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Evidence Guide: PSPSOHS501A - Participate in the coordination and maintenance of a systematic approach to managing OHS

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

PSPSOHS501A - Participate in the coordination and maintenance of a systematic approach to managing OHS

What evidence can you provide to prove your understanding of each of the following citeria?

Contribute to the strategic planning process

  1. Steps are taken to ensure that managers at all levels are aware of their OHS responsibilities and the role of OHS in the overall management approach.
  2. OHS needs and priorities are determined in consultation with relevant managers and other workplace stakeholders and key personnel.
  3. Recommendations are made for inclusion of OHS performance (including positive performance indicators) in the organisation's business plan.
Steps are taken to ensure that managers at all levels are aware of their OHS responsibilities and the role of OHS in the overall management approach.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

OHS needs and priorities are determined in consultation with relevant managers and other workplace stakeholders and key personnel.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Recommendations are made for inclusion of OHS performance (including positive performance indicators) in the organisation's business plan.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Participate in the development of an OHS plan

  1. Potential motivators amongst stakeholders together with potential barriers to the implementation of a systematic approach to managing OHS are identified.
  2. An OHS plan is developed, in consultation with workplace stakeholders, based on agreed priorities and with measurable outcomes.
  3. Resources required for implementation of the OHS plan are identified.
  4. Action plans with relevant responsibilities and time lines are developed.
  5. Action plans are communicated to key personnel.
Potential motivators amongst stakeholders together with potential barriers to the implementation of a systematic approach to managing OHS are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

An OHS plan is developed, in consultation with workplace stakeholders, based on agreed priorities and with measurable outcomes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Resources required for implementation of the OHS plan are identified.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Action plans with relevant responsibilities and time lines are developed.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Action plans are communicated to key personnel.

Completed
Date:

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Support the implementation of the systematic approach to managing OHS

  1. Knowledge of OHS management and OHS disciplines is applied, in consultation with stakeholders, OHS specialists and technical advisors, to the development of policies and procedures.
  2. Support is provided to managers to meet OHS responsibilities and for the implementation of action plans.
  3. Strategies are developed to effectively integrate OHS within other functional areas and management systems that impact on the management of OHS.
  4. OHS training needs are identified and recommendations for delivery formulated.
Knowledge of OHS management and OHS disciplines is applied, in consultation with stakeholders, OHS specialists and technical advisors, to the development of policies and procedures.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Support is provided to managers to meet OHS responsibilities and for the implementation of action plans.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Strategies are developed to effectively integrate OHS within other functional areas and management systems that impact on the management of OHS.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

OHS training needs are identified and recommendations for delivery formulated.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide advice to key personnel and stakeholders

  1. Objective advice is provided in an ethical and non-discriminating manner.
  2. Situations are identified where OHS specialists may be required.
Objective advice is provided in an ethical and non-discriminating manner.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Situations are identified where OHS specialists may be required.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Participate in monitoring OHS

  1. Implications for the management of OHS and proposed changes to the workplace are identified in consultation with stakeholders.
  2. Implications for the management of OHS, external changes and changes to available information and data are identified in consultation with stakeholders.
  3. Sources of workplace information and data are accessed as part of regular monitoring of OHS.
  4. Achievement against action plans is monitored and plans updated as appropriate.
  5. Action is taken to update systematic approaches to managing OHS, taking into account proposed changes.
Implications for the management of OHS and proposed changes to the workplace are identified in consultation with stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Implications for the management of OHS, external changes and changes to available information and data are identified in consultation with stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Sources of workplace information and data are accessed as part of regular monitoring of OHS.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Achievement against action plans is monitored and plans updated as appropriate.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Action is taken to update systematic approaches to managing OHS, taking into account proposed changes.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Participate in reviewing the management of OHS

  1. The effectiveness of systematic approaches to managing OHS is reviewed regularly.
  2. Frequency, method and scope of review is determined in consultation with stakeholders.
  3. Stakeholders have input to the review.
  4. Targets for improvement in the management of OHS are identified and recommendations made for improvement.
  5. Improvement strategies arising from the review are communicated to appropriate levels of authority through planning, documentation and implementation.
The effectiveness of systematic approaches to managing OHS is reviewed regularly.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Frequency, method and scope of review is determined in consultation with stakeholders.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Stakeholders have input to the review.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Targets for improvement in the management of OHS are identified and recommendations made for improvement.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Improvement strategies arising from the review are communicated to appropriate levels of authority through planning, documentation and implementation.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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:

PSPETHC501B Promote the values and ethos of public service

PSPGOV512A Use complex workplace communication strategies

PSPLEGN501B Promote compliance with legislation in the public sector

PSPSOHS502A Participate in the management of the OHS information and data systems

PSPSOHS503A Assist in the design and development of OHS participative arrangements.

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.

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.

Resources required to carry out assessment

These resources include:

legislation, policy, procedures and protocols relating to the coordination and maintenance 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 participating in the coordination and maintenance of 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 participating in the coordination and maintenance of a systematic approach to managing OHS, including coping with difficulties, irregularities and breakdowns in routine

participation in the coordination and maintenance of a systematic approach to managing OHS in a range of three or more contexts or occasions, over time.

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.

Required Skills and Knowledge

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 more detailed reports for a range of target groups including OHS committee, OHS representatives, managers and supervisors

applying continuous improvement and action planning processes

contributing to the strategic OHS performance of the organisation

employing project management skills to achieve change

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

analysing relevant workplace information and data, and make observations including of workplace tasks and interactions between people, their activities, equipment, environment and systems

carrying out simple arithmetical calculations (eg % change), and produce graphs of workplace information and data to identify trends and recognise limitations

interpreting information and data to identify areas for improvement

conducting effective formal and informal meetings

using basic 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 and contractors

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 recordkeeping that addresses OHS, privacy and other legislation

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

facilitation of the use of tools such as positive performance indicators (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

principles and practices of systematic approaches to managing OHS

other function 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 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

basic knowledge of organisational behaviour and culture as it impacts on OHS and on change

ethics related to professional practice

professional liability in relation to providing advice

knowledge of 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 workgroup

organisational culture as it impacts on the workgroup

Range Statement

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.

Stakeholders may include:

managers

supervisors

health and safety and other employee representatives

employees

OHS committees

Key personnel may include:

managers from other areas

people involved in OHS decision making or who are likely to be impacted by decisions relating to OHS

Positive performance indicators are:

a means of focusing on assessing how successfully a workplace is performing through measuring OHS processes

Motivators include:

factors that make stakeholders likely to adopt OHS processes

Barriers to implementation of a systematic approach to managing OHS may include:

barriers to communication, such as language/literacy

workplace culture issues, such as management commitment, supervisors' approach to compliance and acceptance of the priority of safety

diversity of workers

structural factors, such as multiple locations, shift work and supervisory arrangements

A systemic approach to managing OHS involves:

comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace

processes of planning, allocation of resources, communication and consultation, hazard management, record keeping and reporting, training and competency, and review and evaluation for ongoing improvement

OHS plan is:

is a document that is usually developed annually but may be developed for a shorter or longer period and reviewed regularly, and

has 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 publications

OHS internal sites

industry-specific information

OHS specialists may be internal or external and include:

ergonomists

occupational hygienists

occupational health professionals

injury management advisors

Technical advisors may include:

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

legal practitioners

workplace assessors and trainers

maintenance and trades persons

Policies and procedures may include:

is a document that is usually developed annually but may be developed for a shorter or longer period and reviewed regularly, and

has OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHS

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

Ethical advice means that:

the OHS practitioner provides objective advice with the prime aim of reduction of workplace injury and ill health

Proposed changes to the workplace may include:

design of workplace

design or purchase of new plant or equipment

materials purchases

changes to work processes, work systems, work organisation, work practices and conditions

changes to management practices

External changes may include:

changes to legislation

new information and data available on OHS

Sources of workplace information and data may include:

hazard, incident and investigation reports

workplace inspections

minutes of meetings

reports - including those of external consultants

audits

questionnaire information and data

material safety data sheets (MSDSs) and registers