Diploma OHS - Course
Unit BSBOHS501B
Participate in the
coordination and
maintenance of a
systematic approach
to managing OHS
(information sourced
from NTIS website
http://www.ntis.gov.au/)
Description
This unit describes the
performance outcomes, skills
and knowledge required to
effectively participate in
the coordination and
maintenance of a systematic
approach to managing
occupational health and
safety (OHS) in the
workplace. It includes
strategies, policies and
procedures necessary to
systematically manage OHS
and its evaluation to ensure
that the workplace is, as
far as is practicable, safe
and without risks to the
health of employees and
others. No licensing,
legislative, regulatory or
certification requirements
apply to this unit at the
time of endorsement.
Employability Skills
This unit contains
employability skills.
Application Of Unit
This unit applies to
individuals with managerial
responsibility for
coordinating and maintaining
an OHS program. It involves
identifying the need for
change, planning and
implementing strategies,
integrating OHS within other
functional areas, and some
evaluation of the OHS
management function.
The unit may be
undertaken in the context of
an OHS management system
(OHSMS) or other systematic
approaches to managing OHS.
Unit Sector
No sector assigned
Performance criteria
|
Element |
|
Performance
criteria |
| 1. |
Contribute to
the strategic
planning process |
|
|
1.1 |
Take steps
to ensure
that
managers at
all levels
are aware of
their OHS
responsibilities
and the role
of OHS in
the overall
management
approach
|
|
1.2 |
Determine
OHS needs
and
priorities
in
consultation
with
relevant
managers and
other
workplace
stakeholders
and
key
personnel
|
|
1.3 |
Make
recommendations
for
inclusion of
OHS
performance
(including
positive
performance
indicators
[PPIs]) in
the
organisation's
business
plan
|
|
| 2. |
Participate in
the development of
an OHS plan |
|
|
2.1 |
Identify
potential
motivators
among
stakeholders
together
with
potential
barriers
to the
implementation
of a
systematic
approach to
managing OHS
|
|
2.2 |
Develop an
OHS
plan
in
consultation
with
workplace
stakeholders,
based on
agreed
priorities
and with
measurable
outcomes
|
|
2.3 |
Identify
resources
required for
implementation
of the OHS
plan
|
|
2.4 |
Develop
action plans
with
relevant
responsibilities
and time
lines
|
|
2.5 |
Communicate
action plans
to key
personnel
|
|
| 3. |
Support the
implementation of
the systematic
approach to managing
OHS |
|
|
3.1 |
Apply
knowledge of
OHS
management
and OHS
disciplines
in
consultation
with
stakeholders,
OHS
specialists
and
technical
advisors,
to the
development
of
policies and
procedures
|
|
3.2 |
Provide
support to
managers to
meet OHS
responsibilities
and to
implement
action plans
|
|
3.3 |
Develop
strategies
to
effectively
integrate
OHS within
other
functional
areas and
management
systems
that impact
on the
management
of OHS
|
|
3.4 |
Identify OHS
training
needs and
formulate
recommendations
for delivery
|
|
| 4. |
Provide advice
to key personnel and
stakeholders |
|
|
4.1 |
Provide
objective
advice in an
ethical
and
non-discriminating
manner
|
|
4.2 |
Identify
situations
where OHS
specialists
may be
required
|
|
| 5. |
Participate in
monitoring OHS |
|
|
5.1 |
Identify
implications
for the
management
of OHS and
proposed
changes to
the
workplace
in
consultation
with
stakeholders
|
|
5.2 |
Identify
implications
for the
management
of OHS,
external
changes
and changes
to available
information
and data in
consultation
with
stakeholders
|
|
5.3 |
Access
sources
of workplace
information
and data
as part of
regular
monitoring
of OHS
|
|
5.4 |
Monitor
achievement
against
action plans
and update
plans as
appropriate
|
|
5.5 |
Take action
to update
systematic
approaches
to manage
OHS, taking
into account
proposed
changes
|
|
| 6. |
Participate in
reviewing the
management of OHS |
|
|
6.1 |
Regularly
review the
effectiveness
of
systematic
approaches
to managing
OHS
|
|
6.2 |
Determine
frequency,
method and
scope of
review in
consultation
with
stakeholders
|
|
6.3 |
Provide
stakeholders
with input
to the
review
|
|
6.4 |
Identify
targets for
improvement
in the
management
of OHS and
make
recommendations
for
improvement
|
|
6.5 |
Communicate
to
appropriate
levels of
authority
through
planning,
documentation
and
implementation,
improvement
strategies
arising from
the review
|
|
Skills and Knowledge
Required skills
-
analytical skills to:
-
identify areas
for OHS improvement
-
analyse relevant
workplace
information and
data, and make
observations of
workplace tasks and
interactions between
people, their
activities,
equipment,
environment and
systems
-
contribute to the
assessment of the
resources needed to
systematically
manage OHS and,
where appropriate,
access resources
-
numeracy skills to
carry out simple
arithmetical
calculations (e.g. %
change), and to produce
graphs of workplace
information and data to
identify trends and
recognise limitations
-
communication skills
to:
-
conduct effective
formal and informal
meetings and to
communicate
effectively with
personnel at all
levels of the
organisation, OHS
specialists and, as
required, emergency
services personnel
-
prepare reports
for a range of
target groups
including OHS
committee, OHS
representatives,
managers and
supervisors
-
consultation and
negotiation skills to
develop plans, and to
implement and monitor
designated actions
-
project management
skills to achieve change
in OHS matters
-
organisational skills
to manage own tasks
within a timeframe
-
information
technology skills to
access internal and
external information and
data on OHS.
Required knowledge
-
legislative
requirements for OHS
information and data,
and consultation
-
roles and
responsibilities in
relation to
communication and
consultation for OHS
committees, OHS
representatives, line
management, employees
and inspectors
-
requirements for
record keeping that
addresses OHS, privacy
and other legislation
-
state/territory and
commonwealth OHS
legislation (acts,
regulations, codes of
practice, associated
standards and guidance
material) including
prescriptive and
performance approaches
and links to other
relevant legislation
such as industrial
relations, equal
employment opportunity,
workers compensation,
rehabilitation
-
roles and
responsibilities under
OHS legislation of
employees, including
supervisors and
contractors
-
structure and forms
of legislation including
regulations, codes of
practice, associated
standards and guidance
material
-
difference between
common law and statutory
law
-
concept of common law
duty of care
-
facilitation of the
use of tools such as
PPIs in assessment of
OHS performance
-
nature of information
and data that provides
valid and reliable
results on performance
of OHS management
processes (including
positive indicators,
such as number of safety
audits conducted)
-
requirements for
reporting under OHS and
other relevant
legislation including
notification and
reporting of incidents
-
hierarchy of control
and considerations for
choosing between
different control
measures, such as
possible inadequacies of
particular control
measures
-
other functional
areas that impact on the
management of OHS
-
auditing methods and
techniques
-
how the
characteristics and
composition of the
workforce impact on risk
and the systematic
approach to managing
OHS, for example:
-
labour market
changes
-
structure and
organisation of
workforce e.g.
part-time, casual
and contract
workers, shift
rosters,
geographical
location
-
language,
literacy and
numeracy
-
communication
skills
-
cultural
background/workplace
diversity
-
gender
-
workers with
specific needs.
Range statement
The range statement relates
to the unit of competency as
a whole. It allows for
different work environments
and situations that may
affect performance. Bold
italicised wording, if used
in the performance criteria,
is detailed below. Essential
operating conditions that
may be present with training
and assessment (depending on
the work situation, needs of
the candidate, accessibility
of the item, and local
industry and regional
contexts) may also be
included.
|
|
|
|
|
Stakeholders
may include:
|
|
|
|
Key
personnel
may include:
|
|
|
|
Positive
performance
indicators
may include:
|
|
|
|
Motivators
may include:
|
|
|
|
Barriers to
the implementation
of a systematic
approach to managing
OHS may
include:
|
|
-
barriers to
communication,
such as
language/literacy
-
diversity of
workers
-
structural
factors, such as
multiple
locations, shift
work and
supervisory
arrangements
-
workplace
culture issues,
such as
management
commitment,
supervisors'
approach to
compliance and
acceptance of
the priority of
safety
|
|
A systemic
approach to managing
OHS may
include:
|
|
|
|
OHS plan
may include :
|
|
-
a document
that is usually
developed
annually but may
be developed for
a shorter or
longer period
and reviewed
regularly
-
OHS
performance
indicators (i.e.
objectives and
targets that are
achievable and
practical)
reflecting
systematic
approaches to
managing OHS
|
|
Resources
may include:
|
|
-
financial
requirement for
implementation
-
personnel,
including time
allocation
-
equipment
-
specialised
resources
-
access to
other resources
such as:
|
|
OHS
specialists
may include:
|
|
|
|
Technical
advisors may
include:
|
|
-
engineers
(such as design,
acoustic,
safety,
mechanical and
civil)
-
legal
practitioners
-
maintenance
and trades
persons
-
workplace
assessors and
trainers
|
|
Policies
and procedures
may include:
|
|
-
documents
describing how
tasks, projects,
inspections,
jobs and
processes are to
be undertaken
-
job/task
statements
-
policies and
procedures
underpinning the
management of
OHS
-
purchasing
and contracting
procedures
-
quality
system
documentation
-
standard
operating
procedures
|
|
Other
functional areas and
management systems
may include:
|
|
-
engineering
and maintenance
-
environmental
management
-
finance and
auditing
-
human
resources,
industrial
relations and
personnel
management
including
payroll
-
information,
data and records
management
-
logistics
-
purchasing,
procurement and
contracting
-
quality
management
-
strategic
planning
|
|
Ethical
advice may include:
|
|
|
|
Proposed
changes to the
workplace
may include:
|
|
-
changes to
management
practices
-
changes to
work processes,
work systems,
work
organisation,
work practices
and conditions
-
design of
workplace
-
design or
purchase of new
plant or
equipment
-
materials
purchases
|
|
External
changes may
include:
|
|
|
|
Sources of
workplace
information and data
may include:
|
|
-
audits
-
hazard,
incident and
investigation
reports
-
material
safety data
sheets (MSDSs)
and registers
-
minutes of
meetings
-
questionnaire
information and
data
-
reports -
including those
from external
consultants
-
workplace
inspections
|
Evidence guide
The evidence guide provides
advice on assessment and
must be read in conjunction
with the performance
criteria, required skills
and knowledge, range
statement and the Assessment
Guidelines for the Training
Package.
|
|
|
|
| Overview of
assessment |
|
|
| Critical
aspects for
assessment and
evidence required to
demonstrate
competency in this
unit |
|
Evidence of the
following is
essential:
-
participation
in
organisational
coordination and
maintenance of
OHS and
associated
systematic
approaches
-
knowledge of
relevant OHS
legislation
(acts,
regulations,
codes of
practice,
associated
standards and
guidance
material).
|
| Context of
and specific
resources for
assessment |
|
Assessment must
ensure:
-
access to
office
equipment,
resources and
workplace
documentation
-
access to
relevant
legislation,
standards and
guidelines.
|
| Method of
assessment |
|
A range of
assessment methods
should be used to
assess practical
skills and
knowledge. The
following examples
are appropriate for
this unit:
-
analysis of
responses to
case studies and
scenarios
-
assessment of
written reports
on the
effectiveness of
the OHS
management
system
-
demonstration
of techniques
used to
implement and
maintain
systematic OHS
approaches
-
direct
questioning
combined with
review of
portfolios of
evidence and
third party
reports of
on-the-job
performance by
the candidate
-
observation
of performance
in role plays
-
observation
of presentations
-
oral or
written
questioning to
assess knowledge
of the
requirements for
record keeping
that addresses
OHS, privacy and
other
legislation
-
evaluation of
OHS needs and
priorities
-
review of OHS
plan and actions
plans
-
review of OHS
training needs
and
recommendations
for delivery
-
monitoring of
achievement
against action
plans and
updating of
plans.
|
| Guidance
information for
assessment |
|
Holistic
assessment with
other units relevant
to the industry
sector, workplace
and job role is
recommended, for
example:
|
|
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