NATIONAL DISABILITY SERVICES DisabilitySafe

1. NATIONAL DISABILITY SERVICESDisabilitySafe Injury Management Workshop

2. Introduction - Welcome All • Introduction to facilitator • Venue – housekeeping • In the event of an emergency… • Breaks – mobile phones • Questions? • Introduction of participants

3. Injury Management Workshop • The Injury Management workshop has been developed to assist managers and supervisors of injured workers to effectively manage occupational injury, leading to improved returned to work outcomes for injured staff and a reduction in the employer’s workers compensation premium.

4. Learning Outcomes…. …are detailed on page 5 of your workbook.

5. Effective WHS&IM System • Commitment to WHS Management (from all) • Effective Planning Processes for WHS • Consultation and Communication • WHS Risk Management • WHS Information, Instruction, Training and Supervision • Incident Reporting and Investigation • Injury Treatment and Management • Claims Management • Measurement, Evaluation and Review of WHS Performance • Benchmarking within the Disability Sector

6. Draft WHS&IM Improvement Plan Refer to the draft WHS&IM Improvement Plan in the Appendix section of your workbook.

7. SESSION 1NSW Workers Compensation System… …is designed to ensure that all injured workers are supported whilst they recover from their injury.

8. NSW Workers Compensation System… …can not be considered in isolation when supporting injured workers. • Occupational Health and Safety Act of NSW (2000); • Fair Work Act (2009); • Disability Discrimination, Anti-Discrimination and Privacy Acts all overlap.

9. WorkCover Framework Parliament Minister WorkCover NSW Nominal insurer Scheme Agents (seven) Self insurers Specialised insurers Self Insurance Corporation

10. Workers Compensation System In the Appendix section in your workbook is more information which details how the workers compensation system operates within NSW. • WorkCover NSW Fact Sheet 1 – Insurance Policy and Premiums Information for Employers • WorkCoverNSW Fact Sheet 2 – Injury Management and Return-to-Work Programs • WorkCover NSW Fact Sheet 3 – What to Do if There is an Injury • NDS Disabilitysafe Project – The Workers Compensation System for Disability Service Providers

11. Effective Early Intervention Supervisors, injured workers, nominated treating doctors, the insurer and allied health professionals all need to work as partners in problem solving, decision making and when planning and reviewing RTW Plans.

12. Early Intervention… When an injury occurs it is important, right from the beginning, for all stakeholders to communicate effectively

13. Early Notification of Injury Medical research has determined that “work” is generally good for our health and well-being. “…appropriate, evidence-based health care can reduce unnecessary work incapacity, particularly in relation to musculoskeletal and mild – to – moderate mental health conditions.” - Realising the Health Benefits of Work – Australasian Faculty of Occupational and Environmental Medicine Position Statement April 2010.

14. Inclusive Injury Management What does this mean to you?

15. Inclusive Injury Management Simply stated inclusive injury management procedures take into account your organisation’s employees are “people” first and “workers” second. The procedures factor in the complex social, psychological and medical aspects of injury and illness.

16. SESSION 2 Promoting a Positive Safety Culture “Safety culture is an important concept that forms the environment within which individual safety attitudes develop and persist and safety behaviours are promoted. What do you think is meant by the term “safety culture”?

17. Brain Writing; Silent Activity… What are some ways you can contribute to a positive safety culture?

18. RESILIENT We integrate WHS into business practices & performance. It is the way we do business CONTINUALLY IMPROVING Continually improve practices and performance beyond compliance Increasingly informed people COMPLIANCE DRIVEN We have systems in place to meet legal requirements REACTIVE WHS important we do a lot after an accident Increasing competence of managers and management practices Increasing employee participation and trust VULNERABLE No attention to WHSIM WHS&IM CULTURE Modified after Hudson 2001 and VIOSH 2005

19. Leadership vs Management “Management is doing things right; leadership is doing the right things.” - Peter F. Drucker

20. Leadership • Adopting the Nine C’s – in Appendix of your workbook • Embracing the A-F Code of Success – in Appendix of your workbook • Colin Powell’s Thirteen Rules of Leadership • Development of a WHS&IM Improvement Plan for your organisation • Develop and Promote a Positive Safety Culture throughout your organisation

21. Team Work… …with all key players provides protection for the injured worker and your organisation and helps to prevent long term work loss and disability.

22. SESSION 3 – Effective Return to Work Programs • All employers must have a Return to Work Program • Has your organisation’s program been updated to be in compliance with WorkCover NSW Guidelines for Workplace Return to Work Programs (2010)?

23. Small Group Activity Refer to page 25 of your workbook and answer the questions listed on Implementing a RTW Program within your organisation. Group discussion to follow

24. SESSION 4 Being a “Modern” Manager You need to be pro-active. You need to be available and accessible. You need to be supportive. You need to empower your staff to raise their concerns. If you do not know what’s happening “out there” you cannot help them

25. Small Group Activity Refer to page 29 of your workbook and complete self-reflective activity to determine how supportive you see yourself as a manager or supervisors. Group discussion to follow.

26. AT “RISK” STAFF How well do you “know” your staff?

27. SESSION 5 - Injury Management and Claims Management GROUP DISCUSSION Are you an active participant during rehabilitation meetings? Or do you take a “back seat”, and allow the RTW Coordinator to facilitate the rehabilitation meeting?

28. BEST PRACTICE • Team Work • Early Intervention • Early Identification of Psychosocial Factors • Reasonable Adjustment • Suitable Duties • Managing Your Insurer

29. Control Your Claims Experience Act early Ensure early notification and intervention when an injury occurs Offer suitable duties Take an active interest in injured worker progress Take steps to minimise incidence of injuries

30. Working with Your Insurer • Disability Service Providers need to work with their insurer to ensure service quality and efficiency. • What are some ways you can do this?

31. SESSION 6 Rehabilitation Meetings The Injured Worker and You COMMUNICATE FREQUENTLY

32. Providing suitable duties • What are suitable duties • Short term • Transitional • Meaningful

33. In 2002 WorkSafe Victoria determined that workers who have extended time off work are less likely to be able to return to their pre-injury duties. 20 days off- chance of ever getting back to work is 70% 45 days off – chance of ever getting back to work is 50% 70 days off – chance of ever getting back to work is 35%

34. Legal Obligation to Offer Suitable Duties Every employer has a legal obligation to provide suitable duties if they are capable of doing so. And if they do not, the agency can be fined. The impact on the worker is devastating to their well-being and it hits employers financially as the estimate and premium rises dramatically.

35. Claims Estimation & Provision of Suitable Duties In small groups refer to page 39 and 40 of your workbook and review the case scenario and resulting estimates when suitable duties are provided and when they are not. Group discussion to follow.

36. JOB TASK ANALYSIS – SUITABLE DUTIES Be pro-active in your approach to Injury Management by ensuring all established positions have an up to date Job Task Analysis on file.

37. Pro-Active and Supportive Management GROUP DISCUSSION So your worker is injured… How do you maintain contact with them at all stages of their recovery? What else can you do to support them? What can you do if their claim is declined?

38. One of Your Staff Has Been Injured • Initial contact with worker… • Notification Steps… • Suitable and Meaningful Duties…

39. SMALL GROUP WORK – Role Play • Read through and “role play” the case scenario on page 43 of your workbook. • Observer will report back to the main group if the detailed points on page 43 were successfully addressed.

40. SESSION 7Red, Yellow and Blue Flags “…long term worklessness is one of the greatest risks to our health in our society. It is more dangerous that the most dangerous job in the construction industry, or working on an oil rig in the North Sea…” - Professor Gordon Waddell

41. When Industrial Issues Present Group Discussion / Brain Storm What do you do when IR issues are present when one of your staff is injured?

42. Small Group Activity Refer to pages 46 & 47 of your workbook and review the red, yellow and blue flags and the provided case study on Mary Jones to answer the questions on page 49. What are you going to do to optimise Mary’s return to her pre-injury duties position?

43. DISPUTE RESOLUTION If all attempts to resolve disputes have been exhausted the Workers Compensation Commission is an independent statutory tribunal set up to provide a dispute resolution service. Refer to Appendix – WorkCover NSW Fact Sheet 5 Resolving Problems and Disputes about Workers Compensation Claims.

44. SESSION 8 – Preventing and Managing Psychological Injury So what is stress? And what can we do about it?

45. Preventing Psychological Injury Managers and supervisors need to demonstrate integrated and holistic leadership and innovative management practices to prevent psychological injuries occurring. You must develop effective working relationships with all your staff and communicate clear values and expectations consistently.

46. Brain Writing…in silence Write down strategies you can embrace to actively support injured workers who have been diagnosed with a psychological illness. Refer to Appendix in your workbook for WorkCover NSW Bullying Risk Indicator.

47. Managing Psychological Injury Offering suitable duties: • Identified causes and ability to resolve? • Need for medication? • Is it possible for the worker to work across elsewhere in your organisation? • Who will actively manage the worker? • How soon should suitable duties be offered? • What else can you do to avoid costly disputes?

48. BULLYING AND HARASSMENT What is expected of you, if one of your staff alleges they are a victim of bullying and harassment?

49. Small Group Activity Update your draft WHS&IM Improvement Plan for staff to comment on and add to, to further support and promote a positive safety culture within your organisation. Group discussion to follow.

50. RETURN TO WORK PROGRAM Update your organisation’s Return to Work Program in consultation with your staff to ensure it is in compliance with WorkCover NSW Workplace Return to Work Programs (2010).