improvement standards occupational health safety injury management return to work 5302

8/12/2019 Improvement Standards Occupational Health Safety Injury Management Return to Work 5302

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takingsafety

seriously

Occupational Health and Safetyand Injury ManagementImprovement Standards

December 2007

New South Wales Government

Tools for measuring performance withinNSW Govenment Agencies


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OHS & IM Improvement Standards Guidance for AssessorsDecember 2007

2

Table of Contents

GUIDANCE FOR ASSESSORS.......................................................................3

Standard 1 - OHS POLICY.............................................................................10

Standard 2 - MANAGEMENT RESPONSIBILITY ................... .......................15

Standard 3 - PLANNING PROCESSES.........................................................20

Standard 4 - CONSULTATION ................. ....................... ................... ...........25

Standard 5 - RISK MANAGEMENT................................................................31

Standard 6 INFORMATION, INSTRUCTION AND TRAINING.................. ..37

Standard 7 INJURY TREATMENT AND MANAGEMENT................. ..........43

Standard 8 CLAIMS MANAGEMENT..........................................................50

Standard 9 INCIDENT REPORTING, INVESTIGATION, ANALYSIS AND REVIEW .............. ......................... ................. ......................55

Standard 10 MEASURING AND EVALUATING OHS PERFORMANCE ....61

Standard 11 REVIEWING THE OHS MANAGEMENT SYSTEM.............. ..66

Standard 12 CEO REPORTING AND LEADERSHIP....................... ...........72


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GUIDANCE FOR ASSESSORS

Introduction

The NSW Government implemented an Occupational Health and Safety (OHS) 1 Improvement

Initiative in 1998. The primary aim of the Initiative was to reduce the incidence, severity and

cost of workplace injury and disease in government departments. The NSW Government

aimed to achieve this by:

o setting performance targets for OHS improvement, and

o promoting the development and implementation of a systematic approach to OHS.

To support this approach, a whole of government policy and guidelines document was

released in 1999. Taking Safety Seriously outlined a framework for government agencies to

systematically manage OHS risks and implement effective injury management practices.

Taking Safety Seriously was updated in 2002 following the release of the Occupational Health

and Safety Act in 2000, and its supporting regulation the following year, and amendments toworkers compensation legislation .

OHS Improvement Standards

The OHS Improvement Standards were originally developed as a tool to measure the health

and safety performance of the twelve key agencies involved in the OHS Improvement

Initiative. Its main aims were to benchmark OHS performance against the Taking Safety

Seriously policy, and provide feedback to agencies on the development and implementation

of a systematic approach to managing OHS risks. The OHS Improvement Standards were

developed by the Premiers Department (now the Department of Premier and Cabinet) and

was updated to link to Taking Safety Seriously 2002 .

The current OHS & IM Improvement Standards have been designed as a self-assessment

audit tool for all government agencies, or as a guide for third party OHS auditors. The

Standards highlight the key elements of an OHS management system as outlined in

Australian Standard AS 4804 Occupational health and safety management systems

General guidelines in principles, systems and supporting techniques. These key elements

are:

o OHS Policy and Commitment,

o Planning,

o Implementation,

o Measurement and Evaluation, and

o Review and Improvement.

1 For the purposes of this document, occupational health and safety specifically refers to both injury prevention andinjury management.


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There are 12 Standards that sit beneath these key elements that can be used to measure and

rate OHS performance; through the use of criteria and verification at both a corporate and

operational level.

The OHS & IM Improvement Standards include enhanced guidance and criteria on claims

and injury management and return to work, which are focus areas for Working Together:

Public Sector OHS and Injury Management Strategy 2005-2008.

The OHS & IM Improvement Standards are provided as guidance material only. Their use is

not compulsory, and agencies are encouraged to develop audit tools tailored for the

operations particular to their organization, so long as they meet or exceed the requirements

set in the OHS & IM Improvement Standards .

How to Use the OHS & IM Improv ement Standards Information for Assessors

Assessors need to be competent, impartial and objective, and independent of any process

being audited.

Assessors, prior to using the tool, should become familiar with the whole of government

Taking Safety Seriously policy to gain an understanding of the OHS requirements placed on

NSW government agencies.

Each Standard relates to a specific requirement in Taking Safety Seriously . The assessor

should become familiar with the background to the requirement and set target dates with the

agency. The introductory section of each Standard explains its strategic importance and

identifies sources of further information.

The tables indicate key essential and best practice performance criteria that the agency

should meet to comply with the Standard, alongside examples such as items to search forand/or review to verify the agencys activities in this performance area. It is important to note

that the list of examples is not exhaustive. The examples provided are suggestions, which

should be used as a starting point for agencies and assessors.

The final section of each standard provides an opportunity for the assessor to suggest any

additional information that may be of value to the review. This may include notes from

discussions with agency staff and observations made that may contribute to a particular rating

that is outside the scope of the Verification Criteria or Guidance given. Key strengths

(Commendations) and opportunities for improvement (Recommendations) identified

throughout the review process can be noted here.

The current rating given to the agency by the auditor is selected from either A, B, C or D.

This should be based on the agency's performance against the essential and best practice

guidance, assessment of documentation and consultation with key staff in the agency.

Generally, the ratings are:


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Rating:

A Full implementation and focus on continued improvementMeets 100% of the essential criteria listed in B and at least 50%best practicecriteria listed in A

Rating: B Full implementationMeets 100% of the essential criteria listed in B

Rating:

C Partial implementationMeets at least 50%, but less than 100%, of the essential criteria listed in B

Rating: D Inadequate implementationMeets less than 50% of essential criteria listed in B

The Performance target area provides an insertion point for the date that the performance

criteria are to be met by. This date should be negotiated with the agency.

Appendices

A summary of information and/or documentation required for verification purposes is

included in Appendix 1.

A summary of the agencys OHS performance for each Standard should be summarised in

the Results Matrix section in Appendix 2.

Further information

For any further information and feedback on the OHS & IM Improvement Standards , please

contact the Working Together inbox ([email protected]).


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Standard

There is an sys temat ic approach in p lace which wi l l reduce the

inc idence , sever i ty and cos t of workp lace in jury and d isease in NSW

governm ent agencies and cont inu ous ly improv e OHS per form ance

Key Elements & Standards

Key Element OHS Standard

1. OHS PolicyOHS POLICY AND

COMMITMENT2. Management Responsibility

PLANNING 3. Planning Processes

4. Consultation

5. Risk Management

6. Information, Instruction and Training

7. Injury Treatment and Management

8. Claims Management

IMPLEMENTATION

9. Incident Reporting, Investigation, Analysis and Review

MEASUREMENT AND

EVALUATION10. Measuring and Evaluating OHS Performance

11. Reviewing the OHS Management SystemREVIEW AND

IMPROVEMENT12. CEO Reporting and Leadership


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Key References

NSW Department of Premier and Cabinet (www.premiers.nsw.gov.au)Taking Safety Seriously: A systematic approach to managing workplace risks in the NSW

public sector - policy and guidelines 2nd edition Guidelines for Developing Performance Agreements for Chief Executive Officers (PublicSector Management Office)

WorkCover NSW (www.workcover.nsw.gov.au)Case Management Principles , cat no. 1105Guidelines for Employers Return to Work Programs , cat no. 506How to Notify Work Related Incidents cat no. 1287.1OHS Consultation Code of Practice , cat no. 0311Risk Assessment Code of Practice Standard Return to Work Program , cat no. 4

Australian Safety and Compensation Council (ASCC)Safe and Sound: A discussion paper on safety leadership in government workplaces

Acts and Regulations (www.legislation.nsw.gov.au) Annual Reports (Departments) Regulation 2005 Occupational Health and Safety Act 2000 Occupational Health and Safety Regulation 2001 Workplace Injury Management and Workers Compensation Act 1998 Workers Compensation Regulation 2003

Australian Standards (www.standards.com.au) AS 4804:2001 Occupational health and safety management systems General guidelines

on principles, systems and supporting techniques

AS 4801:2001 Occupational health and safety management systems Specificationwith guidance for use AS 4360:2004 Risk management AS 1885.1:1990 Measurement of occupational health and safety performance -

Describing and reporting occupational injuries and disease


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Appendix 1 Examples of information required for assessment

OHS Policy and secondary policiesOHS objectives, targets and performance

indicatorsMechanism for review of policy

Mechanism for updating staff on content oramendments to policyProcess for development of performance

agreementsCopies or examples of performance

agreements for senior officers whichdemonstrate inclusion of health andsafety statements

Mechanism for review and update ofperformance agreements

OHS PlanCorporate Business PlanOrganisational charts for OHS showing

reporting lines to senior managementand CEO

Job descriptions of appointed OHSpersonnel

Training program for OHS personnelCommunication or consultation strategy,

policy, procedures, arrangementsCurrent committee structure, reporting

lines and membershipCurrent activities of committeesRisk management strategy, policy,

procedures arrangements

Workplace safety inspection reportsRisk assessment pro forma and examples

of completed risk assessments

Examples of specialist risk assessmentscompleted

Risk register, action planInjury register

Mechanism for injury reportingIncident report formCompleted Incident investigation reportsIncident analysis reportsWorkers compensation and injury

management policyWorkers compensation statistics or reports

and related dataFirst aid policy and arrangements for first

aidWorkers compensation review reportsProcess for notification of injuries and

claims to insurerTraining strategy, policy, arrangementsExample of training recordsCopy of OHS induction programOHS manualsReview strategy, policy, processReview pro formaResults of reviewCEO Reports

Annual ReportIdentification of key stakeholdersMethod of communication with

stakeholders

Additional or alternative sources of verification may be used as appropriate where they satisfy

the intent of the Standards requirements.


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Appendix 2 Results Matrix

Key Element OHS StandardCurrent

Rating

Target date to attain

next level

1. OHS Policy ____/____/____OHS POLICY AND

COMMITMENT2. Management Responsibility ____/____/____

PLANNING 3. Planning Processes ____/____/____

4. Consultation ____/____/____

5. Risk Management ____/____/____

6. Information, Instruction and Training ____/____/____

7. Injury Treatment and Management ____/____/____

8. Claims Management ____/____/____

IMPLEMENTATION

9. Incident Reporting, Investigation, Analysis

and Review ____/____/____

MEASUREMENT

AND EVALUATION

10. Measuring and Evaluating OHS

Performance ____/____/____

11. Reviewing the OHS Management System ____/____/____REVIEW AND

IMPROVEMENT12. CEO Reporting and Leadership ____/____/____


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OHS & IM Improvement Standards OHS PolicyDecember 2007

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Standard 1 - OHS POLICY

An organisations OHS policy is a public statement expressing the Chief Executive Officer's

(CEOs) commitment to meeting their OHS responsibilities. The policy makes clear that there

is unequivocal management commitment to workplace safety and that OHS is an integral

consideration in all of the organisation's operations.

The OHS policy should be set out clearly, and it must be communicated to all employees and

made readily available to others in the workplace (such as visitors and contractors). Every

employer should prepare a written statement of the organisations policy on health and safety.

The policy should be routinely revised and brought to the attention of all staff.

Sources of further information

Taking Safety Seriously - Chapter 3, Guidelines for implementing an OHS management

system, OHS policy and commitment.

Australian Standard AS 4804:2001- Occupational health and safety management systems

General guidelines on principles, systems and supporting techniques (pages 9-10).

Links to other standards

Standard 4 - Consultation,

Standard 6 - Information, Inst ruction and Training,

Standard 10 - Measuring and Evaluating OHS Performance,

Standard 11 - Review of the OHS Management System.


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Rating:

A Full implementation and focus on continued improvementThere is a written policy that meets 100% of the criteria listed in B, and atleast 50% of the best practice criteria listed at A

Performance Criteria

A best practice policy should:

q be current, and reviewed in line with the agencys regular policy review cycleq recognise the need to regularly analyse and review the organisations OHS

performance

q specify the negotiated and agreed arrangements for continuing consultation abouthealth and safety

q refer to related policies such as injury management, return to work, rehabilitation,consultation, an OHS strategic plan and/or OHS responsibilities in positiondescriptions.

Examples may inc lude :

Evidence: of documented consultation mechanisms for health and safety matters

that the OHS policy is clearly communicated to staff

that the OHS policy was last reviewed during the agencys regular policy review cycle

that staff are aware of the review mechanisms (e.g. linked to quality procedures and/or internal

audit)

that staff know where to find related policies ( e.g. risk management, injury management,

rehabilitation, consultation and OHS responsibilities policies).


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Rating:

B Full implementationThere is a written policy that meets 100% of the essential criteria listed in B


Every policy should:

q be signed by the current CEOq contain a general statement of aims and objectives for improving health and safetyq express clear commitment to protecting the health and safety of staff, visitors and

contractors

q express clear commitment to improving health and safety performance and legislativecompliance

q express commitment to the allocation of appropriate human, financial and otherresources to meet the organisations OHS responsibilities

qexpress a clear commitment to taking a risk management approach to OHS

q recognise the key role of consultation between staff and management on OHS issuesTo be effective, the policy should also:

q be clearly communicated to all staff within the organisation on a regular basisq outline responsibilities of all parties including senior management, supervisors,

employees and others in the workplace (such as visitors and contractors)

q ensure the policy is communicated to all parties with OHS responsibilities.Examples may inc lude :

Evidence of: A documented OHS policy containing:

o the current CEOs signatureo a statement of aims and objectives for improving health and safetyo a commitment to improving safety performanceo a commitment to ensure full legislative complianceo a commitment to allocate appropriate resources to enable the implementation of OHS

responsibilitieso a statement of how risks will be assessed and managed in the workplace, ando a commitment to using agreed consultation methods in relation to OHS responsibilities

Evidence that: the policy is posted in every work area and/or staff notice board a copy of the policy is provided to all staff at staff induction and/or is available on the intranet staff are aware of and understand the policy staff are regularly informed of the content and amendments to the OHS policy through the use of

the intranet, staff meetings and other communication methods the OHS responsibilities of staff and managers, as set out in the policy, are referred to in their

position descriptions a separate policy outlining OHS responsibilities of staff and managers is linked or referred to in the

OHS policy others in the workplace are provided with OHS policy information.


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Rating:

C Partial implementationThere is a written policy that meets at least 50%, but less than 100%, of thecriteria listed in B

Rating: D Inadequate implementationLess than 50% of essential criteria listed in B have been implemented


q There is no evidence of an occupational health and safety policy, orq A draft OHS policy is sighted but is not yet implemented, or

q An OHS policy exists but is not sufficiently comprehensive, orq An OHS policy exists but it has not been adequately distributed and

publicised.

For examp les , refer to Rat ing B .


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Commendations (key strengths)

Recommendations (opportunities for improvement)

To attain next level, the organisation should:

Current rating, based against performance criteria

Performance target

The organisation will have a documented OHS policy in place that clearly states the CEO'scommitment to OHS, outlines the OHS responsibilities for all parties and is clearlycommunicated to all staff by ___/___/___.


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Standard 2 - MANAGEMENT RESPONSIBILITY

All managers, from CEOs to line managers and supervisors, are responsible for OHS.

The CEO has ultimate responsibility for the organisation's OHS performance, and for ensuring

that the OHS management system is operating effectively. This responsibility should be spelt

out as a key accountability in the CEO's performance agreement and supported by specific

strategies.

The CEO may delegate responsibility for specific OHS activities to senior managers. It is

important that these specific OHS activities are included in the senior managers' performance

agreements. Likewise, the position descriptions of line managers and supervisors should set

out the specific OHS activities for which they are responsible. Sample OHS activities are

provided in Chapter 5 of Taking Safety Seriously .



system, Management Responsibility and Chapter 5, OHS Tools, Sample of Responsibility

Statements for Groups of Management and Staff.

Public Sector Management Office, Strategic Policy and Reform, Guidelines for Developing

Performance Agreements for Chief Executive Officers (1999).


Standard 1 - OHS Policy,

Standard 3 - Planning Processes,

Standard 4 - Consultation,Standard 10 - Measuring and Evaluating OHS Performance,

Standard 11 - Review of the OHS Management System,

Standard 12 - CEO Reporting and Leadership.


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OHS & IM Improvement Standards Management ResponsibilityDecember 2007

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Rating:

A Full implementation and focus on continued improvementManagement Performance Agreements include statements of responsibilitythat meet 100% of the essential criteria listed in B, and at least 50% of thebest practice criteria listed in A


To be effective:

q Progress on OHS activities is measured on an annual basisq OHS outcomes are recorded centrally and reported at least annually to the CEOq OHS activities are reviewed annually to ensure they continue to align with OHS

corporate objectives

q Performance agreements of Executives and senior managers include statements ofresponsibility for OHS, and are reviewed annually by the CEO.


Evidence that: performance agreements are reviewed, and OHS activities are updated, annually OHS targets (or performance measures) appropriate to their roles enable managers progress to be

monitored (e.g. target dates set for OHS strategies are in place) targets set in performance agreements are being achieved, for example, a 5% reduction in number

of claims, claim severity or duration by the end of the reporting year progress against targets are centrally recorded and reported to CEO senior managers performance agreements have been reviewed by the CEO in the past year, such

as review date or comments.


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Rating:

B Full implementationPerformance agreements of Executives and senior managers meet 100% ofthe essential criteria listed in B


q OHS is set out as a key accountability in CEO's performance agreementq The CEOs key accountability is supported by specific strategiesq Performance agreements of executives and senior managers include statements of

OHS responsibility

q The OHS activities in senior managers performance agreements link to, and reflect,the organisation's corporate OHS objectives

q Performance measures are developed and used to assess senior managersprogress with OHS activities

q Position descriptions / statements of responsibility or similar for all levels ofmanagement include OHS which is commensurate with the level of responsibility

q Performance measures ensure that adequate supervision is provided (relevant to thecompetence of employees) that will ensure safety at work with particular attentiongiven to new workers and those inexperienced in high risk tasks.

.


Evidence that: performance agreements of executives and senior managers include OHS responsibility statements these responsibilities link to corporate OHS objectives (auditor mi ght verify by assessing the

adequacy of these statements (i.e. Are responsibility statements specific? Have targets been set?)) 100% of senior management performance agreements include specific performance measures senior managers are aware of the OHS responsibilities written into their performance agreements

and actions taken to implement activities performance agreements or position descriptions / statements of responsibility as appropriate for

line managers include specific requirements to ensure that ne w and young workers are providedwith sufficient supervision to perform tasks safely.


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Rating:

C Partial implementationPerformance agreements of Executives and senior managers meet at least50%, but less than 100%, of the essential criteria listed in B

Rating: D Inadequate implementation Less than 50% of essential criteria listed in B have been implemented


q There is no evidence of OHS responsibilities in performance agreements for ChiefExecutives and senior managers, or

q There are plans to include OHS responsibilities in performance agreements but thesehave not been implemented, or

q Performance agreements may include OHS activities, but there is not evidencethat these are being implemented.



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Performance target

Performance agreements for Executives and senior managers will include clear statements ofOHS responsibilities with measurable indicators by ___/___/___.


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OHS & IM Improvement Standards Planning ProcessesDecember 2007

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Standard 3 - PLANNING PROCESSES

Planning for workplace safety is fundamental to continuously improving the management of

OHS. An organisations plans should include OHS as a key objective supported by defined,

measurable outcomes. Planning for the effective management of OHS involves four main

activities:

o reviewing the operational activities of the organisation and identifying specific OHS

risks,

o identifying relevant legislative requirements,

o consulting with employees who may be affected by the risks, and

o planning to manage OHS risks.

Planning within government agencies is generally conducted at a corporate and business unit

level, although some larger government agencies may also develop OHS plans at an

operational or branch level.In addition to corporate plans and OHS plans, agencies need plans for dealing with

emergencies and unforeseen events. Clause 17 of the Occupational Health and Safety

Regulation 2001 requires employers to ensure arrangements are in place for emergency

planning.



system, Planning.

Occupational Health and Safety Regulation 2001 (clause 17).

Australian Standard AS 4804:2001 Occupational health and safety management systems

General guidelines on principles, systems and supporting techniques (pages 11 15).

Australian Standard AS 3745:2002 Emergency control organisation and procedures for

buildings, structures and workplaces .


Standard 2 - Management Responsibility,


Standard 5 - Risk Management,

Standard 6 - Information, Inst ruction and Training,Standard 10 - Measuring and Evaluating OHS Performance,

Standard 11 - Reviewing the OHS Management System,

Standard 12 - CEO Reporting and Leadership .


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Rating: AFull implementation and focus on continued improvementThere is a planning process for OHS that meets 100% of the essential criterialisted in B, and includes at least 50% of the best practice criteria listed in A


q Planning for OHS is based on the key priorities identified in the risk assessment processand key legislative requirements.q A specific OHS plan is developed that links to the organisation's corporate and

business/unit plans, by reference to a corporate objective.

q Progress against the OHS plan is discussed at executive meetings and outcomesreported to the CEO.

q Planning for OHS is reviewed on a regular basis (at least annually) in consultation withmanagement, staff and unions, updated where required, and clearly communicated tomanagement and staff.

q Regular review of emergency plans takes place in liaison with appropriate serviceproviders (and municipal or State emergency services/disaster planning groups where

relevant).Examples may inc lude :

Evidence that: an OHS objective is in the organisation's corporate and business/unit plan the basis for the development of the OHS objective is known and understood the OHS plan is linked to the corporate and business/unit plans (e.g. reference to corporate plan; key

objective in corporate plan is based on OHS, well-being of employees, and/or improving OHS performance)

the OHS plan reflects high risk and/or emerging OHS issues as identified through the risk assessment process; and/or claims, incident, injury recording and analysis; and current legislative requirements

local OHS plans reflect the corporate OHS objective(s) the plan is discussed at executive meetings progress reports against the plan are provided to the CEO emergency plans are reviewed and updated annually (or more often if required) in consultation with

relevant stakeholders.


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Rating:

BFull implementationThere is a planning process that meets 100% of the essential criteria listed in B


q The corporate plan has OHS as an objective that links to the organisations Key Result Area.

q The corporate plan contains, as a minimum:o clearly defined objectives and performance measures derived from the risk

assessment process,o performance measures that will allow the organisation to measure progress in

achieving objectives,o specific actions to be taken to achieve the objectives, within a set timeframe, ando assigned responsibility for the achievement of the objective and targets.

q Business/unit plans contain specific actions to assist in meeting the corporate OHSobjective.

q Planning for OHS is undertaken in consultation with staff, as per agreed OHSconsultation arrangements.

q Emergency planning arrangements are in place, based on a risk management approachof prevention, preparation, response and recovery.

q Emergency plans are documented and communicated to relevant people.Examples may inc lude :

Evidence that: responsibilities for actions have been assigned and a timetable for action is outlined where appropriate, responsibilities for actions are linked to performance agreements assigned actions are completed by specified dates in the plan

management and staff, including those in regional areas, understand their roles and responsibilities inimplementing the plan

employees and health and safety representatives are consulted in the development of, and anychanges to, the plan

potential emergency situations have been identified; and emergency plans, including evacuation procedures, are documented and communicated

responsibilities for emergency planning and response are allocated and communicated on noticeboards and electronically

wardens and emergency controllers are provided with identifying helmets, vests etc training and testing of emergency procedures and equipment taking place on a regular basis.


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Rating:

CPartial implementationThere is a planning process for OHS that meets at least 50%, but less than100%, of the essential criteria listed in B

Rating:

D Inadequate implementation Less than 50% of essential criteria listed in B have been implementedPerformance Criteria

q There is no evidence of OHS planning being undertaken, orq OHS planning processes are under consideration but have not been implemented, or

q OHS planning processes have been documented but there is insufficient evidence ofimplementation.



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Performance target

By ___/___/___ the organisations plans include OHS as a key objective supported by definedmeasurable outcomes.


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Standard 4 - CONSULTATION

To continuously improve OHS performance, the CEO and senior managers of an organisation

need to implement effective consultation with employees and union representatives on

workplace health and safety issues. Consultation is a legislative requirement under

section 13 of the Occupational Health and Safety Act 2000 and Chapter 3 of the Occupational

Health and Safety Regulation 2001.

For most government agencies, employee consultation will be through OHS committees.

However, employees may elect OHS representatives to represent a particular workgroup or

request representation by a Federal or State industrial organisation. Consultation

arrangements should be negotiated with employees and union representatives (where

requested by employees) and once agreed, documented and communicated to all staff.

OHS consultation should be ongoing but also be undertaken whenever the senior

management of the organisation is considering any changes to the operation or design of theworkplace. It should also be undertaken whenever an employee, employee OHS

representative, or manager becomes aware of an issue that has implications for the health,

safety or welfare of employees.


Taking Safety Seriously - Chapter 2, The Legislative Framework, Occupational Health and

Safety, Duties of Employees and Chapter 3, Guidelines for implementing an OHS

management system, Implementation, Consultation.

Occupational Health and Safety Act 2000 (sections 13 19), and the Occupational Health

and Safety Regulation 2001 (clauses 21 32).

WorkCover NSW (2001), OHS Consultation Code of Practice.

Links to other Standards





Standard 6 - Information, Instruction and Training,

Standard 7 - Injury Treatment and Management,

Standard 8 - Claims Management,

Standard 9 - Incident Recording, Investigation, Analysis and Review,





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Rating:

AFull implementation and focus on continued improvementThere is a process for consultation for OHS issues that meets 100% of theessential criteria listed in B, and at least 50% of the best practice criteria listedin A


q Where an organisation has multiple worksites, with multiple OHS representatives orcommittees, there is a mechanism for representatives and committees to meet orcommunicate periodically to ensure a coordinated approach to OHS issues and planningacross the organisation.

q Additional consultation activities take place such as:o information sessions and focus groupso the inclusion of OHS on regular staff meeting agendaso OHS newsletters and/or OHS issues discussed in staff newsletters/notices,

and/oro toolbox meetings.

q There is a mechanism in place for the periodic review of the agreed consultationarrangements, including opportunities for all staff to consider the type and effectivenessof existing arrangements and choose alternative arrangements if appropriate.


Evidence of: communication between OHS representatives and committees where an organisation has multiple

worksites and representatives or committees scheduled OHS information sessions for staff minutes from focus groups staff meeting agendas that include OHS issues OHS newsletters distributed; or staff newsletters which include OHS issues record of topics from toolbox meetings where OHS is raised consultation arrangements that are reviewed periodically in consultation with all staff.


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Rating:

BFull implementationThere is a process for consultation for OHS issues that meets 100% of theessential criteria listed in B.


q A negotiated consultative arrangement is in place that is facilitated by:o an OHS committeeo election of OHS representativeso other agreed, documented arrangements.

q Consultation occurs whenever:o planning new facilities or refurbishing existing facilitieso investigating incidentso identifying hazards, reviewing risk assessments or implementing controlso developing, implementing and evaluating OHS programs, policies, procedures

and management systemso determining OHS training needso planning changes to work practices, or introducing new oneso planning to introduce new plant or substanceso developing and reviewing emergency procedures and associated training, ando deciding on the adequacy of facilities or amenities impacting staff welfare.

q The consultation process links to the OHS planning process.q Information about OHS is shared with employees across the organisation.q Employees, in addition to OHS Representatives and those on the committee, are given

the opportunity to participate in decisions affecting OHS.

q Senior management are involved and active in the OHS consultation arrangements.q The consultation process arrangements are clearly communicated to all staff.q The diversity of employees, their work and localities are represented on the OHS

committee and/or OHS representatives (including the locations, timing and types of workundertaken and the health and safety needs of shift, seasonal, part-time and casualworkers).

q There is a documented policy and/or procedure that allows for the OHS committee and/orrepresentatives to:

o act as observers during formal in-house inspections, or inspections under s69 ofthe Act

o accompany employees at their request during formal interviews on OHS matters,and

o make recommendations on employee training for OHS matters.


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Evidence: of a documented policy, procedure or statements on consultation arrangements. of established and implemented arrangements for consultation, such as OH S committees and election

of OHS representatives in accordance with legislative requirements

that the consultation process is clearly communicated to staff (e.g. v ia intranet or newsletters, referredto during induction training)

of active consultation arrangements; of regular meetings demonstrated by agendas and minutes that employees are involved in the development of procedures or agreements for consultation and

minutes record staff contributions that employees are actively involved in OHS committees and the consultation process (auditor might

verify by referring to lists of committee members, minutes, action plans or reports; and/or checking fornotices asking staff to consider nominations for OHS committee, and reports back to staff on theactivities of the OHS committee)

that employees are involved in decisions on risk control measures, emergency procedures, changes toworkplace premises, plant and/or hazardous substances and minutes record staff contributions

of committee minutes or actions plans tha t indicate senior managements regular involvement inconsultation arrangements

that the OHS committee represents the diversity of workgroups (auditor might verify by checking that

workgroup representatives, and the groups they represent, are documented and communicated to staff) that an OHS committee member or representative acted as an observer during an inspection, or

accompanied an employee during an interview if requested of the OHS committee or representatives recommendations for employee OHS train ing and that some

of these were offered to workers.


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Rating:

CPartial implementationThere is a process for consultation for OHS issues that meets at least 50%, butless than 100%, of the essential criteria in B

Rating:

D Inadequate implementation Less than 50% of essential criteria listed in B have been implementedPerformance Criteria

q There is no evidence of occupational health and safety consultation process in place, orq There is evidence of a process for OHS consultation being developed, but it has not yet

been implemented, or

q Consultation arrangements are documented but are not currently active, or

q Informal consultation arrangements are conducted but these are notdocumented.



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Performance target

Effective consultative arrangements are in place for making decisions about, andcommunicating OHS issues within the organisation ___/___/___.


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OHS Improvement Standards Risk ManagementDecember 2007

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Standard 5 - RISK MANAGEMENT

Identifying, assessing and managing workplace risks is the key to preventing incidents,

injuries and illnesses in the workplace. It is also a central legislative requirement under the

Occupational Health and Safety Regulation 2001.

To comply with the legislation and meet government policy objectives, agencies must have

specific procedures in place to systematically identify, assess and then eliminate or control

workplace risks. This information will assist agencies to plan and develop targeted injury and

illness prevention strategies.

Risk management must be undertaken in consultation with employees and unions.



system, Implementation, Risk management.

Australian Standard AS 4804:2001- Occupational health and safety management systems

General guidelines on principles, systems and supporting techniques (page 22).

Australian Standard AS 4360:2004 - Risk management .

Occupational Health and Safety Regulation 2001 (clauses 9 12, 15 and 16).

WorkCover NSW Risk Assessment Code of Practice (2001) .






Standard 9 - Incident Recording, Investigation, Analysis and Review,



Standard 12 - CEO Reporting and Leadership .


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Rating:

A Full implementation and focus on continued improvementThere is a process for risk management that meets 100% of the essentialcriteria listed in B, and some of the best practice criteria listed in A


To ensure continued effectiveness:

q Prioritised risks are documented in a risk register or action plan.q Risk management activities are adequately resourced.q Prioritised safety improvements should be included in the planning process and aligned

to actions in senior managers' performance agreements.

q All employees understand the organisational hazard identification and risk managementprocess.

q The reporting process provides the CEO with early notification of significant risks, andthere is a mechanism for the ongoing review of the risk management process.

Examples may inc lude :Evidence that: hazards are prioritised and documented (e.g. a risk register, prioritised risk assessment report, action

plan and it is clear that items are progressively actioned) confirmation that planned safety improvements are integrated into the organisations corporate and

strategic planning and aligned to actions in the senior managers performance a greements employees, committees and health and safety representatives are consulted and are active in hazard

identification and risk assessment processes (auditor mighty verify by speaking to employees and/orexamining incident and investigation reports)

significant hazards, and actions to control their risks, have been reported to and actioned by the CEO schedules exist for the regular review of risk control measures.


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Rating:

B Full implementationThere is a risk management process in place that meets 100% of the essentialcriteria listed in B

Performance Criteriaq There is a process in place to identify, assess and eliminate or control all hazards associated

with:o facilities, materials, plant and equipmento the layout and condition of the workplace (including lighting and workstation design)o work practices (including psychological and fatigue related hazards such as shift

work)o potential manual handling issueso the handling, use, storage or transport of biological material and hazardous

substanceso the potential for slips, burns, falls, electrocution, noise and heat exposure, ando potential violence, harassment and stress.

q Hazards and risks are systematically identified:o prior to using the workplace for the first timeo prior to the completion of new and refurbished premiseso before and during the installation, erection, commissioning or alteration of planto before hazardous substances are introducedo when there are changes to the work systems or practices, ando when purchasing goods and services.

q Risk assessments involve:o regular workplace inspectionso hazard, injury and incident datao task analysis, ando consultation with managers, staff, unions and OHS committees.

q Risk assessments consider:o frequency of exposure to potential hazardso potential severity of outcomeo likelihood of occurrence, ando prioritisation of risks.

q Reviews are undertaken:o when the control measures are no longer valido when injury or illness results from exposure to a hazard, ando when a significant change is planned or made to work, work practices and/or

procedures.


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q Agencies plan to manage and control activities, products or services that pose risks to thehealth and safety of employees.

q Risk control strategies include (in order of preference):o elimination (preferred)o substitutiono

isolationo engineeringo administrationo personal protective equipment (PPE).


Evidence: of documentation of risk management policy and procedures of documents that indicate that hazard identification and risk assessment processes are in place (e.g.

hazard identification reports, hazard checklists and/or records from work areas reviewed) that risk assessment has considered the physical work environment, equipment and substances and

the variety of work systems, hours of work and practices (aud itor might verify by referring to riskassessment notes and/or staff feedback)

that risk assessment has considered issues such as stress, harassment, fatigue and bullying of the implementation of hazard elimination or control measures; as evident in records for inspection of

the work areas of the integration of risk management into planning and design of work environment and tasks (auditor

might verify by checking for safe work procedures, records of workplace inspections, and verify withstaff)

of the integration of risk management into the design and purchase of equipment and goods, and this isevident in the organisations purchasing procedures and records

of the integration of risk management into the purchase of services (especially contractor servic es)(auditor might verify by reviewing contractor safety assessment and controls)

that risk assessments are undertaken for specialist tasks such as handling hazardous substances,manual handling issues and when hiring equipment

that consultation has been undertaken as part of the risk assessment process (auditor might verify byreferring to meeting minutes, notices calling for input or involvement and/or talking to staff in a variety of

work areas) of the review of risk assessments, and improvements made to risk controls if appropriate. Evidence

provided by review schedules, actions following incident reports that there is evidence that injury and incident records are reviewed and identified hazards are

addressed in the risk assessment process of records that indicate where hazards have been identified and decisions have been made to

permanently eliminate or reduce risk; and confirmed by staff or by inspection of the relevant areas andequipment

that personal protective equipment is provided and maintained ready for use in accordancewith manufacturers instructions.


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Rating:

C Partial implementation There is a risk management process in place that meets at least 50% but lessthan 100% of the essential criteria in B

Rating:

D Inadequate implementation Risk management procedures meet less than 50% of the essential criteria in B Performance Criteria

q Risk management procedures are proposed but not implemented, orq Some risk management procedures are in place, but these are incomplete, or

q Some risk management procedures are in place, but these are not adequatelydocumented.



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Performance target

A risk management approach to hazard identification, elimination or control will beimplemented within the organisation by___/___/___.


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OHS & IM Improvement Standards Information, Instruction and TrainingDecember 2007

37

Standard 6 INFORMATION, INSTRUCTION AND

TRAINING

A vital part of continuously improving OHS, workers compensation and injury management

performance is the provision of information, instruction and training to all employees, includingsenior executives, managers and supervisors. Occupational health and safety, workers

compensation and injury management practitioners within agencies will also need ongoing

specialist training.

Provision of information, instruction and training is an important means of achieving

awareness, competence and capability and helps to ensure safe working practices are

adhered to. It also contributes to improving the organisation's health and safety culture.

Risk assessment and/or training needs analysis will help determine the level of information,

instruction and training needed for each group of staff. Once these needs are identified they

should be incorporated into the organisation's planning processes.

To ensure continued effectiveness, information, instruction and training provided should be

regularly evaluated.



system, Implementation, Information, instruction and training.

Occupational Health and Safety Act 2000 (section 8), and the Occupational Health and Safety

Regulation 2001 (clauses 13 and 31).

Workers Compensation Regulation 2003 (Part 6A).


General guidelines on principles, systems and supporting techniques (page 18).






Standard 10 - Measuring and Evaluating OHS Performance,Standard 11 - Reviewing the OHS Management System,



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Rating:

A Full implementation and focus on continued improvementInformation, instruction and training procedures meet 100% of the essentialcriteria listed in B, and at least 50% of the best practice criteria listed in A


To ensure continued effectiveness:

q A needs analysis is carried out to identify OHS information, instruction and tra iningrequired within the organisation.

q The needs analysis is linked to the OHS planning processes.q The information, instruction and training provided is evaluated for effectiveness.q Evaluation outcomes are linked to planning processes.q Information, instruction and training needs are reviewed at least on an annual basis.q Additional optional health and safety programs are offered to staff periodically.


Evidence of: a training needs analysis, yearly training program and review mechanism dedicated OHS trainer, training unit or training contracted out to external provider the incorporation of training objectives into the OHS Plan evaluation of the training courses provided optional health promotion programs such as yoga, pilates, or health educational programs

offered and advertised to staff.


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Rating:

B Full implementationInformation, instruction and training procedures meet 100% of the essentialcriteria listed in B


q A process is in place to ensure appropriate information, instruction and training areprovided to managers and senior managers to enable them to implement procedures tomaintain safety.

q A process is in place to ensure appropriate information, instruction and training areprovided to:

o new employees on induction; to enable them to identify, manage and report OHShazards, and access OHS, workers compensation and injury managementresources

o employees who are exposed to risks in the workplaceo employees who are responsible for identifying, assessing and controlling

workplace hazards, ando

staff with OHS and workers compensation functions such as First Aid Officers,Fire Wardens, Return to Work Co-ordinators, and OHS committee members.

q A process is in place to ensure appropriate information, instruction and training areprovided to OHS and workers compensation practitioners to enable professionaldevelopment.

q Information is provided to staff whenever new equipment or plant is purchased, or thereare significant changes to the work environment.

q When developing and delivering information, instruction and training:o the organisations workforce diversity is considered, and the content is easy to

understand and takes into account employees literacy and fluency in Englisho contractors, temporary and part-time employees are consideredo training is carried out by persons with appropriate skills, knowledge and

experienceo staff are assessed for competency, on basis of education, experience or training,

or a combination of the three, to ensure they can perform tasks safelyo outcomes of competency assessments are used to structure future training, ando a record of training delivered is centrally recorded.


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Evidence that: there is a written policy and procedure regarding OHS training OHS training is being implemented (auditor might verify by reviewing training records) information, instruction and training is provided in:

o induction programso staff development programso supervisor and management trainingo Senior Executive trainingo specific hazard and hazard management trainingo on the job trainingo work systems and procedures trainingo first aid trainingo Fire Warden trainingo emergency response trainingo OHS committee training, ando OHS and workers compensation specific roles

hazard reporting is included in induction and on the job training training in safe work practices is given before work commences and is reinforced by on the job

supervision the coverage of OHS procedures and maintenance of risk control procedures is provided in on the job

training operator manuals for equipment are available to staff for reference verifies availability and access to OHS training for staff and management in regional areas information on OHS, injury management and return to work is available to staff through a range of

communication methods (including the internet, newsletters, library a nd/or internal noticeboards) notices or bulletins from the CEO include OHS, workers compensation and injury management

messages OHS is included on the agenda of staff meetings warning, advisory, prohibition and other safety signs are in place where rele vant

where employees have less developed English skills, use of clear diagrammatic safety signs or signs inlanguages other than English are provided near hazards and equipment.


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Rating:

C Partial implementation Information, instruction and training procedures meet at least 50%, but less than100%, of the essential criteria listed in B

Rating: D Inadequate implementation Information, instruction and training procedures meet less than 50% of theessential criteria listed in B


q There is no process for providing information, instruction and training to staff on OHS,workers compensation and injury management issues, or

q There is a plan for providing information, instruction and training to all staff onOHS and workers compensation issues but it is not yet fully implemented.



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Performance target

The organisation has a process in place for providing information, instruction and training ofall staff in OHS matters by___/___/___.


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OHS & IM Improvement Standards Injury Treatment and ManagementDecember 2007

43

Standard 7 INJURY TREATMENT AND

MANAGEMENT

While prevention should always take priority in workplace health and safety management, it is

important to consider the possibility of incidents and a resulting injury or illness. A systematicapproach to injury management includes treatment of the injury, rehabilitation back to work,

retraining into a new skill or a new job, and management of workers compensation claims.

It is important that injury treatment is implemented and aims at providing an immediate

response to workplace incidents. Injury management must aim at getting an injured worker,

who has suffered a significant injury or illness, back into the work environment as quickly and

safely as possible.

The Workers Compensation Regulation 2003 requires large employers to appoint and train

return to work coordinators to assist in returning injured employees to work as quickly and

safely as possible. Under the Workplace Injury Management and Workers Compensation Act

1998 , the insurer is responsible for developing injury management plans for employees with

significant work-related injuries and providing both the organisation and injured worker with

information regarding the injury management plan.



system.

Occupational Health and Safety Regulation 2001 (clauses 17, 20), the Workplace Injury

Management and Workers Compensation Act 1998 , and the Workers CompensationRegulation 2003 (Part 6A).

WorkCover NSW Guidelines for Employers Return To Work programs, cat. no. 506 (2003).


Specification with guidance for use (page 34).




Standard 6 - Information, Instruction and Training,

Standard 8 - Claims Management,


Standard 11 - Reviewing the OHS Management System.


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Rating:

AFull implementation and focus on continued improvementThe injury treatment and management process meets 100% of the essentialcriteria listed in B, and at least 50% of the best practice criteria listed in A


q The process for notifying Return To Work (RTW) Coordinators of injuries and illnesses isintegrated with incident reporting and investigation.

q The organisation has identified high level objectives and performance measures that willenable it to evaluate the effectiveness and efficiency of its injury treatment and injurymanagement process.

q Arrangements are in place with local medical centre, GP, or staff health centre for prioritytreatment.

q The organisations return to work strategy identifies the resources allocated to the injurytreatment and injury management process.

q Early and safe return to work is facilitated through the identification of suitable duties

using task analysis and profiling to enable clearer and fast communication with treatingpractitioners regarding availability of duties.

q The organisation has established a network of treatment providers who can be used bythe injured employee at short notice, and communicate directly with the organisationregarding return to work.

q The organisation employs RTW Coordinators with appropriate qualifications, such ashealth professionals, or human resources OHS qualifications with occupationalrehabilitation experience.

q The organisation regularly reviews the managers and supervisors awareness of theirroles and responsibilities under the injury management and RTW policy.

q The resourcing levels for injury management and return to work are reviewed using dataon the organisations caseload, injury profile and performance measures.

q The injury management program supports non-work related injuries.q The organisation encourages the RTW Coordinator to establish and maintain

professional support networks.


Evidence that the RTW Coordinator is immediately informed upon notification of an incident; whether by call centre,

email, fax or direct contact a report including data on the injury treatment and management process is produced and opportunities

for improvement are identified there exists a relationship and process with local treatment facility for priority treatment (auditors might

verify by checking for a memorandum of understanding and/or inclusion in emergency contact listing)

there exists an agreement with treatment providers to ensure that employees are seen as soon as possible by treating practitioners (who have been informed of the organisations RTW program and cancommunicate directly with the RTW Coordinator or manager)

data is collected both internally and from external service providers; and this data is reviewed to identifyadverse and positive trends in the injury management process

performance measures for injury treatment, injury management and rehabilitation activities are set anddata collected and tracked


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progress against performance measures can be found in the organisations current annual report orequivalent. Examples of performance measures could include:

o incidence of injuries resulting in incapacity of 2 weeks, 8 weeks, 12 weeks and 26 weeksduration

o time taken from date of injury to first contact from employero time taken from injury to offer of selected/ modified dutieso percentage of injuries where suitable duties have been offered, oro quality of RTW outcome- percentage of RTW case that achieved RTW at case closure

there is a resource plan that identifies the organisations investment in injury treatment andmanagement; including staff and externally engaged services

the resource plan includes a profile of the organisations needs (e.g. number of injuries per year, injurytype and severity, contact delay and lost time information)

a task analysis pro forma is defined and used across the organisation to determine the physical and psychological requirements of key positions, and this is forwarded to treating doctors to facilitate theemployees return to work

safe work procedures are generated using risk management processes and used to locate and s pecifysuitable duties

RTW Coordinators have formal qualifications and experience relevant to their duties training, review and evaluation for managers and supervisors on their roles and responsibilities, and

discussion of these roles and responsibilities takes place in meetings or at performance reviews

RTW coordinators participate in an active network (locally, online or inter agency).


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Rating:

BFull implementationThere is an injury treatment and management process that meets 100% of theessential criteria in B


Injury treatment:

q An injury treatment / f irst aid policy and procedures are established.q Injury treatment / first aid procedures are communicated to all staff and visitors to the

workplace.

q There is early notification of injuries and illnesses to the return to work (RTW)Coordinator and/or other relevant personnel.

q First aid records are appropriately maintained.q Employee Assistance Programs (EAP) are available to staff, and the process for

accessing them is clearly communicated.Injury management:

q An injury management / RTW policy is established.q Injury management / RTW policy and process is communicated to all staff.q Return to Work program complies with WorkCover Guidelines for employers RTW

programs.

q Return to Work Coordinators have undergone WorkCover approved training and areprovided with resources to support their role.

q The organisation participates with their insurers in the development of an injurymanagement and RTW plan for significant injuries.

q Contact is made with injured workers to establish the nature and severity of injury withinthree (3) days of notification of injury.

q Arrangements for early injury management include contact with the treating doctor orhealth professionals to determine the content of a return to work program, or establishappointment of rehabilitation provider (where necessary).

q Early, safe and durable return to work is facilitated through the establishment of a returnto work plan, modification to work environment or tasks and the identification of suitableduties.

q Injured workers and their representatives are consulted appropriately regarding return towork programs, suitable duties and their progress in undertaking suitable duties.

q Progress against the injury management and RTW plan is monitored and the plan isupdated if required.

q Managers of injured workers are informed of, and involved in, injury management andreturn to work.q Return to work procedures address the documentation, confidentiality and security of

employee information relating to their injury and return to work.


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Evidence: of a current policy for injury treatment signed by the present CEO that first aid requirements have been identified using a risk management approach that first aid plans are displayed that first aid kits and rooms are present that are appropriate to the size and risks of the workplace that a communication strategy is present for policy and procedures posters, induction and visitor

training, website information, inclusion in meetings, or emails that documentation of first aid officers names, levels of qualification and currency is present that early notification process to RTW Coordinator of injuries is documented that information on EAP is communicated to staff that a current policy for injury management and return to work exists, and is signed by the CEO that a return to work program or procedure that complies with WorkCover Guidelines (including all

required procedures and processes) exists of appointment of WorkCover accredited RTW Coordinator(s) of participation in development of injury management plans for injured workers with the insurer of an early return to work program for injured workers (auditor might verify by checking date of injury,

contact with injured worker and actual RTW program) of contact with treating practitioners and early referral (auditor might verify by checking date of injury,

contact with treating practitioner and referral to provider) of an ongoing injury management program (e.g. case management reports , review of RTW goals and

plan, case finalisation after review period) of communication of injury management process to staff and managers (auditor might verify by talking

with staff in different regions and areas to confirm awareness of process) of copies of reports or other communications to managers highlighting return to work issues in their

workplaces (auditor might verify by looking for evidence of contact with managers regarding cases) of a document that specifies how injured worker information should be kept, the form of the records, the

location of the records, who is authorised to keep them, who is authorised to access them and how longeach record should be kept.


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Rating:

CPartial implementationThere is an injury treatment and management process that meets at least 50%,but less than 100%, of the essential criteria listed in B

Rating: D Inadequate implementationLess than 50% of essential criteria listed in B have been implementedPerformance Criteria

q There is no evidence of an injury treatment and management process, orq There is evidence of an injury treatment and management process but it is not

sufficiently implemented an OHS policy exists but is not sufficiently comprehensive.



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OHS & IM Improvement Standards Claims ManagementDecember 2007

51

Rating:

A Full implementation and focus on continued improvementThere is a claims management process that meets 100% of the essential criterialisted in B and includes at least 50% of the best practice criteria listed in A


q Regular reporting and analysis of claims data is undertaken by the organisation tounderstand claims trends and identify improvements and opportunities in claimsmanagement.

q Outcomes of analysis and actions for improvement are reported to the senior managerresponsible for claims management and/or insurance management.

q Identified actions for improvement are incorporated into planning processes.q An annual report is provided to the CEO on the progress of workers compensation claims

management.

q Supervisors and managers understand the relationship between return to work outcomesand their impact on premiums.

q Workers compensation costs are devolved to a level commensurate with supervisorsand managers levels of authority to manage injury management and return to work.

q Specific claims management approaches are established for complex claims or complexinjury types (e.g. psychological injury claims).

q There is monitoring of, and reporting on, the effectiveness of rehabilitation providerservices.


Evidence: that the organisation collects relevant data from its internal systems and those of the claims manager to

identify claims trends and inform strategies to improve the organisations approach to managing claims of performance data that may include:

o number and average cost of compensation claimso incidence of claims per wage amounto interval between date of injury and notification to claims managero incidence of high-cost claimso RTW outcomeso provider performance reports, and/oro expenditure on the internal claims management function as a proportion of total payroll.

that annual report information includes performance measures, highlights of the program, majorachievements, resources allocated, statistical results and plans for the future

that regular training and briefing is provided to managers on factors affecting premiums and theactivities required of managers to improve workers compensation performance

that specific claims management approaches are agreed with the claims provider, informed byresearch/evidence, documented and reviewed to assess effectiveness

that where external services such as legal, rehabilitation or investigation services are utilised, theorganisation has a process for reviewing the performance of these services and providing feedback tothe provider either directly or through their claims manager.


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Rating:

B Full implementation There is a claims management process that meets 100% of the essential criterialisted in B


q Employees and supervisors are aware of the injury and illness notification processq Procedures are implemented for handling claims and notifications receivedq Notification of significant injuries (48 hours) and non-significant injuries (7 days) to insurer

in compliance with legislative requirements

q Relevant information is provided to the insurer as soon as possible to assist indetermining liability

q A payment reconciliation process is implemented with the insurer to maintain up to dateclaims payment records for lost time

q Data, statistics and reports are obtained from the insurer to track the organisationsprogress against claims cost, duration and frequency improvement targets

q Quarterly claims reviews are conducted with the insurer's claims manager to ensureinformation on claims is up to date and identify those claims where further assistance oraction is required

q Continuous case management of claims is provided to ensure a return to work wherepracticable

q Managers and supervisors are actively involved in claims management and adviserelevant parties about information that may affect the claim.


Evidence of: an effective communication strategy for employees on workers compensation cl aims or notifications

(e.g. web based, induction or newsletters and posters)

a formalised communication process between the organisation and the claims manager frequent meetings and communication between the organisation and the claims manager in accordanc e

with claims volume and complexityReview of claims meeting records and emails to verify the following: timely provision of relevant information to insurer identification of actions for claims case management and return to work record of reports received from claims manager and actions effected from the data provided reports are used by the organisation to monitor their performance against government and internal

performance measures information provided to managers and supervisors regarding their claims v ia regular reports or emails.


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Rating:

C Partial implementationThere is a claims management process within the organisation that meets atleast 50%, but less than 100%, of the essential criteria listed in B

Rating:

D Inadequate implementationLess than 50% of the essential criteria listed in B been implemented Performance Criteria

q There is no evidence of an organisation level claims management process in place, orq There is evidence of development of a claims management process but it is not

sufficiently implemented.



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Performance target

By ___/___/___ a process is in place for the timely and effective management of workerscompensation claims.


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OHS & IM Improvement Standards Incident Reporting and Review December 2007

55

Standard 9 INCIDENT REPORTING, INVESTIGATION,

ANALYSIS AND REVIEW

The reporting, recording, investigation, analysis and review of workplace incidents (including

injuries, illnesses, and near misses) and notices or advice received from WorkCover will helpidentify problem areas where incidents arise frequently. It will also help agencies in their risk

assessment process by providing useful information for injury prevention.

Recording workplace injuries is also a legislative requirement under the Workplace Injury

Management and Workers Compensation Act 1998.

In addition, the Annual Reports (Departments) Regulation 2005 requires agencies to include a

statement in their annual report setting out the organisation's OHS performance during the

year. This statement should include details of work-related injuries, illnesses and

prosecutions under the OHS Act and therefore informs key stakeholders of the agency's

progress in improving OHS performance.



system, Reactive monitoring data collection and analysis, Review and Improvement.

Occupational Health and Safety Act 2000 (sections 86, 87).

Occupational Health and Safety Regulation 2001 (Part 12.1 - Notification of accidents and

other matters - clauses 341 - 343).

Workplace Injury Management and Workers Compensation Act 1998 (sections 44, 63).

Annual Reports (Departments) Regulation 2005.





Standard 7 - Injury Treatment and Management,




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OHS & IM Improvement Standards Incident Reporting and Review December 2007

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Rating:

A Full implementation and focus on continued improvementThe organisations incident reporting, investigation, analysis and review procedures meet 100% of the essential cr

improvement standards occupational health safety injury management return to work 5302

Documents