Health Safety Strategy| Health Safety Strategy

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  1. Assessment 2 – Implementing a safety strategy (Report)

Worth: 40%

Due: Friday, 29 May 2015

Word limit: 3,200 words. Please indicate your word count at the beginning of the report.

The readings and case studies that are you have examined as part of this unit have identified a common failing in safety management, the being “the Gap”, or the “illusion of safety”. This is reflected in the difference between the safety management system as it is conceived or imagined and the implementation of the system in practice.

 

Whilst the development of effective systems to manage health and safety risks in a business is obviously important, equally important is how an organisation ensures that those systems are operating effectively in practice.

The aim of this assignment is to allow students to demonstrate their understanding of the relationship between documented safety management processes and the application ofthose processes in practice.

The core issue in this assignment is what are the potential “blockers” to implementing effective safety management systems, and how might those blockers be overcome.

 

Tasks:

  1. Identify a critical health and safety risk. By “critical” you should be considering health and safety risks that have the potential to make a significant impact in the workplace, for example significant business interruption or multiple fatalities.

 

The risk can be based on your own experiences or working environment, or any otherrisk that you have an interest in/concerns about.

Information about some potential critical risks it can be sourced from the Worksafe WA

website (See:

http://www.commerce.wa.gov.au/worksafe/approved-codes-practice

 

or the Department of Mines and Petroleum (WA) website (See:

http://www.dmp.wa.gov.au/15551.aspx)

  1. Develop a “strategy” to manage the risk you have identified.The strategy should be a high-level summary of the processes that need to be in place. Processes might include:

Training

Procedures

Audits

Management review

The guidance material at the websites identified above can be used to help you prepare the strategy. The processes that you identify are to be classified into two types:

 

  1. Direct controls: Direct controls are processes designed to manage the specific For example if the risk is working at heights, a “working at heights” procedure would be a direct control.

 

For all direct controls you should include a summary of the key elements of that process.

  1. Indirect controls: Indirect controls are processes that are designed to support safetymanagement generally, but do not deal with any one, particular or specific risk.

Examples of indirect controls might include induction training, levels of supervision or incident investigation processes.

For all indirect controls you only need to identify control, you do not need to

describe the elements of it.

The paper must describe the relationship between the direct and indirect controls, and how the combination of controls will work to control the risk.

  1. Describe the types of factors, pressures, issues or “blockers” that might limitthe effectiveness of your strategy.

You should use examples from the various case studies in the unit to

support your arguments.

  1. 4. Describe some strategies or processes that might be useful to minimise the effect of thefactors you have identified above.The strategy should be specific and describe objectivecriteria by which it could be measured.

For example, “management commitment” is not specific. You should describe what it is you expect management to do to demonstrate “commitment”, and how those activities would support your strategy.

 

Description

Health Safety Strategy As already stated and established, there are serious gains that have been realised from the practice of telehealth. However, there are also, equally challenging setbacks that stand in the way of consolidating these gains. One of the most persistent and conspicuous impediments to the success of telehealth is the risks the cost of operating telehealth. As already seen, a greater part of the cost is attributed to the cost of procuring and operating the equipment used for telehealth. The best control strategy that can be employed to ease this standoff is to have the respective government (the Government of Australia) maintain its position as part of the stakeholders. This is to serve as an artifice for the realisation of a tripartite organ that would ensure the realisation of cheaper access to telehealth technology. The other players in the tripartite arm should consist of the healthcare providers and the technologists or the manufacturers themselves (Moffatt & Eley, 2010 & Serghis, 2011).