to be the point of contact for the worker, the doctor
and the insurance company. An example of a return-to-work program can
be found at the end of this Section
a return-to-work program must be displayed at workplaces and workers
must be notified of the program
your insurance company must provide help with getting the worker back to
work
talk with the insurance company and the treating doctor about what
suitable duties are available for this worker
the insurance company should consult with you, the injured worker and
the treating doctor to review the progress of the injury management plan
to ensure recovery from the injury and to ensure the injured worker returns
to work as soon as medically possible.

141

Further reading
WorkCover has a number of fact sheets on this topic. They can be found
through the following link on the WorkCover website:
http://www.workcover.nsw.gov.au/Publications/WorkersComp/InsurancePolicies/
wcimfactsheets.htm
Fact sheet 1 - Insurance policy and premiums - information for employers
Catalogue No. 1290
Fact sheet 2 - Injury management and return-to-work programs
Catalogue No. 1291
Fact sheet 3 - What to do if there is an injury
Catalogue No. 1292
Fact sheet 4 - Claims and benefits
Catalogue No. 1293
Fact sheet 5 - Resolving problems and disputes about workers
compensation Catalogue No. 1294
Fact sheet 6 - Service providers and other assistance
Catalogue No. 1295
Fact sheet 7 - Checklist for employers
Catalogue No. 1296
Fact sheet 8 - Getting more information
Catalogue No. 1297
Fact sheet 9 - Information for Principal Contractors Subcontractor
Premiums Catalogue No. 1304
Checklists and tools
4.7

Checklist emergency procedures

4.8

Sample register of injuries

4.9

Standard return-to-work program

4.10

Sample return-to-work plan

142

4.7 Checklist: emergency procedures

As part of your responsibility to ensure the safety of people in your workplace, you are required to make
arrangements for a safe and rapid evacuation in case of an emergency.
Workplace:

Date:

Time:

Check completed by:

RISK CONTROL MEASURE
Emergencies that may require an evacuation of
the working area have been identified
For example, fire, explosion, chemical spills,
bomb threat, flooding
Responsibility
Person(s) responsible for managing the evacuation
have been nominated
Signal to evacuate
Signal(s) identified to start evacuation
Location of signal identified
Person authorised to be responsible for activating
the signal has been identified
Evacuation procedure
Evacuation route has been identified (eg, the
shortest and most direct route to safety, the
routes people should use, means for people
with disabilities considered)
Assembly place identified
Procedures in place to ensure everyone is
accounted for
Signal for all clear
Signal to give the all clear to return to work
identified and person to give the signal nominated
Re-entry
Re-entry management procedures established
Display of procedures
Emergency procedures displayed in the workplace
Training
Employees and others aware of emergency
procedures
Emergency procedures included in induction
training
Evacuation practice sessions held regularly
Safety procedures are regularly reviewed with
changes in work systems, new substances,
plant and equipment
143

Date for review:

YES

COMMENT/ACTION BY

4.8 Sample of the Register of Injuries

Employers can draw up their own injury register. However, it must be
reproduced in the prescribed form:
WORKERS COMPENSATION ACT 1987
Register of Injuries
Particulars:

Name of injured worker:

Address:

Age:

Occupation:

Industry in which worker was engaged:

Operation in which worker was engaged at time of injury:

Date of injury:

Hour:

Nature of injury:
Cause of injury:

Remarks:
(Signed)
(Address)

(Date)
[Entries in this book should, if practicable, be made in ink]
Note: The employer's full name and address, together with the name of the
employer's insurer and the insurer's address, should be written in ink on the
inside cover of the book.
144

4.9 Sample: return-to-work program

(Place on your organisations letterhead)

STANDARD RETURN TO WORK PROGRAM

EMPLOYER RESPONSIBILITIES
All employers must have a return to work program. This program documents the employers policies and procedures for
managing workers who suffer a work-related injury or illness.
WorkCover has developed a standard return to work program that can be used by most small employers a copy of which is
provided here. After filling in company details, copies of this program should be placed in locations where workers will be able
to easily refer to it.
Employers are encouraged to adapt this program to ensure it works for the individual workplace. Employers should ensure that
the program is:

consistent with their workers compensation insurers injury management program (contact your insurer for further
information)

reviewed every two years.

The program outlines general procedures for handling workplace injuries. In conjunction with this program when a worker is
injured, a return to work plan should be developed and tailored to suit the particular needs of the individual who is injured.
Employer develops

Employer develops
return to work program
A strategy for managing all aspects of the

return to work plan

INJURY

employer's return to work processes

An individual plan for co-ordinating

and managing the return to work of an
injured worker

This plan must outline how the employer is going to help the injured worker back to work. Key to the success of the plan is to
offer the injured worker suitable duties duties that are appropriate given the workers injury and capacity for work. Insurers
and WorkCover accredited rehabilitation providers can assist employers develop an appropriate return to work plan.
For further information, refer to WorkCovers Guidelines for Employers Return to Work Programs (Catalogue No. 506).

Customised return to work programs

Large employers must develop a customised return to work program if they:

have a basic tariff premium that exceeds $50,000 per annum, or

are self-insured, or

are insured by a specialised insurer, and employ more than 20 workers.

For further information, refer to WorkCovers Guidelines for Employers Return to Work Programs (Catalogue No. 506).

Exemptions
There are some exemptions from the requirement to establish a return to work program owner builders, employers taking out
domestic workers compensation cover and where family members are the only employees. For further information refer to
Workplace Injury Management and Workers Compensation Regulation 2002 Clause 35.

145

INSURER RESPONSIBILITIES
Insurers also have responsibilities to assist injured workers return to work. Similar to the employers return to work program,
insurers have an injury management program, which is a set of procedures to follow when an insurer is notified about an
injured worker.
Insurer develops

Insurer develops
injury management program
A strategy for managing all aspects of

injury management plan

INJURY

workplace injuries

An individual plan for co-ordinating and

managing the treatment, rehabilitation and
return to work of an injured worker

Following an injury, the employer, insurer and treating doctor must work together to develop an individually tailored injury
management plan for the injured worker. This plan outlines the treatment, rehabilitation and return to work of the injured
worker.

Injury management
Injury management is the term used to cover all aspects of managing a workers injury or illness and their return to work.
The aim of effective injury management is a timely, safe and durable return to work for workers who suffer a
work-related injury or illness. The key to effective injury management involves:

having systems in place so that everyone in the workplace agrees, understands and knows what to do in the event of an
injury

early reporting of injuries workplace injuries must be reported to the insurer within 48 hours

timely provision of treatment and assistance for return to work

appropriate return to work the workplace is the most effective place for a worker to recover

the injured worker, the employer, the insurer and treatment providers working in an effective and coordinated way

timely payment of weekly benefits and medical expenses.

Further information

WorkCover Assistance Service on 13 10 50

WorkCover Publications Hotline on 1300 799 003

www.legislation.nsw.gov.au

www.workcover.nsw.gov.au

146

Standard Return to Work Program

Our commitment
We ___________________________________________ are committed to the return to work of our injured workers.
(name of organisation)

1. We will prevent injury and illness by providing a safe and healthy working environment.
2. We will participate in the development of an injury management plan and ensure that injury management
commences as soon as possible after a worker is injured.
3. We will support the injured worker and ensure that early return to work is a normal expectation.
4. We will provide suitable duties for an injured worker as soon as possible.
5. We will ensure that our injured workers (and anyone representing them) are aware of their rights and
responsibilities including the right to choose their own doctor and rehabilitation provider, and the
responsibility to provide accurate information about the injury and its cause.
6. We will consult with our workers and, where applicable, unions to ensure that the return to work program
operates as smoothly as possible.
7. We will maintain the confidentiality of injured worker records.
8. We will not dismiss a worker as a result of a work related injury within 6 months of becoming unfit for
employment.

Procedures
1. Notification of injuries

all injuries must be notified to the supervisor as soon as possible

all injuries will be recorded in the Register of Injuries

our workers compensation insurer (see below) will be notified of any injuries within 48 hours.

2. Recovery

we will ensure that the injured worker receives appropriate first aid and/or medical treatment as soon as
possible

the injured worker must nominate a treating doctor who will be responsible for the medical management of
the injury and assist in planning return to work.

3. Return to work

we will arrange a suitable person to explain the return to work process to the injured worker

we will ensure that the injured worker is offered the assistance of a WorkCover-accredited rehabilitation
provider if it becomes evident that they are not likely to resume their pre-injury duties, or cannot do so
without changes to the workplace or work practices
WorkCover-accredited rehabilitation providers:

____________________________________________________________________________
____________________________________________________________________________

we will arrange for the workers return to work (subject to medical and rehabilitation provider advice).

4. Suitable duties

147

when the injured worker, according to medical advice, is capable of returning to work we will develop an
individual return to work plan

we will undertake to provide suitable duties that are consistent with medical advice and that are
meaningful, productive and appropriate for the injured workers physical and psychological condition
depending on the individual circumstances of the injured worker, our suitable duties may be:

at the same worksite or a different worksite

the same job with different hours or modified duties

a different job

full time or part time.

5. Dispute resolution

if disagreements about the return to work program or suitable duties arise, we will work together with the
injured worker and any union representing them to try to resolve them

if we are unable to resolve the dispute, we will involve our insurer, an accredited rehabilitation provider, the
treating doctor or an injury management consultant.

Contacts
Workplace contact for return to work program
Name _________________________________________________ Telephone __________________________________
Workers Compensation Insurer
Name _________________________________________________ Telephone __________________________________
Address ____________________________________________________________________________________________
_________________________________________________ Website __________________________________________
WorkCover Claims Assistance Service on 13 10 50
Workers Compensation Commission for conciliation of all claims for most workers www.wcc.nsw.gov.au

Information for workers

You have the right to:

nominate your own treating doctor who will be involved in your injury management plan

choose your own accredited rehabilitation provider if necessary

be actively involved in the planning of your return to work.

You must:

take care to prevent work injuries to yourself and others

notify your employer of an injury as soon as possible

comply with your injury management plan

provide accurate information about any aspect of your claim

notify the insurance company if you get a job or if you earn extra income from your job while
you are receiving weekly benefits

attend medical and rehabilitation assessments

cooperate in workplace changes that will assist other injured workers.

If you do not comply with your injury management plan, the insurer may suspend your benefits.

148

4.10 Sample: return-to-work plan

(Place on your organisations letterhead)
Return-to-work plan
This return to work plan has been developed for:
Workers name:
Job title:
Work location:
Supervisor:
Duties . . . . . . . . . . . . . . . . . . .

Considerations/Restrictions

) .....................

) .......................

) .....................

) .......................

) .....................

) .......................

) .....................

) .......................

Specific duties to be avoided:

Hours/days of work

...............................

Wages, award (if applicable) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Commencement date

...............................

Length of program

...............................

Review dates

...............................

General comments

...............................

The following parties have agreed to this plan and each have a copy.
. . . . . . . . . . . . . . . . . . . . . . . . . . Injured worker

Date . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . Employer

Date . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . Rehab. Provider

Date . . . . . . . . .

. . . . . . . . . . . . . . . . . . . . . . . . . . Doctor

Date . . . . . . . . .

5. RESOURCES
This Section includes information to assist all community service organisations with occupational,
health, safety and workers compensation law. Many of these resources are available from your
workers compensation insurance company.

IN THIS SECTION:

PAGE

5.1

Sources of help

150

5.2

Definition of terms

153

5.3

Community services networks

To establish a complaint procedure:
Office of the NSW Ombudsman phone (02) 9286 1000 or
toll free 1800 451 524.
For information on volunteers:
Volunteering NSW www.volunteering.com.au, phone (02) 9261 3600
The video What if? and accompanying booklet talks about obtaining
volunteer insurance for ex-service and community organisations
The video and booklet are available from Local Community Services
Association on (02) 9211 3644.
For training resources:
Community Services Package outlines competencies for workers in the
community services sector
Contact Community Services and Health Training Australia Ltd
www.cshta.com.au, phone (02) 9263 3589.

152

5.2 Definition Of Terms

an approved medical certificate is the WorkCover medical certificate that
must be completed by a medical practitioner for an injured worker to
claim workers compensation
a hazard means anything (including work practices or procedures) that has
the potential to harm the health and safety of a person
an injury management plan is developed by the workers compensation
insurance company to coordinate the injury management of an injured
worker
an injury management program is developed by the workers compensation
insurance company to integrate treatment, rehabilitation, retraining,
claims management and employment management practices to achieve a
timely, safe and durable return to work for injured workers
major injury means a workplace injury that is likely to result in the worker
being unable to return to their normal duties for seven days or more
manual handling is any activity that involves pushing, moving, carrying,
pulling, lifting, lowering or holding people or objects
a material safety data sheet (MSDS) details a chemicals ingredients, its
effects on health, first aid instructions, precautions to follow when using
the chemical, information on safe handling, storage and disposal, and an
emergency contact number
minimal lifting refers to the application of the risk management process to
activities involving the repositioning, transfer and lifting of patients so that
workers are no longer required to manually move or lift all or most of a
patients body weight. This means that patient handling tasks are
eliminated where possible and, where they cant be eliminated, equipment
is used to reduce the risk of manual handling to as low a level as possible
a nominated treating doctor is selected by the injured worker to
participate in the development of an injury management plan for the
injured worker. The nominated treating doctor must be available to discuss
the workers injury management with the employer, insurer, or other
service providers
personal protective equipment (PPE) includes gloves, aprons, earmuffs,
hats, duress alarms, personal alarms, mobile phones and goggles
the Register of Injuries is part of workers compensation law to ensure that
workers that sustain injuries at work are able to record the details of the
accident in case they wish to make a claim. It is also useful for volunteers
who may make a claim against an organisations volunteer insurance or
public liability insurance.

153

a return-to-work plan is written for an individual injured worker to outline

details about suitable duties, restrictions and hours and days of return to
work. It can be written by an employer/return-to-work coordinator or by an
accredited rehabilitation provider
a return-to-work program is established by an employer to identify
commitments and procedures for managing the return-to-work of injured
workers. The return-to-work program must be consistent with the injury
management program of the employers insurer and must comply with
WorkCover guidelines
a return-to-work coordinator must be trained, that is, have attended a 2
day accredited WorkCover course. The role of the return-to-work
coordinator is to coordinate and liaise with all parties to assist in returning
injured workers to work. All category 1 employers (those with a base tariff
premium of more than $50,000) must have a trained return-to-work
coordinator)
a risk is the chance of the hazard actually causing an injury or disease. It
can be measured in terms of consequences and likelihood
suitable duties are duties for which the injured worker is capable of
performing as recommended by the nominated treating doctor or
rehabilitation provider.

154

5.3 Further Reading

OHS or Risk Management - Government policy documents that refer to:
Managing Client Risks. Department of Ageing, Disability and Home Care,
Disability Services, 2003
PDF download from www.dadhc.nsw.gov.au - publications
Managing Risks and Incidents in the Workplace. NSW Department of
Ageing, Disability and Home Care, Disability Services, 2003
PDF download from www.dadhc.nsw.gov.au - publications
HACC Standards: Policy and Practice A Resource for Assisting HACC
Funded Services to implement the HACC National Service Standards
PDF download from www.dadhc.nsw.gov.au - publications
Standards in Action: Practice Requirements and Guidelines for Services
Funded Under the Disability Services Act
PDF download from www.dadhc.nsw.gov.au - publications
Safe Care Manual. Home Care Service of NSW
PDF Download from www.homecare.nsw.gov.au/publications.htm
SAAP Standards. Department of Community Services, 1998
PDF download from www.community.nsw.gov.au/progpub.htm
Information Pack on Risk Assessment Practice and Tools for all Licensed
Childcare Services in NSW. NSW Department of Community Services
1998
PDF document download from www.community.nsw.gov.au/progpub.htm
Manual Handling
Training
Manual Handling in Aged Care: A program for ancillary staff, WorkCover
NSW, 1997
Manual Handling in Aged Care: A program for Carers, WorkCover NSW,
1997
For manual handling training in aged care contact the Aged and
Community Services Association (ACSA) or the Australian Nursing Homes
and Extended Care Association (ANHECA)
ACSA phone (02) 9799 0900
ANHECA phone (02) 9282 9811

155

Tools & Resources

Queensland Division of Workplace Health and Safety
http://www.whs.qld.gov.au/index.htm
Manual handling guide: Manual tasks - An Employer's Guide to the
Manual Tasks Advisory Standard 2000, January 2000
this guide provides manual handling checklist questions and control
options not specific for the Community Services Sector, but does provide
useful information http://www.whs.qld.gov.au/brochures/index.htm#m
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS Forms, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Issues Paper 4. Identification of compliance requirements and tools for an
effective risk management process for the National Standard and Code of
Practice for Manual Handling, Bryan Bottomley & Associates prepared for
National Occupational Health & Safety Commission, February, 2003
http://www.nohsc.gov.au
A Manual of Handling People: Implementing a No-lift Approach, Kate
Tuohy-Main, Tuohy-Main Pty Ltd, Newcastle, 1999
Utilities Manual Handling Resource Kit, WorkCover NSW, 2002
Injury data
WorkCover NSW Data Management Section
Statistics Hotline (02) 4321 5496, Workers Compensation Claims data
National Standards
National Standards for Manual Handling and Code of Practice for Manual
Handling, WorkSafe Australia, Australian Government Publishing Service,
Canberra, February 1990
Comment: This National Standard is currently under review.
Refer to the NOHSC website for updates about this issue
http://www.nohsc.gov.au.

156

Manual Handling updates

http://www.nohsc.gov.au/OHSLegalObligations/NationalStandards/
ManualHandling/default.htm
Workplace Violence
Health and community health services
Management of Adults with Severe Behavioural Disturbances: Guidelines
for Clinicians in NSW 2001, NSW Health Department
Prevention and Management of Workplace Aggression: Guidelines and
Case Studies from the NSW Health Industry. Joint WorkCover NSW,
Central Sydney Area Health Service publication, 2001
PDF download from www.workcover.nsw.gov.au publications search
keywords workplace violence prevention
Supported Accommodation
Preventing Violence in the Accommodation Services of the Social and
Community Services Industry, 1996 joint WorkCover NSW and
Department of Community Services, Catalogue No. 118 available from
WorkCover publications on 1300 799 003 or www.workcover.nsw.gov.au
Safety and Security Training Program for Workers, Committee Members
and Coordinators. Available from the NGO Training Unit at the Department
of Community Services phone (02) 9209 6456,
www.community.nsw.gov.au
Disability Services
Managing Risks and Incidents in the Workplace. Department of Ageing,
Disability and Home Care 2003 PDF download from
www.dadhc.nsw.gov.au publications
Child Services
Critical Incidents and Violence in Child Welfare Practice, Monograph 31,
November 1996 Barnardos Australia available for purchase on
(02) 9281 7933
Management for Effective Child Welfare The Organisation of Work in
Barnardos Australia, Monograph 24, Barnardos Australia available for
purchase on (02) 9281 7933
Family Support Services
Worker Safety Policy, 1997 Family Support Services Association of NSW
(02) 8512 9850
Youth Services
A Secure Workplace for Young Australians 1999 a joint WorkCover NSW
and the National Childrens and Youth Law Centre. Available in PDF
download from www.workcover.nsw.gov.au publications. Search key
words workplace violence prevention
157

General
Violence in the Workplace, WorkCover NSW 2002, Catalogue No. 701
available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au
Cash in Transit, WorkCover NSW. Catalogue No. 1203 available from
WorkCover Publications on 1300 799 003 or www.workcover.nsw.gov.au
Managing Psychological Injury
When Its Right in Front of You. Assisting Health Care Workers to Manage
the Effects of Violence in Rural and Remote Australia, National Health
and Medical Research Council (2000), Commonwealth of Australia
Preventing and Managing Psychological Injury in the Workplace: A Guide
for Managers Commonwealth of Australia, 2003 www.comcare.gov.au
Managing OHS in Childrens Services. A model for implementing an
Occupational Health and Safety (OHS) management system in your
childrens service. Tarrant, Sue, Lady Gowrie Child Care Centre, Sydney
Managing Loss and Grief in the Aged Care Industry, WorkCover NSW
(2000). Catalogue No. 102 available from WorkCover Publications on
1300 799 003 or www.workcover.nsw.gov.au
Fatigue
Minimising Fatigue in the Health, Aged Care and Allied Industries,
WorkCover NSW. Catalogue No. 230 available from WorkCover
Publications on 1300 799 003 or www.workcover.nsw.gov.au
National Code of Practice Hours of Work, Shiftwork and Rostering for
Hospital Doctors, Australian Medical Association (1999)
www.ama.com.au
Slips, trips and falls
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS Forms, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Small Business Safety Checklist: Checking out your Workplace WorkCover
NSW July 2003. Catalogue No. 1284 available from WorkCover
Publications on 1300 799 003 or www.workcover.nsw.gov.au
Utilities Manual Handling Resource Kit, WorkCover NSW 2002. Catalogue
No. 1200 available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au

158

Working with Chemicals

Chemical Safety Checklist in WorkCover NSW Small Business Safety
Checklist. Catalogue No. 1284 available from WorkCover Publications on
1300 799 003 or www.workcover.nsw.gov.au
Reading Labels and Material Safety Data Sheets. How to find out about
chemicals used at your workplace. WorkCover NSW, 2000. Catalogue No.
400 available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au
Infection Control
Infection control in health care settings
Infection Control Policy NSW Department of Health Circular 2002/45
www.health.nsw.gov.au
Management of Health Care Workers Potentially Exposed to HIV, hepatitis
B and hepatitis C, Department of Health Circular 2003/39
www.health.nsw.gov.au
Code of Practice for the Control of Work-related Exposure to Hepatitis and
HIV (Blood-Borne) Viruses, WorkCover NSW, 15 October 2004, Catalogue
Number 4548
Needlestick Injuries and Other Occupational Exposures. Information
Sheet, NSW Infection Control Resource Centre on (02) 9332 9712
Handwashing and Hand Hygiene for Health Care Facilities. Information
Sheet. NSW Infection Control Resource Centre on (02) 9332 9712
Infection Control in Health Care Facilities. Information Sheet. NSW
Infection Control Resource Centre on (02) 9332 9712
Infection Control Guidelines for the prevention of transmission of
infectious disease in health care settings. Australian Department of Health
and Aged Care. Commonwealth of Australia, January 2004.
www.health.gov.au
Home Visits
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS Forms, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp
Health and Safety for Home and Community Workers: Guidelines for
Managing OHS, November 2000
www.workcover.com/safer/aged/agedHomeCommunityWorkers.asp

159

Office Setting
Independent Living Centre (ILC), 400 Victoria Road, Ryde NSW, 2444.
Phone (02) 9808 2233. The ILC has experienced occupational therapists
to provide consultancy services (subject to fees) for assessment of
building access
Workplace Amenities Code of Practice 2001, WorkCover NSW. Catalogue
No. 318 available from WorkCover Publications on 1300 799 003 or
www.workcover.nsw.gov.au
Electrical Safety Checklist in WorkCover NSW Small Business Safety
Checklist. Catalogue No. 1284 available from WorkCover Publications on
1300 799 003 or www.workcover.nsw.gov.au
Working with Children
Resources for keeping areas safe for children
Keeping it Safe video on playground inspection and maintenance. Child
Accident Prevention Foundation of Australia
Kidsafe Homes Fact Sheets, Child Accident Prevention Foundation of
Australia http://www.kidsafe.com.au/factsheets.htm
Looking after your child care worker
Managing OHS in childrens services: A model for implementing an
Occupational Health and Safety (OHS) Management System in your
Childrens Service, Lady Gowrie Child Centre, Sydney, 2002
Working with Children Check - Employers resources
The NSW Commission for Children and Young People offer several
resources for employers on their website
http://www.kids.nsw.gov.au/check/resources.html in PDF format.
Examples of such resources include:
Working With Children: A Simple Guide to Employer and Employee
Responsibilities

A General Guide to the Working with Children Check

An Employers Guide to Keeping Records and Freedom of Information
Employers Checklist
The Working with Children Check in Summary
The Working with Children Check Request Form
The Working with Children Check Registration Form
The Working with Children Check Consent Form
Prohibited Employment Declaration
Structured Referee Checks
Completed Relevant Disciplinary Proceedings Form
160

Injury Management and Return to Work

WorkCover has a number of fact sheets on this topic. They can be found
through the following link on the WorkCover website:
http://www.workcover.nsw.gov.au/Publications/WorkersComp/InsurancePolic
ies/wcimfactsheets.htm
Fact sheet 1 - Insurance policy and premiums - information for employers
Catalogue No. 1290 (PDF format - 27 Kb)
Fact sheet 2 - Injury management and return-to-work programs
Catalogue No. 1291 (PDF format - 27 Kb)
Fact sheet 3 - What to do if there is an injury
Catalogue No. 1292 (PDF format - 20 Kb)
Fact sheet 4 - Claims and benefits
Catalogue No. 1293 (PDF format - 27 Kb)
Fact sheet 5 - Resolving problems and disputes about workers
compensation
Catalogue No. 1294 (PDF format - 24 Kb)
Fact sheet 6 - Service providers and other assistance
Catalogue No. 1295 (PDF format - 20 Kb)
Fact sheet 7 - Checklist for employers
Catalogue No. 1296 (PDF format - 19 Kb)
Fact sheet 8 - Getting more information
Catalogue No. 1297 (PDF format - 19 Kb)
Fact sheet 9 - Information for Principal Contractors Subcontractor
Premiums

161

Catalogue No. 4421 WorkCover Publications Hotline 1300 799 003

WorkCover NSW 92-100 Donnison Street Gosford NSW 2250

Locked Bag 2906 Lisarow NSW 2252 WorkCover Assistance Service 13 10 50
Website www.workcover.nsw.gov.au
ISBN: 1 920730 28 1 Copyright WorkCover NSW 2003

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