Leading the way. Improving health, safety and return to work in government workplaces. Senior Public Sector OHS Roundtable. March Version 1.

Transcription

1 Leading the way Improving health, safety and return to work in government workplaces Senior Public Sector OHS Roundtable March 2011 Version 1.

2 Forward As an employer, the Victorian Government is committed to leading the way in workplace health, safety and return to work (RTW). This commitment is part of an ongoing effort to enhance the wellbeing of Victoria s workforce and wider community, and to strengthen our state s competitive advantage. While we ve made significant inroads in recent years, there is still a clear need to improve leadership in health, safety and RTW across the public sector. To this end, four strategic priorities have been developed to help Victorian public sector organisations strengthen leadership in health, safety and RTW and improve performance. The strategic priorities are the product of the Senior Public Sector OHS Roundtable (Roundtable), a tripartite forum comprising senior representatives of large public sector employers, unions and WorkSafe Victoria, which aims to facilitate collaboration in addressing key health, safety and RTW issues affecting the public sector. The initiatives developed by Roundtable under each of the strategic priorities reflect the best-practice model identified in Comcare s Safe and Sound A discussion paper on safety leadership in government workplaces (2005) and will support the Victorian Government s efforts to meet the National OHS Strategy targets. They also support the recommendations made by Chris Maxwell QC (2004) and Bob Stensholt MP (2007) in their respective reviews of Victoria s OHS regulatory framework, requiring public sector leaders to do more to achieve better OHS outcomes. On 14 December 2010, the State Coordination and Management Council (SC & MC) endorsed Leading the Way and its implementation across government agencies. SC & MC is comprised ten Government department secretaries, the Chief Commissioner of Police and the Chair of the State Services Authority. In seeking to be a national leader in building a safer and more sustainable public sector workforce, the Victorian government encourages agencies to integrate the strategic priority initiatives into their organisations. Leading the way November

3 Preface How and why Leading the Way was developed Leading the Way is designed to help Victorian public sector agencies implement practical strategies to improve OHS and RTW performance. Leading the Way is based on the combined experience of public sector agencies that have implemented OHS and RTW leadership models and reporting mechanisms within their organisations. Their experience, together with the input of public sector unions and WorkSafe Victoria, has contributed in the development of the document. Leading the Way is designed to be adapted and integrated by government agencies into their current systems. Leading the Way will be reviewed by Roundtable as part of a continuous improvement cycle to ensure that the content remains current and reflects the changing needs of government agencies. About Leading the Way Leading the Way is designed to support government agencies to strengthen leadership in OHS and RTW as well as measure safety performance It will help to: assess agencies current level of OHS leadership and develop a more systematic and proactive approach to managing safety establish key performance indicators and clear accountabilities for OHS and RTW at all levels of the organisation assess their current OHS and RTW performance as a lever for change share information and ideas with other public sector agencies Leading the Way consists of: an OHS Leadership Framework which contains criteria that can be used by agencies to assess the maturity level of leadership in health, safety and RTW, including a selfassessment guide with action plan and checklist templates 15 x lead and lag key performance indicators to be used as part of a performance reporting regime for government agencies, including templates designed to assist agencies to collect lead and lag data a set of model accountability statements ( cascading KPIs ) that can be applied at all levels within government agencies to emphasise individual OHS and RTW roles and responsibilities government performance report that (once populated) will measure how well government agencies are performing at six monthly intervals against defined OHS and RTW indicators Leading the way November

4 Acknowledgements Members of Roundtable would like to thank those agencies that led the development of Leading the Way including the Department of Education and Early Childhood Development, Department of Human Services, Department of Justice and Victoria Police as supported by the Community and Public Sector Union, The Police Association, Health and Community Services Union and Australian Education Union. The Department of Premier and Cabinet should also be recognised for its work to secure central government support for Leading the Way. Leading the way November

5 Contents Introduction 6 1. Defining and evaluating shared issues 7 2. Building and promoting leadership 9 3. Building and promoting ownership and accountability Defining and promoting the shared levers for change 32 Appendix 1 Definitions of key performance indicators 34 Appendix 2 Templates for data collection 37 Leading the way November

6 Introduction It is well known that organisational success is linked to the health, safety and wellbeing of employees. As well as ensuring that staff are less likely to be injured as a result of their work, focusing on improving health and safety and embedding good practices within an organisation delivers a host of benefits, including improved reputation, employee morale, motivation and performance. Senior management commitment is essential if improvements are to be made. To help strengthen leadership in health, safety and RTW and improve performance across the public sector, Roundtable established four strategic priorities: Defining and evaluating the shared issues Building and promoting leadership Building and promoting ownership and accountability Defining and promoting the shared levers for change Practical initiatives were developed under each of the strategic priorities by Roundtable working groups - initiatives designed to be adapted and integrated by government agencies into their current systems. The initiatives as developed are outlined in the remainder of this document. Leading the way November

7 1. Defining and evaluating shared issues The diagram below summarises the OHS governance model operating within the Victorian public sector and highlights the links between (and membership of) the various senior leadership forums. The model may be used by government agencies to define and share health, safety and RTW issues/information. The work of Roundtable to strengthen the links between each of the forums remains a priority. Victorian Public Sector OHS Governance Model Senior Public Sector OHS Roundtable (Roundtable) Quarterly meetings Deputy Secretaries Leadership Group (DSLG) Monthly meetings State Coordination & Management Council (SC & MC) Monthly meetings Membership: Secretaries: DEECD, DHS, DoJ, Vic Police Dep Secretaries: DPC & DTF Unions: CPSU, AEU, HACSU & TPA WorkSafe Vic (Chair) Membership: Departmental deputy secretaries of all government departments Chair State Services Authority Membership: Departmental secretaries of all government departments Chief Commissioner of Vic Police Chair State Services Authority Roundtable Working Group Convened as required KEY INPUT Roundtable reports: OHS leadership assessment, annual reports and progress against KPIs Government OHS Performance Report UNDER REVIEW OHS Working Group (formerly IDC) Convened by DTF Membership Govt. OHS managers Proposed OHS Managers Network (informal) KEY INPUT Ministerial commissioned annual independent report on OHS trends in the public sector Leading the way November

8 Victoria s Senior Leadership Forums - health, safety and RTW 1. State Coordination and Management Council The State Coordination and Management Council is a key discussion and decision making forum that considers whole of government matters. OHS leadership and whole of government issues are considered at these meetings. It is chaired and convened by the Department of Premier and Cabinet. 2. Deputy Secretaries Leadership Group The Deputy Secretaries Leadership Group (DSLG) is a strategic government forum that has whole-of-government responsibility for OHS leadership. The Deputy Secretaries Leadership Group meets regularly to exchange information and coordinate responses to state based initiatives or input to national initiatives. It is chaired and convened by the State Services Authority. 3. Senior Public Sector OHS Roundtable The Senior OHS Roundtable, a tripartite forum to facilitate engagement on issues pertaining to OHS in the public sector, with the goal of enhancing public sector leadership on OHS. The Roundtable is chaired by WorkSafe s Chief Executive. Its membership consists of Departmental Secretaries, public sector trade union secretaries, and the Executive Director, Health & Safety. The Roundtable s objectives include contributing to the identification and prioritisation of key OHS issues across the participating public sector organisations and providing leadership in the development and dissemination of shared knowledge on high priority areas. 4. OHS Working Group (formerly the OHS Inter-departmental Committee) The OHS Interdepartmental Committee (IDC) was formed in 2006 by the Deputy Secretaries Leadership Group (DSLG) to provide technical OHS advice and to provide a forum for sharing OHS information between state government departments and agencies. The IDC is chaired and convened by the Department of Treasury and Finance as required. The OHS Working Group provides high level public policy advice to DTF on OHS issues impacting on government. 5. OHS Managers Network The OHS Managers Network is an informal network of OHS Managers and specialists employed within the government sector for exchanging information and documents without a requirement for a formal meeting structure. Informal get-togethers are arranged by any of the IDC members to foster networking together. Specialist groups of the IDC membership will continue to meet together on topic related matters. Leading the way November

9 2. Building and promoting leadership Strengthening leadership in health, safety and RTW is essential to improving agency performance. As part of this, senior managers and supervisors must actively and visibly support leadership as an organisational value. OHS Leadership Self-assessment Guide The OHS Leadership Self-Assessment Guide detailed in the following pages is designed to help you evaluate your agency s current level of OHS leadership as well as assist you to develop strategies to move towards OHS leader. The guide is divided into four sections: senior management leadership culture systems accountability Each section requires you to assess your agency s OHS practices against a set of scaled criteria that define organisational maturity as it applies to leadership in health, safety and RTW. The four scaled criteria in (order of maturity) are as follows: Ad hoc Formulaic Systematic OHS leader OHS leadership maturity Using the definitions, you should be able to assess where your organisation sits on the above maturity scale. The action plan and checklist templates at the end of each section are designed to assist responsible mangers and/or supervisors to put plans in place to further develop leadership capability in healthy, safety and RTW. The OHS Leadership Framework on the next page lists the key leadership features for each of the sections. Leading the way November

10 OHS Leadership Framework Indicators Outcomes Ad hoc Formulaic Systematic OHS leader OHS policy, Improved employee objectives and health and OHS plans in place wellbeing Senior management leadership Senior managers see OHS as a cost and a distraction from core business Senior managers see the relevance of OHS management but not as a core responsibility Senior managers fully understand OHS management and use consultative arrangements Senior managers actively support and promote OHS Regular reporting to senior management on OHS % of managers and staff that have Fewer injuries, incidents and claims Proactive consultative and innovative culture Culture Systems Accountability Showcasing Inconsistent understanding of OHS Unplanned task focus Limited accountability mechanisms Nothing to showcase Formal engagement Planned approach to identifying hazards and assessing risks OHS responsibilities not established in all cases A few isolated case studies Active engagement Systems are in place OHS responsibilities established for all Many case studies showcased Continuous improvement culture Systems are peoplefocused and include processes that work OHS responsibilities and KPIs are integrated with selection and performance management External parties are interested in learning from the organisation received OHS training Perception survey results Agreed designated work groups, health and safety representatives and issue resolution procedures OHS criteria in purchasing guidelines % of OHS audits and inspections conducted % of identified issues addressed Improved compliance with OHS laws Processes and actions that are systematic, transparent and accountable Lower claims and premium costs Improved organisational reputation Improved employee morale, motivation and performance Leading the way November

11 OHS leadership self-assessment Senior management leadership Self-assessment Mark the boxes that apply to your organisation. Indicator Evidence Ad hoc Senior managers see Employees are the main OHS advocates OHS as a cost and a distraction from core There is only limited OHS consultation business There is little or no union participation Formulaic Senior managers see the relevance of OHS management but not as a core responsibility Employees and OHS staff are the main OHS advocates Leaders aim mostly at meeting minimum OHS compliance Employees have little input into local OHS decisionmaking processes Employees have limited autonomy when dealing with OHS issues in their workplace Systematic Senior managers fully understand OHS management and use consultative arrangements Attempts are made to engineer or design out key risks Compliance is seen as the standard for good OHS practices Audit and evaluation is conducted but outcomes are not implemented Continuous improvement There is visible commitment to OHS by all senior executives OHS leader Senior managers actively support and promote OHS Appropriate resources are allocated to OHS OHS is seen as contributing to and aligned with strategic goals and organisational outcomes (e.g. attraction, retention, capability building) Expectation of continuous improvement is widely communicated Leadership is based on organisational values (e.g. caring, empathy, respect) OHS is factored into decision-making and is integrated with business systems Health and safety representatives and consultative mechanisms are fully supported and effective Leaders work with employees to resolve OHS issues Leading the way November

12 Action plan What How Who Include OHS as an agenda item at all employee meetings or other relevant forums, including executive management and board meetings Consult with health and safety representatives and employees on all matters relating to OHS Establish methods for communication Establish an agreed OHS issue resolution procedure Integrate OHS legislative requirements and best practice with organisational business processes and procedures Include OHS on the agenda of all executive management and board meetings, and ensure minutes are written up and distributed in an agreed timeframe Delegate actions arising from minutes to a responsible person Display local meeting minutes on OHS notice board Ensure there is a defined process in place so that health and safety representatives and employees are consulted on OHS matters (e.g. develop a procedure for consultation and communication) Determine how OHS information will be communicated to all employees (e.g. newsletters, notice boards, intranet, team meetings, regular OHS presentations) Implement an agreed OHS issue resolution procedure Ensure the issue resolution procedure is available and easily accessed by all employees Review organisational processes, procedures and functions to ensure they include relevant OHS references, requirements and guidance (e.g. procurement, project management, design, risk management, business analysis, recruitment and selection, briefings) Checklist OHS policy is visible and has been communicated to all employees Defined consultation arrangements are in place to ensure employees views are considered when OHS issues are discussed An agreed OHS issue resolution procedure is readily available and implemented in the workplace, and managers actively engage with OHS issues affecting their employees OHS requirements and risk management are integrated into business processes and procedures OHS is on the agenda of all team meetings and executive meetings There are adequate forums and mediums for OHS information to be disseminated throughout the organisation Health and safety representatives are actively involved in OHS Leading the way November

13 Culture Self-assessment Mark the boxes that apply to your organisation. Indicator Evidence Ad hoc Formulaic Systematic OHS leader Inconsistent Health and safety representatives are appointed and not understanding of OHS elected by peers management among managers, There is only limited OHS consultation employees, health Health and safety representatives have difficulty and safety attending mandatory training representatives and unions There is no OHS induction Formal engagement Active engagement Continuous improvement culture OHS is a regular agenda item at team and branch meetings Health and safety representatives are elected and trained Most employees have a formal OHS induction on commencement Initiatives for improvement are sought and welcomed There is broad ownership of processes, and health and safety representatives and employees are engaged in resolving OHS issues. OHS is included in all induction training OHS systems are at least partially implemented Initiatives for continuous improvement are expected from all employees Managers, health and safety representatives and employees are engaged in finding solutions to OHS issues Leaders behaviour and attitudes demonstrate a commitment to OHS across the organisation Executives review OHS performance at regular intervals to promote continuous improvement OHS is integrated with the organisation s development and leadership frameworks, including effective engagement with health and safety representatives Leading the way November

14 Action plan What How Who Integrate OHS leadership with current organisational development and leadership frameworks Senior managers measure and evaluate OHS systems and performance at regular intervals Conduct employee surveys to assess the organisational climate Align OHS leadership values and processes with the organisation s broader leadership strategy Put in place a measurement and evaluation strategy and process (e.g. systems auditing) Develop appropriate procedures that detail the organisation s OHS measurement and evaluation processes Review outcomes and develop action plans to address issues and continuously improve performance Advise the organisation of the outcomes of reviews and actions undertaken as part of continuous improvement Start climate survey processes Include OHS and wellbeing components in climate surveys Review survey results and develop appropriate local action plans Monitor the effect of organisational climate on OHS performance Focus on improving organisational climate by strengthening good existing practices and taking action on areas for improvement Communicate survey results and action plans to employees Checklist OHS leadership is integrated with organisational leadership frameworks and is included in organisational values OHS management procedures have been implemented and all employees are aware of their responsibilities under them Executive management reviews and evaluates the organisation s OHS performance regularly, with a focus on continuous improvement The organisation s leaders are actively involved in developing and reviewing OHS strategies and driving improvements in OHS, with the engagement and support of health and safety representatives Leading the way November

15 Systems Self-assessment Mark the boxes that apply to your organisation. Indicator Evidence Reactive response to acute issues Rudimentary system to prevent incidents Ad hoc Unplanned task focus Some risk assessment, reliance on supervision and loworder controls Minimal or no documentation OHS training occurs only after an incident Consultative arrangements are partially established and used Low ratio of health and safety representatives in the workplace Formulaic Planned approach to identifying hazards and assessing risks Union involvement in OHS matters is limited Some in-house OHS expertise Isolated attempts to monitor OHS systems and outcomes some auditing is conducted Some basic OHS training (e.g. induction training for all) Health and safety representatives attend required training Hazards are identified and risks are assessed and controlled so far as is reasonably practicable Many risks are engineered or designed out Systematic Systems are in place Consultative arrangements are in place Health and safety representatives and unions are consulted on OHS matters, including workplace inspections OHS management system implemented across the workplace OHS leader Systems are peoplefocused and include processes that work OHS innovation is encouraged and promoted Consultative arrangements are effective Health and safety representatives and unions are actively engaged in OHS matters at all levels of the organisation Emphasis on evidence as basis for effort Complex and not obvious hazards are actively identified Risk controls are reviewed regularly and new information is incorporated Documentation is used to support communication, learning, attitudes and behaviour Processes are methodical, responsive and transparent There is a formal and comprehensive training program in place, which is reviewed regularly Health and safety representatives are trained within 3 months of being elected Leading the way November

16 All new managers receive OHS training as part of their induction The organisation has a high level of OHS expertise Leading the way November

17 Action plan What How Who Ensure there is a system in place to induct employees into the workplace Identify OHS training and competencies in the workplace Identify the OHS competencies of each individual and identify any training required Establish designated work groups (as required under the Occupational Health and Safety Act 2004) Elect health and safety representatives and deputy health and safety representatives to represent designated work groups Arrange for each health and safety representative and deputy to attend training within 3 months of being elected Establish an OHS committee if required (with at least half comprised of health and safety representatives and employees) Identify hazards, assess risks and implement control measures Review the OHS induction process and modify as required to ensure relevance to the workplace Record inductions on the OHS induction checklist at the commencement of employment Ensure all job descriptions outline relevant OHS roles and competencies Identify OHS competencies required by OHS management system procedures (e.g. health and safety representative training, first aid officer training) Identify OHS competencies when establishing safe work procedures Document OHS competency requirements as part of a training needs analysis Using the training needs analysis, complete an OHS training register for each individual employee Schedule training on an OHS activities calendar In negotiation with employees, establish an appropriate number of designated work groups, taking into account any industrial agreements with OHS clauses Enable each designated work group to elect a health and safety representative (and a deputy if appropriate) from the group Organise for health and safety representatives and their deputies to attend a WorkSafe accredited 5-day health and safety representative training course and a 1-day refresher course each subsequent year on request Establish an OHS committee charter Elect a chairperson and secretary Provide resources for the committee Establish a schedule of regular meetings (at least quarterly) Develop a control strategy for every organisational hazard that has been identified, in accordance with hierarchy of control principles (i.e. eliminate the hazard, substitute a lower risk, implement engineering controls, implement administrative controls, use personal protective equipment) Develop an OHS risk register and ensure it is kept up to date. Review the OHS risk register in consultation with health and safety representatives and employees Leading the way November

18 to identify high-risk tasks Investigate incident reports in consultation with health and safety representatives to ensure appropriate risk controls are put in place Ensure employees are trained and assessed as competent in safe work procedures Review proposed risk controls before implementation to test their effectiveness and ensure they don t create any new hazards Allocate responsibility and appropriate resources for implementing control measures Inform health and safety representatives and all affected employees about proposed controls and the reasons for the change Ensure adequate information, instruction, training and supervision is provided to employees, contractors, volunteers and visitors Ensure relevant administrative controls (e.g. forms and safe work procedures) are updated. Monitor and review the effectiveness of the controls that have been implemented to ensure risks have been eliminated or reduced Review control measures at regular intervals and when set triggers occur Ensure the cause of the risk is also reviewed to determine if controls are effective in reducing any residual risk Advise health and safety representatives and employees if any controls are changed or added Checklist All employees, including managers, have completed inductions, and evidence of this has been recorded on the workplace s OHS induction checklist Job descriptions outline relevant OHS roles and competencies OHS competencies are identified and requirements are recorded as part of a training needs analysis All employees are aware of their responsibilities under each OHS management system procedure OHS training register is completed for all employees and retraining requirements are identified An OHS risk register has been developed, is reviewed regularly and reflects all risks in the workplace High-risk tasks have been identified in the OHS risk register The effectiveness of implemented controls is monitored regularly with health and safety representatives. Performance is measured through self-assessment and regular audit and improvement programs The organisation is developing a formalised OHS management system, which may be part of broader systems already in place (e.g. quality or environmental systems) Leading the way November

19 Accountability Self-assessment Mark the boxes that apply to your organisation. Indicator Evidence Ad hoc Limited accountability mechanisms Employees are often blamed for safety failures OHS is not included in performance plans OHS performance is not measured or reviewed Formulaic OHS responsibilities not established in all cases Some auditing is conducted No organisational OHS key performance indicators or key performance drivers have been established Limited self-assessment and review OHS key performance indicators are broad and difficult to attribute to individuals Systematic OHS responsibilities established for all OHS management system is audited but this is not always followed up Key performance indicators are established and key performance drivers are linked to them Regular self-assessment involving health and safety representatives is conducted at each workplace OHS leader OHS responsibilities and key performance indicators are integrated with selection and performance management OHS innovation is encouraged and promoted OHS management system audits are used as an opportunity for continuous improvement and involve input from health and safety representatives Key performance indicators are established, reported on transparently, and monitored and reviewed by senior executives Leading the way November

20 Action plan What How Who Define OHS roles and responsibilities in the organisation Define employee, senior management and executive OHS competencies and capability requirements Increase OHS capability and competency through development and training Develop an agreed organisational OHS accountability framework Implement the accountability framework in each office, region, division, branch and unit See systems action plan identify OHS training and competencies in the workplace Determine responsibilities Determine authority to make OHS decisions Determine accountability levels Gain executive approvals Identify minimum competency requirements for each role Integrate core OHS competency requirement training into the organisation s compliance requirements/framework (e.g. for privacy or finance) Provide support and coaching to managers and executives to increase their OHS capabilities and competencies Identify generic role/position level accountabilities Consult with health and safety representatives, employees and management on the proposed framework Gain executive management approval Integrate the framework with existing corporate models (e.g. organisational development) Integrate the framework with annual performance requirements Put in place reporting requirements (annual reports, annual reviews and regular meetings to discuss OHS performance) Review accountability performance regularly Checklist Organisational OHS roles and responsibilities have been developed and agreed on Accountabilities for OHS are defined, agreed on and specified in performance plans Coaching is conducted for managers and executives to increase their OHS capabilities and competencies this should be integrated with existing leadership and executive coaching programs All employees are aware of their responsibilities under each OHS management system procedure Leading the way November

21 3. Building and promoting ownership and accountability OHS key performance indicators The fifteen key performance indicators outlined in this section have been developed by Roundtable to ensure that public sector leaders take ownership of workplace health, safety and RTW and provide guidance on expected accountabilities of key personnel, from senior executives to frontline employees. The lag and lead performance indicators are defined in Appendix 1. See Appendix 2 for templates that will assist your agency to collect data against the performance indicating as part of the associated reporting requirement. Indicators, reporting timeframes and data sources Measure OHS lag indicator Reporting timeframe Data source Incidents and hazards 1. Number and rate of incidents Every 6 months: Department/agency Claims 2. Number and rate of standard claims i. published in annual reports end of financial year results WorkSafe Victoria 3. Number and rate of time-lost claims 4. Number of claims exceeding 13 weeks ii. presented to Roundtable - mid year assessment Fatalities 5. Number of fatalities WorkSafe Victoria Claim costs 6. Average cost per claim WorkSafe Victoria Return to work index 7. Percentage of claims (with 10 days or more off work) where worker has returned to work within 6 months of when the claim was lodged with WorkSafe agent WorkSafe Victoria Measure OHS lead indicator Reporting timeframe Data source Management commitment 8. OHS policy statement 9. OHS criteria Every 12 months; published in annual reports Department/agency Consultation 10. DWG structures and issue resolution procedures Department/agency Risk management 11. Regular internal audits conducted 12.Issues identified actioned Department/agency Training 13. Mangers trained 14. HSRs trained Department/agency Leading the way November

22 OHS surveys 15. Perception survey Sources may include survey questions in department/agency s employee opinion surveys Leading the way November

23 OHS lag indicators Secretary Senior executive Manager Employee Incidents and hazards Establishes lag indicator targets and reports performance to minister Oversees internal OHS controls Ensures performance targets are publicised in annual reports and quarterly in internal reports Holds senior executives to account for OHS performance Upholds obligations to external stakeholders (e.g. Senior Public Sector OHS Roundtable, Government as Exemplar) Monitors and reviews injury register reports quarterly Monitors and reviews incident and injury investigation reports quarterly, including WorkSafe inspections and provisional improvement notices Holds managers to account for OHS performance Reports to secretary on strategic responses Maintains a register of injuries Investigates incidents and injuries to identify causes, in consultation with health and safety representatives Applies the hierarchy of control to resolve OHS issues Notifies WorkSafe of all notifiable incidents Alerts managers or health and safety representatives about unsafe practices and behaviours Reports all injuries, incidents and near-misses within 30 days Completes all necessary documentation for each injury, incident and near-miss in accordance with the organisation s reporting system Standard claims Same as for incidents and hazards Monitors trends Works with OHS and claim management staff Follows OHS, rehabilitation and compensation requirements Ensures claims are managed effectively Develops and implements return to work plans Participates in return to work programs Ensures return to work plans are developed Completes all necessary documentation Leading the way November

24 Secretary Senior executive Manager Employee Time-lost claims Same as for incidents and hazards Implements preventative strategies identified as part of lead indicator behaviours Completes all necessary documentation Implements return to work management program Consults with employees and claimants on early intervention programs and return to work plans Continuously improves early intervention programs Engages with WorkSafe agents and rehabilitation services to improve return to work and early intervention strategies Claims exceeding 13 weeks Same as for incidents and hazards Monitors and reviews the implementation of preventative strategies identified as part of lead indicator behaviours Establishes an effective return to work management program Ensures organisation is on Maintains regular contact with injured employees Participates in preventative strategies Cooperates with management on early intervention programs Completes all necessary documentation Leading the way November

25 Secretary Senior executive Manager Employee track or exceeds national strategy targets Holds operational managers to account for OHS performance Supports injured workers in the workplace Fatalities Same as for incidents and hazards Cooperates with investigations as required Facilitates accident investigations Applies and continuously improves organisational preventative systems Provides support to family of deceased worker Engages support services for staff (e.g. employee assistance program, critical incident response management service) Leading the way November

26 OHS lead indicators Secretary Senior executive Manager Employee Management commitment Drives OHS leadership in the organisation Champions OHS best practice Considers the OHS implications of all decisions, including resourcing Establishes OHS key performance indicators reflective of and specific to the organisation Endorses statement of commitment to Government as exemplar in OHS practice Develops and promotes OHS policies and procedures for: consultation risk management training OHS surveys procurement Enforces the implementation of policies and procedures Allocates resources for OHS management in the annual budget Integrates OHS into the performance management of all managers Implements good safety practice in: consultation risk management training OHS surveys procurement Seeks advice from suitably qualified OHS professionals (internal or external) on the development and annual review of OHS policies and procedures Consults with employees in the development of OHS policies and procedures Ensures OHS policies and procedures are implemented effectively and disseminated to all employees Behaves safely and promotes good safety practice Undertakes role and associated tasks safely Complies with organisational OHS policies and procedures Demonstrates knowledge of safe operating procedures for role and tasks Reports OHS hazards and risks, and participates in their prevention and resolution Adopts, promotes and monitors OHS key performance indicators Budgets for: the provision of OHS training and information Leading the way November

27 Secretary Senior executive Manager Employee maintenance program Reports OHS performance to ministers, stakeholders and employees the purchase of safety equipment, machinery, personal protective equipment etc. Consultation Establishes consultative mechanisms Engages the organisation in OHS matters Provides WorkSafe, unions and staff with information on organisational OHS performance, including: policies and procedures resource allocation risk management training OHS surveys procurement Reports OHS performance to senior executives Creates a transparent and consultative environment by: establishing OHS consultative mechanisms negotiating designated work groups with staff supporting employee election procedures for health and safety representatives and deputies establishing an OHS committee comprising health and safety representatives, at least 50% employee representation and senior managers authorised to make OHS decisions scheduling quarterly OHS Participates in consultative mechanisms Proactive in the establishment and review of designated work groups Participates in the election of health and safety representatives and deputies Is aware of OHS committee minutes As a health and safety representative or deputy: represents members of his or her designated work group participates in OHS committee meetings communicates OHS outcomes to all members of Leading the way November

28 Secretary Senior executive Manager Employee committee meetings, ensuring that health and safety representatives can attend and their contribution is actively encouraged regularly participating in OHS committee meetings promptly disseminating OHS committee reports/minutes to all staff Ensures the nomination of management representatives to deal with OHS issues (as required under section 73 of the Occupational Health and Safety Act 2004) the designated work group (e.g. group meetings, , intranet, notice boards) Raises OHS issues in team meetings and with health and safety representatives, and contributes to the resolution of issues Follows issue resolution procedures to resolve OHS issues Includes OHS as a standard agenda item on team meetings and regularly updates staff about: the progress of OHS initiatives and issues rejected OHS initiatives (including reasons) feedback/suggestions from staff, health and safety representatives and unions Leading the way November

29 Secretary Senior executive Manager Employee changes in work systems Establishes and disseminates an issue resolution procedure Risk management Requires senior executives to develop, monitor and review an OHS strategy that identifies and addresses OHS risks Develops and implements an organisational OHS management system that includes: commitment and policy planning implementation measurement and evaluation review and improvement OHS risk management Seeks advice from suitably qualified OHS professionals (internal or external) on risk management In consultation with affected staff and health and safety representatives, eliminates hazards and risks at the design and refurbishment stage where reasonably practicable to do so Reports identified hazards, injuries, accidents and nearmisses using the organisational reporting system Contributes in the development of safe systems of work Participates in the systematic implementation of OHS initiatives Requires managers to implement OHS strategy and monitor performance Develops and implements organisational OHS management system in consultation with staff and health and safety representatives In consultation with staff and health and safety representatives, implements local action plans to: identify hazards and assess Demonstrates knowledge of priority areas and contributes to local action plan Collaborates with management and staff to develop safety solutions and projects Leading the way November

30 Secretary Senior executive Manager Employee risks implement appropriate risk controls that consider premises, plant and materials, procedures, people and systems of work Conducts an annual OHS audit to assess the adequacy of risk control systems implemented Addresses OHS performance issues in a timely manner Systematically considers OHS when new risks are identified as a result of: changes in systems of work incidents or injuries Training Allocates adequate resources in annual budget for ongoing OHS education Allocates resources for provision of OHS education Initiates and champions OHS education programs % budget allocated for development and delivery (internal and external) of OHS training Undertakes OHS training needs analysis Participates in OHS training, including: OHS induction hazard management training for particular tasks Ensures budget allocation Establishes and implements an OHS training calendar that Leading the way November

31 Secretary Senior executive Manager Employee includes: induction training OHS training information guidance material Ensures staff, contractor and visitor participation in required OHS training OHS surveys Allocates adequate resources in annual budget for OHS surveys Ensures OHS surveys are designed and delivered Ensures OHS surveys assess: management commitment the effectiveness of OHS the reporting of incidents and injuries the support and recognition of health and safety representatives workplace consultation and participation the awareness of OHS policies Ensures that any issues identified are addressed Promotes participation in OHS surveys Identifies OHS issues arising from surveys and communicates results to health and safety representatives and staff Addresses identified OHS issues in consultation with: internal or external OHS professionals health and safety representatives and the OHS committee Completes OHS surveys Participates in the development of solutions to address issues identified in OHS surveys Leading the way November

32 4. Defining and promoting the shared levers for change Government OHS performance report The performance report shown below is designed to measure how well selected government agencies (member agencies of Roundtable in the first instance) are progressing at six monthly intervals (Interval 1 - April to September and Interval 2 - October to March) against defined health, safety and RTW indicators. The report will be used by Roundtable to guide future strategies. Department/agency Department of Education and Early Childhood Development Department of Human Services Safety leadership Resource capacity Safety performance RTW performance Leadership indicator Impact on FTE Claims/1000 workers 4-week claims per 1000 workers 13-week stress claims RTW index Department of Justice Victoria Police Department of Premier and Cabinet Department of Treasury and Finance WorkSafe Victoria Ambulance Victoria Metropolitan Fire and Emergency Services Board Victoria State Emergency Service Department of Sustainability and Environment Department of Health PROPOSED NEXT PHASE FOR DISCUSSION Department of Innovation, Industry and Regional Development Department of Planning and Community Development Department of Primary Industries Department of Transport Leading the way November

33 Definitions Leadership indicator Impact on FTE Claims per 1000 workers* 4-week standard claims per 1000 workers* 13-week stress claims* RTW index* Assessment of organisational safety culture and leadership framework 1 4 = ad hoc, inconsistent approach to OHS 5 6 = formulaic formal engagement but not active 7 8 = systematic active engagement; 9 10 = OHS leader continuous improvement culture The cost of workers compensation based on the assumptions that compensation payments are usually 70 80% of wages and full time employees compensation payments represent all weekdays during the period of incapacity and after the employer excess period. For part time employees, compensation payments represent the weekdays during the period of incapacity which were working days pre injury. The number of claims reported to agents in the relevant 12-month period, divided by the number of workers in the department over that period (sourced from the State Services Authority). Claims are only included where an amount greater than two weeks compensation has been paid associated medical and like payments exceed the employer excess WorkSafe has paid any other type of cost against the claim (such as an investigation cost), or the agent expects such payments to be made and so has registered the claim as a standard claim and it is deemed open. The number of 4-week claims reported to agents in the relevant 12-month period, divided by the number of workers in the department over that period (sourced from the State Services Authority). Claims are only included where 4 weeks of compensation has been paid (usually two by the employer as part of the excess and two by WorkSafe). The 12-month period is lagged by two months, which means each claim in the period has received between 2 and 14 months to accrue 4 weeks of compensation. The number of claims reported to agents in the relevant 12-month period where at least 13 weeks compensation had been paid, and the nature of the affliction is classed as stress (is the primary cause of injury) The 12-month period is lagged by six months, which means each claim in the period has received between 6 and 18 months to accrue an amount equivalent to 3 months of full time compensation The return to work index is a measure of return to work outcomes. The index records the percentage of injured workers noted on ACCtion as having been working on the date six months after their claim was received by the agent. The claims included in the measure for the relevant 12-month period are: claims with > 10 days weekly compensation paid (including employer excess), and claims where the worker has not died during the measurement period * For the KPIs marked with an *, % change = M/B-1, where M = the value for the measure in the latest 12 months (the measurement period ), allowing for necessary lags B = the value for the measure in the previous financial year (the base period ), allowing for necessary lags i x % Green is an improvement of 5% or more on the base period Yellow is within 5%. x% Red is a deterioration of 5% or more There is a degree of uncertainty associated with these estimates, and fully developed claim costs can vary over time as individual claims experience emerges, particularly early in the life of a claim. The level of this uncertainty reduces as the relative size of the portfolio increases, where fully developed costs are considered in aggregate. Data relating to small numbers of claims should be regarded as less reliable. In addition, underdevelopment of claims is at its highest for the most recent report year increasing the level of uncertainty on those absolute numbers, and the relativities with previous report years. Underdevelopment is less of an issue for earlier report years, reducing the level of uncertainty for these years. The earlier the report year, the lower the proportion of outstanding costs, which further reduces uncertainty in the fully developed costs. Payments to date have been indexed to allow for inflation. Both the measurement and base periods allow for lags. For example, for data to the end of 2010, the base period for 4-week claims per 1000 workers is claims reported from 1 May 2009 to 30 April 2010, with data extracted after the end of June This means each claim has had a gap of 2 14 months between the date the claim was reported and the date the data was extracted. The Leading the way November

34 measurement period would be for claims from 1 November 2009 to 31 October 2010, with data extracted after the end of December As with the base period, each claim would have 2 14 months to develop (accrue 4 weeks or more weekly compensation). Leading the way November

35 Appendix 1 - Definitions of key performance indicators Lag indicators Incidents and hazards Incidents are occurrences that result in injury/illness or dangerous occurrences with potential to cause injury/illness. This KPI measures the volume and rate of these. The KPI rate per 100 FTEs standardises the measure to compare across different sized organisations. Rate of incidents = Number of incidents Number of FTEs x 100 Standard claims Measures the volume and rate of injuries and diseases in the organisation. A standard claim is one that involves (or is expected to involve) more than 10 days off work or whose costs exceeds the threshold. The KPI rate per 100 FTEs standardises the measure to compare across different sized organisations. Rate of claims = Number of claims Number of FTEs x 100 Time-lost claims Measures the volume and rate of injuries and diseases that result in time off work in the organisation. A time-lost standardised claim is one that involves time off work. The KPI rate per 100 FTEs standardises the measure to compare across different sized organisations. Rate of time-lost claims = Number of time-lost claims Number of FTEs x 100 Claims exceeding 13 weeks The KPI is a proxy for severity of injury. Measures the number of claims that have exceeded 13 weeks or 65 days compensated by WorkSafe Victoria. Fatalities The reason for the inclusion is that a fatality is the most serious occurrence of injury or illness in the organisation. A compensated fatality includes any fatality where a family dependant lodges a claim with WorkSafe Victoria. Claim costs The average cost per claim shows the severity of injuries as well as claims management of the injuries. Shows the average cost of all claims reported by the organisation. The KPI includes payments plus estimated future costs. Studies from Productivity Commission also show 1 to 3 ratio of claims (direct) costs resulting in indirect costs to the organisation. Average cost per claim = Total cost of claims Number of claims Leading the way November