Ohsmod 2
Ohsmod 2
Ohsmod 2
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
Module 2: Injury Management Page 1 of 36
The initiative follows an evaluation of the Commonwealth Department of Health and Aged
Care’s National OHS Strategy for the Aged Care Industry for the years 1996–1999. The
evaluation identified that better injury management systems in aged care facilities provided a
significant opportunity to reduce workers’ compensation costs within the industry.
Sydney Hospital Occupational Health and Safety Service was contracted by the
Commonwealth Department of Health and Aged Care to develop an injury management
model for the Australian aged care industry.
The model practices and tools in this module were developed with significant industry input
and after an extensive literature search. They take into account the specific challenges
involved with implementing injury management systems in the aged care sector. They also
incorporate the experience of facilities that have been successful in managing injuries and
reducing their workers’ compensation costs.
The tools provided here are designed to support an initial, effective approach to the
management of workplace injuries rather than ‘best practice’. It is intended that more
advanced guidance will be available in future editions of this guide.
While the processes outlined here are based on evidence of what works best in occupational
injury management, they will need to be modified to meet the specific needs of your facility
and insurer, and to comply with specific State and Territory legislation. We recommend that
you seek advice from you local regulatory authority (see Tool 14 on page 36 and Module 12:
Resources) and your insurer in finalising your injury management system. You may find it
useful to refer to the Glossary of Terms (see Tool 13 on pages 34-35), which provides the
meaning of the terms used throughout this module*.
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Module 2: Injury Management Page 2 of 36
• the employer does not have a supportive attitude towards providing suitable duties
Little relationship has been found between the part of the body that is injured and full return to
work, or the length of time before return to work. Severity of injury and full return to work also
appear unrelated. However, a relationship has been found between severity of injury and
length of time before full return to work.
• strong commitment and support from management for early return to work
• the worker seeing steady improvement in their condition and feeling supported –
(including feeling that they have job security and that their supervisor and other staff
will welcome them back)
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Module 2: Injury Management Page 3 of 36
A policy that will guide the actions of all staff members is central to the program. You can see
an example of an Occupational Injury Management Policy on pages 5–7. It is critical that this
policy is appropriately adapted to your organisation to reflect specific organisational culture,
responsibilities, resources and legislative responsibilities.
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Module 2: Injury Management Page 4 of 36
Our facility recognises that effective injury management is integral to good health and safety
practice where people are valued and recovery from workplace-related illness and injury is
enhanced.
Management’s Commitments
• To provide early support throughout the injury management process by having in place
an efficient and effective Occupational Injury Management Program, consistent with the
Act, developed in consultation with employees through the Health and Safety
Committee and relevant unions.
Our Occupational Injury Management Program is outlined in the Staff Policy and Procedure
Manual and in the Staff Information Handbook.
Education and training about our Occupational Injury Management Program takes place at
orientation and annually through the Education and Staff Development Program.
Responsibilities
The responsibility for the application and support of our Occupational Injury Management
Program rests with the board of management, Chief Executive, Director of Nursing and all
employees of this facility. Specific responsibilities are outlined in our Occupational Injury
Management Program.
The Occupational Injury Management Program will come into effect as of ......./ ..... / ........
and will be reviewed routinely under the facility’s Document Control Policy. The review will be
subject to discussion and agreement with relevant parties.
* Note: Check with your State or Territory OHS authority and WorkCover authority for
requirements.
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General Policy
Our facility is committed to supporting any staff member injured at work. The facility
recognises that effective injury management is integral to good health and safety practice,
where people are valued and recovery from workplace-related illness and injury is enhanced.
• To maintain regular contact between the staff of the facility and employees who are
absent from work due to work-related injury or disease.
• To provide employees with all necessary information, including information about their
rights under workers’ compensation legislation.
• With the employee’s agreement, facilitate the early professional assessment of the
employee’s situation to ensure that appropriate assistance is in place, recognising that
early intervention is associated with improved rehabilitation outcomes.
• Consult with the employee and their union representative, the treating doctor and
others involved in the rehabilitation process.
Responsibilities
The responsibility for the application and support of this policy and the stated objectives rests
with the board of management, the Chief Executive/Director of Nursing, and all employees of
this facility (may include Injury Management/Rehabilitation Coordinator).
Management Responsibilities
* Note: Check with your State or Territory OHS authority and WorkCover authority for
requirements.
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Module 2: Injury Management Page 6 of 36
• Initiating and supporting Return to Work Plans, including ensuring provision of suitable
duties where possible.
• Facilitating access to primary care as soon as possible after injury and commencing the
rehabilitation process (in conjunction with the supervisor).
• Establishing effective liaison between the facility, an injured employee, the treating
doctor, other health professionals, rehabilitation providers and the insurer.
• Compiling data.
Supervisor Responsibilities
• Facilitating access to primary care as soon as possible after injury and commencing the
rehabilitation process (in conjunction with the Injury Management/Rehabilitation
Coordinator).
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• Cooperating with, and participating in, Return to Work Plans consistent with medical
advice.
* Note: Check with your State or Territory OHS authority and WorkCover authority for
requirements.
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Module 2: Injury Management Page 8 of 36
Because effectively managing an injured worker is a complex activity, you may need to seek
external assistance, for example, from an external provider. Ask your insurer or local
OHS/workers’ compensation authority for information on the requirements in your State or
Territory.
The steps in the flowchart on the next two pages are written as if a claim for workers’
compensation is being made. However, similar steps should be followed (with a few obvious
exceptions) for the management of injuries, regardless of whether a claim is submitted or not.
Please note that the steps outlined cover minimum requirements only.
* Note: Check with your State or Territory OHS authority and WorkCover authority for
requirements.
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A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
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A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
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After education and training under the facility’s OHS Training Program, employees should at
all times be familiar with the details of the Occupational Injury Management Program. If an
injury should occur, the following processes should be carried out:
• attend the doctor of choice for appropriate treatment. The doctor must be prepared to
assist with the rehabilitation of the injured worker
• cooperate with Occupational Injury Management Plan and Return to Work Plan.
The injury management process will normally cease when the employee returns to
pre-injury duties or support may be withdrawn because the employee fails to cooperate with a
reasonable Occupational Injury Management Plan or Return to Work Plan. Check for
discontinuance requirements with your State or Territory WorkCover authority.
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Module 2: Injury Management Page 16 of 36
• regular contact
• maintenance of confidentiality.
If an employee is concerned about any part of their Occupational Injury Management Program, please
contact:
......................................................................... (insurer)
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of ........................................................................................................................................
I understand that this consent is required to assist with my return to work/rehabilitation and that
all information obtained is treated in confidence. I also understand that I can modify this
authorisation at any time.
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Module 2: Injury Management Page 18 of 36
Letterhead
Dear .........................................................................................
Re: ...........................................................................................
The ......................................... Act provides for the payment of all reasonable costs of
rehabilitation programs or services in relation to workplace injury. As well as placing
responsibility for rehabilitation on employers and insurers, the Act imposes a responsibility on
injured employees to participate in occupational rehabilitation programs which include
undertaking suitable duties provided for them.
We would like to work as closely as possible with you and seek your help and support to
assist .........................................................................’s return to work through:
• facilitating contact and communication between all parties involved in the rehabilitation
process
• working with you to determine early, suitable, safe Return to Work Plans.
The contact person at our facility, who has injury management/rehabilitation coordination
responsibilities is
We look forward to working with you in the interests of our employee. An open invitation is
extended to you to visit our facility at any time during our employees recovery.
Yours faithfully
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
Module 2: Injury Management Page 19 of 36
Details:
.........................................................................................................................................
Occupation: .....................................................................................................................
.........................................................................................................................................
.........................................................................................................................................
.........................................................................................................................................
.........................................................................................................................................
* Note that some State or Territory WorkCover authorities require this notification to be
made on an official form which they supply.
The Guide: Implementing Occupational Health and Safety in Residential Aged Care
Module 2: Injury Management Page 20 of 36
Address: ..........................................................................................................................
Signed .........................................................
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
Module 2: Injury Management Page 21 of 36
To facilitate a faster and more effective return to work, the Return to Work Plan will often
require that the worker returns on ‘suitable duties’. Suitable duties are also referred to as
alternative, selected, restricted, light or modified duties. Selection of suitable duties is often
one of the most difficult parts of successfully returning a worker to the workplace and may
require some lateral thinking by all parties. However, research has shown that the employer’s
attitude and care in offering suitable duties is one of the most important factors in return to
work outcomes. Be sure that workers are aware that you are making every effort to assist
their rehabilitation.
Suitable duties usually (check with your State or Territory WorkCover authority for local
requirements) must fulfill at least the following criteria:
• meet medical restrictions, that is, the required duties will not aggravate the employee’s
condition (note that the employee’s ability to travel to and from work also needs to be
taken into account)
• must be meaningful and comparable with the level at which the employee was
employed originally.
Suitable duties are a short term arrangement, that is, they should not be considered a
permanent arrangement or a 'new' position, and may include:
• parts of the job that the injured worker was doing before the injury
• work that is merely of a token nature or that is not useful for your facility and its
day-to-day business
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Module 2: Injury Management Page 22 of 36
The process must be documented and all the needs of both the employer and the employee
should be investigated in an effort to locate suitable duties or jobs.
For this to occur, there must be an organisational policy, a strategy and some resources
committed to the process. These areas of the employer’s obligations are also legislated.
Many organisations have found it extremely useful to identify duties that may be suitable for
injured workers before any injury has occurred. These can be built into a ‘bank’ or ‘register’
of duties that are potentially suitable for injured workers. By having these readily available,
discussions with the injured worker and their treating professionals can be more focused and
this can facilitate the Return to Work Program for workers.
Suitable duties are usually identified by the organisation’s Injury Management/ Rehabilitation
Coordinator in consultation with the relevant parties, usually the worker, the worker’s doctor,
the supervisor, the rehabilitation provider and the union (if appropriate). Steps for finding
suitable duties are outlined below.
1. List the duties of the worker’s normal job by talking to the worker and their supervisor. If
necessary, go and look at the work that they usually do.
2. Determine the worker’s limits and abilities by reading the restrictions on the medical
certificate. Consider how these restrictions prevent the worker from performing their normal
duties. If you have any questions, ring the treating doctor. You should also talk to the injured
worker to get a clearer understanding of their skills and abilities.
3. Decide what are the maximum hours the worker can work and which parts of their usual
job (if any) will be possible. If necessary, identify other duties that are suitable for the worker
while they are recovering from their injury. For example, could an enrolled nurse with a back
injury:
! carry out office work such as filing, making appointments, updating records
or answering phones
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
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5. Write down the proposed duties in a Return to Work Plan. Include a starting date and a
review date (see Tool 11 on pages 30-31). Make sure that you sign it and include signatures
from all relevant parties. Check with your WorkCover authority for local requirements.
6. Get medical clearance from the treating doctor for the duties that you are proposing in
the Return to Work Plan.
7. Review and upgrade the Return to Work Plan according to medical advice.
What should I do if the Injured Worker cannot do any of their Previous Duties?
Sometimes the worker’s injury will mean that they cannot return to any of their usual duties
for a period of time. In these cases the Injury Management/Rehabilitation Coordinator’s
knowledge of the organisation and contacts with other supervisors and managers is vital. The
coordinator or the rehabilitation provider will need to match the worker’s skills to tasks outside
their normal duties.
• Is there any work in the person’s usual work area that does not get done because there
is insufficient time in the day to complete it?
• Is there any work in other sections of the organisation where the staff are always in need
of extra help?
• Can the worker assist with the orientation of new staff or the training of other staff?
• Is there a retraining opportunity for this particular injured worker while they are
recovering from the injury?
Once you or your rehabilitation provider have identified possible tasks, go back to Step 4.
This section was adapted from WorkCover New South Wales, How to Organise Suitable
Duties in the Health Industry, 1996, and CCH Australia Ltd, Managing OHS, 1997.
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Module 2: Injury Management Page 24 of 36
..............................................................................................................................................
..............................................................................................................................................
..............................................................................................................................................
! Tasks where chemicals are used ! Tasks requiring fine hand to eye
coordination
! Repetitive, frequent manual handling
tasks where the ability to push, pull, ! Tasks requiring psychological coping
carry, move, hold or restrain is skills to cooperate in a team work
continuously required environment
! Tasks where risk from infectious ! Tasks which require standing for long
hazard is increased periods
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For example:
• Emotional Support where each resident receives support in adjusting to life in the new
environment and on an on-going basis.
• Leisure Interests and Activities where residents are encouraged and supported to
participate in a wide range of interests and activities of interest to them.
• Cultural and Spiritual Life where individual interests, customs, beliefs and cultural and
ethnic backgrounds are valued and fostered.
Example of Suitable Graded Duties for Inclusion in a Return to Work Plan for Carers
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Duties from Categories 1 and 2, plus Duties from Categories 1, 2 and 3, plus
introducing duties such as: introducing duties such as:
Assisting with the preparations for hygiene Care of (specify number) low care residents
routines
Working in conjunction with a team of two
Responding to call bells and offering carers, delivering total care to high care
assistance residents
Assisting with manual handling care tasks Total care of one or more high care
with appropriate restrictions residents, including handling and operation
of all equipment
Introduction of other manual handling tasks
such as limited handling of equipment Other similar duties as discussed with
supervisor each shift and within limitations
Other similar duties within limitations as
discussed with supervisor each shift
* Note: This list is a guide only and is not necessarily exhaustive or totally applicable
to all care workers.
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE
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All the above duties, plus professional routines such as supervision of others, input into
professional decision making, liaison with significant others, managing medications,
performing treatments and record keeping.
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For example:
• Emotional Support where each resident receives support in adjusting to life in the new
environment and on an ongoing basis.
• Leisure Interests and Activities where residents are encouraged and supported to
participate in a wide range of interests and activities of interest to them.
• Cultural and Spiritual Life where individual interests, customs, beliefs and cultural and
ethnic backgrounds are valued and fostered.
Example of Suitable Graded Duties for Inclusion in a Return to Work Plan for Service
Employees
• Offer emotional support, maintenance of friendships and participation in the life of the
facility’s community at the direction of the supervisor
• Participate in leisure interests and activities at the direction of the diversional therapists
• Duties from Category 1, plus introduction of tasks from the example list of common
duties (see Tool 10 on page 29)
* Note: This list is a guide only and is not necessarily exhaustive or totally applicable
to all care workers.
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Cleaning Staff
Laundry Staff
Collect washing skips Transfer linen to driers Dust and clean plant and
equipment
Check machines Prepare clean linen and
clothes Clean laundry benches,
Add chemicals etc
Distribute linen and
clothes Waste disposal
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The following Return to Work Plan has been developed for: .............................................
Supervisor: .......................................................................................................................
.........................................................................................................................................
* Check with your State or Territory WorkCover authority for local requirements on the
content of a Return to Work Plan.
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Contact your local regulatory authority (see Tool 14 on page 36) for further clarification of
these terms.
Claims administrator is a person who is responsible for all administrative aspects of the
worker’s compensation claim ensuring compliance with legislative requirements of claims
management.
Rehabilitation is the process by which injured or incapacitated people are restored to their
optimum physical, psychological, social, vocational and economic status.
Return to Work Plan is a plan which outlines a strategy to return injured workers to their
pre-injury employment status, where possible. Requirements for Return to Work Plans may
vary from State to State.
Significant injury means a workplace injury that is likely to result in a worker being unable to
perform full duties for more than seven continuous days.
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Injury Management/
Rehabilitation Coordinator: ......................................... Phone ..............................................
A PRACTICAL GUIDE TO IMPLEMENTING OCCUPATIONAL HEALTH AND SAFETY IN RESIDENTIAL AGED CARE