Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners

PSPSOHS601A Mapping and Delivery Guide
Develop a systematic approach to managing OHS

Version 1.0
Issue Date: May 2024


Qualification -
Unit of Competency PSPSOHS601A - Develop a systematic approach to managing OHS
Description This unit covers the knowledge and skills required to effectively design and develop a systematic approach to managing OHS for a specific workplace to ensure it is, as far as practicable, safe and without risks to the health of employees and others. This includes the systems, documentation, strategies and plans necessary to manage OHS and its evaluation in the workplace and may include development and implementation of an OHS Management System (OHSMS).In practice, developing a systematic approach to managing OHS may overlap with other generalist or specialist public sector work activities such as promoting ethical practice, applying government systems, influencing opinion, fostering leadership, managing resources, managing compliance with legislation.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Employability Skills This unit contains employability skills.
Learning Outcomes and Application This unit applies to individuals who are required to effectively design and develop a systematic approach to managing OHS for a specific workplace to ensure it is, as far as practicable, safe and without risks to the health of employees and others.It includes analysing the workplace to clarify needs, selecting an appropriate standard, developing systematic approaches and associated documentation, and planning, supporting and monitoring the systematic approach.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Duration and Setting X weeks, nominally xx hours, delivered in a classroom/online/blended learning setting.
Prerequisites/co-requisites Not applicable.
Competency Field Specialist Occupational Health & Safety.
Development and validation strategy and guide for assessors and learners Student Learning Resources Handouts
Activities 		Slides
PPT 		Assessment 1 Assessment 2 Assessment 3 Assessment 4
Elements of Competency Performance Criteria              
Element: Analyse the workplace to identify needs
  • External motivators for development of systematic approaches to managing OHS are identified in consultation with managers and other stakeholders.
  • Internal motivators for development of systematic approaches to managing OHS are identified.
  • Workplace factors that may impact on the design and development of systematic approaches to managing OHS are identified.
       
Element: Design integrated approaches to managing OHS
  • Relevant standards, codes of practice and guidance material that provide a basis for systematic approaches to managing OHS are reviewed, in consultation with managers and other stakeholders.
  • Elements of systematic approaches to managing OHS are defined to suit the workplace in consultation with stakeholders.
  • Elements are evaluated for compliance with legal obligations.
  • Situations are identified where OHS specialists and technical advisors may be required.
       
Element: Plan and develop integrated approaches to managing OHS
  • Policies and procedures are developed to support systematic approaches to managing OHS, taking account of workplace factors.
  • Links with other functional areas and management systems are identified and incorporated.
  • Relevant roles and responsibilities are identified and allocated.
  • Training needs for the introduction and ongoing maintenance of systematic approaches to managing OHS are identified and documented.
  • Resources necessary to introduce and maintain systematic approaches to managing OHS are identified and documented.
  • A strategic implementation plan is developed to manage OHS.
       
Element: Support planning and implementation of integrated approaches to managing OHS
  • Priorities for action are determined in consultation with managers and employee representatives.
  • Action plans are developed with allocated responsibilities and time lines.
  • Advice and support are provided to managers and other key personnel.
  • Implementation is monitored, in consultation with stakeholders, to ensure practicality, compatibility with other management systems and management practices, and acceptance of systematic approaches and support of programs by all levels of the organisation.
  • Regular reports and feedback including recommendations for adjustment in the implementation are provided to key personnel.
       
Element: Evaluate the design and development of integrated approaches to managing OHS
  • The evaluation protocol is designed in consultation with stakeholders.
  • A plan is developed for collection of information and data.
  • Information and data is analysed and evaluated
  • Recommendations are made for improvement in the systematic management of OHS as a result of the evaluation findings.
  • A report is provided to management on the outcomes of the evaluation and the recommendations for further development and improvement.
       
Element: Analyse the workplace to identify needs
  • External motivators for development of systematic approaches to managing OHS are identified in consultation with managers and other stakeholders.
  • Internal motivators for development of systematic approaches to managing OHS are identified.
  • Workplace factors that may impact on the design and development of systematic approaches to managing OHS are identified.
       
Element: Design integrated approaches to managing OHS
  • Relevant standards, codes of practice and guidance material that provide a basis for systematic approaches to managing OHS are reviewed, in consultation with managers and other stakeholders.
  • Elements of systematic approaches to managing OHS are defined to suit the workplace in consultation with stakeholders.
  • Elements are evaluated for compliance with legal obligations.
  • Situations are identified where OHS specialists and technical advisors may be required.
       
Element: Plan and develop integrated approaches to managing OHS
  • Policies and procedures are developed to support systematic approaches to managing OHS, taking account of workplace factors.
  • Links with other functional areas and management systems are identified and incorporated.
  • Relevant roles and responsibilities are identified and allocated.
  • Training needs for the introduction and ongoing maintenance of systematic approaches to managing OHS are identified and documented.
  • Resources necessary to introduce and maintain systematic approaches to managing OHS are identified and documented.
  • A strategic implementation plan is developed to manage OHS.
       
Element: Support planning and implementation of integrated approaches to managing OHS
  • Priorities for action are determined in consultation with managers and employee representatives.
  • Action plans are developed with allocated responsibilities and time lines.
  • Advice and support are provided to managers and other key personnel.
  • Implementation is monitored, in consultation with stakeholders, to ensure practicality, compatibility with other management systems and management practices, and acceptance of systematic approaches and support of programs by all levels of the organisation.
  • Regular reports and feedback including recommendations for adjustment in the implementation are provided to key personnel.
       
Element: Evaluate the design and development of integrated approaches to managing OHS
  • The evaluation protocol is designed in consultation with stakeholders.
  • A plan is developed for collection of information and data.
  • Information and data is analysed and evaluated
  • Recommendations are made for improvement in the systematic management of OHS as a result of the evaluation findings.
  • A report is provided to management on the outcomes of the evaluation and the recommendations for further development and improvement.
       


Evidence Required

List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the unit descriptor, performance criteria, The range statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include:

PSPETHC601B Maintain and enhance confidence in public service

PSPGOV605A Persuade and influence opinion

PSPLEGN601B Manage compliance with legislation in the public sector

PSPSOHS602A Develop OHS information and data analysis and reporting and recording processes

PSPSOHS608A Conduct an OHS audit.

Overview of evidence requirements

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

knowledge requirements of this unit

skill requirements of this unit

application of employability skills as they relate to this unit.

Resources required to carry out assessment

Resources essential for assessment include:

legislation, policy, procedures and protocols relating to the development of a systematic approach to managing OHS

workplace documentation, case studies and workplace scenarios to capture the range of situations likely to be encountered when developing a systematic approach to managing OHS.

Where and how to assess evidence

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when developing a systematic approach to managing OHS, including coping with difficulties, irregularities and breakdowns in routine

development of a systematic approach to managing OHS in a range of 2 or more contexts or occasions, over time., including examples of development activities to suit a specific organisational context across at least 4 areas of an OHS system.

Assessment methods should reflect but not exceed workplace demands, such as literacy, and the needs of individuals who might be disadvantaged.

Assessment methods suitable for valid and reliable assessment of this unit must use authenticated evidence from the workplace and/or training courses and may include a combination of two or more of:

workplace projects

simulation or role plays

case studies and scenarios

observation.

portfolios.

The assessment environment should not disadvantage the candidate and where the person has a disability the principle of reasonable adjustment should be applied during assessment.

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments.

Submission Requirements

List each assessment task's title, type (eg project, observation/demonstration, essay, assignment, checklist) and due date here

Assessment task 1: [title]      Due date:

(add new lines for each of the assessment tasks)

Assessment Tasks

Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.

This section describes the essential skills and knowledge and their level, required for this unit.

Required skills:

Look for evidence that confirms skills in:

relating to people from a range of social, cultural and ethnic backgrounds and physical and mental abilities

communicating effectively with personnel at all levels of organisation and OHS specialists and, as required, emergency service personnel

preparing reports for a range of target groups including OHS committee, OHS representatives, managers, supervisors and other stakeholders

advanced written communication including development of policies and procedures, plans

applying continuous improvement and action planning processes

contributing effectively to the strategic OHS performance of the organisation

achieving change using project management processes

managing own tasks within time frame

using consultation and negotiation skills, particularly in relation to developing plans and implementing and monitoring designated actions

contributing to the assessment of the resources needed to systematically manage OHS and, where appropriate, access resources

interpreting information and data to identify areas for improvement

conducting effective formal and informal meetings

using information and data gathering techniques such as brainstorming, polling, interviews

using language and literacy skills appropriate to the workgroup and the task

using computer and information technology skills to access internal and external information and data on OHS

Required knowledge:

Look for evidence that confirms knowledge and understanding of:

roles and responsibilities under OHS legislation of employees including supervisors, contractors, OHS inspectors etc

principles of duty of care including concepts of causation, foreseeability, preventability

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

state/territory/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 etc

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

requirements for recordkeeping that address OHS, privacy and other relevant legislation

nature and use of information and data that provides valid and reliable results on performance of OHS management processes (including positive performance indicators (PPIs) and limitations of other types of measures

development of tools such as PPIs in assessment of OHS performance

requirements for reporting under OHS and other relevant legislation including notification and reporting of incidents

principles of incident causation and injury processes

hierarchy of control and considerations for choosing between different control measures, such as possible inadequacies of particular control measures

principles and practices of a systematic approach to managing OHS

requirements of OHS and standards related to systematically managing OHS

other function areas that impact on the management of OHS

internal and external sources of OHS information and data

how the characteristics and composition of the workforce impact on risk and the systematic approach to managing OHS e.g.

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 special needs

organisational behaviour and culture as it impacts on OHS and on change

ethics related to professional practice

methods of providing evidence of compliance with OHS legislation

professional liability in relation to providing advice

principles of effective meetings including agendas, action planning, chair and secretarial duties, minutes and action items

organisational OHS policies and procedures

nature of workplace processes (including work flow, planning and control) and hazards relevant to the particular workplace

key personnel, including identifying 'change agents', within workplace management structure

formal and informal communication and consultation processes and key personnel related to communication

language, literacy and cultural profile of the work group

organisational culture as it impacts on the workgroup

The range statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The range statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance criteria is explained here.

External motivators may include:

legal obligations

customer/contract demand

corporate image/reputation

A systematic approach to managing OHS:

is part of the organisation's overall management system that covers developing, implementing, reviewing and maintaining the activities for managing OHS

is not a commercial package or folders on the shelf

may involve use of OHS management systems developed in the workplace to meet the OHS situation in that particular workplace

Internal motivators may include:

injury and illness prevention (ethical)

industrial relations

financial

Workplace factors may include:

whether certification is required

organisational structure

management commitment

management style, and OHS knowledge and skills of organisation

workplace culture, including industrial relations and safety culture

consultation and communication processes

other management systems requiring interface or integration with systematic approaches to managing OHS

resources available

nature of hazards and level of risk

staff profile including language, literacy and numeracy, cultural diversity and special needs for employees

Relevant standards may include:

Australian standards

standards developed by OHS authorities

industry standards

Stakeholders may include:

managers

supervisors

employees

health and safety and other employee representatives

OHS committees

Elements of systematic approaches to managingOHS are:

a list of key requirements or major principles that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace, and may include for example:

processes of OHS planning

allocation of resources

communication and consultation

hazard management

record keeping and reporting

training and competency

review and evaluation for ongoing improvement of OHS

Legal obligations include those under legislation relating to:

OHS

equity

workplace diversity

privacy

freedom of information

trade practices

industrial relations

OHS specialists may be internal or external and include:

ergonomists

occupational hygienists

injury management advisors

health professionals

Technical advisors may include:

legal practitioners

engineers (such as design, acoustic, safety, mechanical, civil)

workplace trainers and assessors

maintenance and trade persons

Policies and procedures may include:

policies and procedures underpinning OHS

purchasing and contracting procedures

documents describing how tasks, projects, inspections, jobs and processes are to be undertaken

standard operating procedures

job/task statements

quality system documentation

Other functional areas and management systems may include:

strategic planning

purchasing, procurement and contracting

logistics

human resource, industrial relations and personnel management, including payroll

engineering and maintenance

information, data and records management

finance and auditing

environmental management

quality management

Resources may include:

financial requirements

personnel, including time allocation

equipment

specialised resources

Key personnel are:

those people who have a key role in OHS including managers, supervisors, OHS representatives and other functional areas

Evaluation protocol includes:

criteria for evaluation

how the criteria will be measured

how the information and data will be collected

time period for collection of information and data

Information and data may include:

minutes of meetings

workplace inspections

feedback from questionnaires

workshops

audit reports

Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.

Observation Checklist

Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice Yes No Comments/feedback
External motivators for development of systematic approaches to managing OHS are identified in consultation with managers and other stakeholders. 
Internal motivators for development of systematic approaches to managing OHS are identified. 
Workplace factors that may impact on the design and development of systematic approaches to managing OHS are identified. 
Relevant standards, codes of practice and guidance material that provide a basis for systematic approaches to managing OHS are reviewed, in consultation with managers and other stakeholders. 
Elements of systematic approaches to managing OHS are defined to suit the workplace in consultation with stakeholders. 
Elements are evaluated for compliance with legal obligations. 
Situations are identified where OHS specialists and technical advisors may be required. 
Policies and procedures are developed to support systematic approaches to managing OHS, taking account of workplace factors. 
Links with other functional areas and management systems are identified and incorporated. 
Relevant roles and responsibilities are identified and allocated. 
Training needs for the introduction and ongoing maintenance of systematic approaches to managing OHS are identified and documented. 
Resources necessary to introduce and maintain systematic approaches to managing OHS are identified and documented. 
A strategic implementation plan is developed to manage OHS. 
Priorities for action are determined in consultation with managers and employee representatives. 
Action plans are developed with allocated responsibilities and time lines. 
Advice and support are provided to managers and other key personnel. 
Implementation is monitored, in consultation with stakeholders, to ensure practicality, compatibility with other management systems and management practices, and acceptance of systematic approaches and support of programs by all levels of the organisation. 
Regular reports and feedback including recommendations for adjustment in the implementation are provided to key personnel. 
The evaluation protocol is designed in consultation with stakeholders. 
A plan is developed for collection of information and data. 
Information and data is analysed and evaluated 
Recommendations are made for improvement in the systematic management of OHS as a result of the evaluation findings. 
A report is provided to management on the outcomes of the evaluation and the recommendations for further development and improvement. 
External motivators for development of systematic approaches to managing OHS are identified in consultation with managers and other stakeholders. 
Internal motivators for development of systematic approaches to managing OHS are identified. 
Workplace factors that may impact on the design and development of systematic approaches to managing OHS are identified. 
Relevant standards, codes of practice and guidance material that provide a basis for systematic approaches to managing OHS are reviewed, in consultation with managers and other stakeholders. 
Elements of systematic approaches to managing OHS are defined to suit the workplace in consultation with stakeholders. 
Elements are evaluated for compliance with legal obligations. 
Situations are identified where OHS specialists and technical advisors may be required. 
Policies and procedures are developed to support systematic approaches to managing OHS, taking account of workplace factors. 
Links with other functional areas and management systems are identified and incorporated. 
Relevant roles and responsibilities are identified and allocated. 
Training needs for the introduction and ongoing maintenance of systematic approaches to managing OHS are identified and documented. 
Resources necessary to introduce and maintain systematic approaches to managing OHS are identified and documented. 
A strategic implementation plan is developed to manage OHS. 
Priorities for action are determined in consultation with managers and employee representatives. 
Action plans are developed with allocated responsibilities and time lines. 
Advice and support are provided to managers and other key personnel. 
Implementation is monitored, in consultation with stakeholders, to ensure practicality, compatibility with other management systems and management practices, and acceptance of systematic approaches and support of programs by all levels of the organisation. 
Regular reports and feedback including recommendations for adjustment in the implementation are provided to key personnel. 
The evaluation protocol is designed in consultation with stakeholders. 
A plan is developed for collection of information and data. 
Information and data is analysed and evaluated 
Recommendations are made for improvement in the systematic management of OHS as a result of the evaluation findings. 
A report is provided to management on the outcomes of the evaluation and the recommendations for further development and improvement. 

Forms

Assessment Cover Sheet

PSPSOHS601A - Develop a systematic approach to managing OHS
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Assessment Record Sheet

PSPSOHS601A - Develop a systematic approach to managing OHS

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