Sydney Childrens Hospital Network Proposed Organisational ... · workforce. There are individual benefits for the new CSA roles to have membership of the ward based team, and organisationally,

Newsletter: 64/2015 Date: 16 February 2016 Distribution: Various Children’s Network Contact: Your Organiser

Sydney Childrens Hospital Network

Proposed Organisational Change Dear Member, Attached is correspondence the HSU has received from SCHN regarding organisational change for SCHN, Sydney Childrens Hospital and Childrens Hospital Westmead. Member feedback requested The HSU industrial team is currently reviewing the potential impacts of the proposed restructure upon affected employees. We are now seeking feedback, views and comments from our members. Please review the attached documentation and provide comment and feedback by close of business 29/02/2016. You can submit it by email to [email protected] with subject line SCHN Org. HSU organiser and sub-branch involvement Your HSU organiser will be visiting your workplace shortly and convening a meeting to discuss the matter with affected employees. The HSU is also seeking expressions of interest from members to be part of the consultative process as a workplace delegate in any upcoming USCC meetings regarding this proposal. The most effective way to deal with these kinds of proposals is by taking into account the concerns of the group, agreeing on a way forward and presenting that united position to management. Please distribute this newsletter to your work colleagues for their information and comments and encourage them to attend the meeting. Not a member of the HSU? Now is time to join and have your say! You can join online at www.hsu.asn.au/join-hsu/ or call 1300 478 679 and join over the phone. A union’s effectiveness and negotiation power strongly depends upon the strength and density of its membership base. Join your work colleagues today by becoming a member of the Health Services Union and help us to continue to protect, build and improve your working life. In unity,

Gerard Hayes Secretary, HSU NSW/ACT.

mailto:[email protected]?subject=SCHN Org

https://www.hsu.asn.au/join-hsu/

Proposed organisational change to front line administrative support in identified Departments/Wards for consultation

2 February 2016

Proposed SCHN organisational change to front line administrative support in identified Departments/Wards Page 2

Contents

Overview ............................................................................................................................... 3

Background ........................................................................................................................... 3

Clinical Administrative Review .............................................................................................. 4

Current Ward Clerk Role and Support Structure ................................................................... 4

Rationale for Restructure – Benefits and Impacts ................................................................. 5

Operational Changes ......................................................................................................... 5

What are the benefits and expected impacts? ................................................................... 5

What is the proposed new structure? .................................................................................... 6

Staff Affected ........................................................................................................................ 7

Proposed Position Description .............................................................................................. 7

Proposed Method of Filling Positions .................................................................................... 7

Employee Assistance Program (EAP) ................................................................................... 7

TAB A: Overview of Certificate III in Health Administration [HLT 37315] ............................... 8

TAB B: Proposed Consultation and Implementation Timelines .............................................. 9

TAB C: Proposed Position Description ................................................................................ 10


Overview

A organisational change is being proposed to enable optimal delivery of clinical administrative support to departments/wards across the Sydney Children’s Hospitals Network (SCHN), in both the Sydney Children’s Hospital (SCH) and the Children’s Hospital at Westmead (CHW). The organisational change results from an acknowledgement that the historical role of Ward Clerk has evolved with increasing use of technology and expanding customer service requirements that enhance service delivery to staff, patients and families. Release of this document commences the consultation process. The proposed organisational change compliments the role of the Clinical Support Officer (CSO) introduced as part of the Garling review in 2008 and establishes a new role of ‘Clinical Support Administrator’ (CSA) in a range of full and part time positions that are allocated to a specific ward or on a relief basis, with a commensurate increase in grading (to Administrative Officer 3) to reflect the changed responsibilities of the position. These new roles will be phased in and replace current Administrative Officer 2 Ward Clerk positions in certain Department/Wards. The position of ward clerks in the included wards would be deleted. It is proposed these changes will be rolled out in two phases – on completion this will impact 48 (permanent) staff who currently work in full and part time Ward Clerk positions.

Background

In a Department/Ward, the administrative support role/s play an integral part in supporting health care teams and liaising with staff and families to provide first point customer service and assist in resolving any concerns or problems.

The roll out of the Electronic Medication Management (eMM) and Electronic Medical Record (eMR), increased use of new technologies to assist in coordinating clinical care and to improve the patient and family experience and an increasing focus on enhancing customer service and satisfaction will have a significant impact on the roles of the Ward Clerk. This will change the required capabilities, knowledge and skill requirements of these roles.

Being more involved in coordinating and resolving the support and needs of patients and their families at a ward level will require an increased focus on and use of higher levels of interpersonal communication, problem solving and conflict resolution skills.

These roles are and will increasingly be required to develop capabilities in utilising electronic systems that support delivery of patient care.


Clinical Administrative Review

In 2012/2013, an external review (conducted by Johnston and Goldsmith consulting) and subsequent analysis in 2014/15 by the SCHN Project Manager Workforce Redesign of the clinical administrative support within SCHN has been completed. This included a process of seeking to:

1- Understand the requirements of the various administrative roles 2- Broadly analyse and the tasks, skills, knowledge, experience 3- Identify tools, software and equipment utilised in these roles

This included a high level review of position descriptions and processes undertaken by the various administrative functions. The review identified these roles have changed over time and the review made the following recommendations:

that work is appropriately reflected in their position description

increase and standardise the quality of administrative services

ensure most efficient and effective utilisation of administrative resources to provide service delivery

the need to streamline role and position descriptions and to review positions as technology changes.

Current Ward Clerk Role and Support Structure

There are various role parameters and selection criteria that have been used in filling existing SCHN Ward Clerk vacancies.

At SCH and CHW, the Ward Clerks are managed by the Patient Administration Manager for their administrative management, and their day to day work is allocated by the Nursing Unit Manager. This separation of administrative management from day to day management causes issues in terms of leave planning, coordination of administrative tasks at a ward level and team functioning.

Site Director of Nursing

Nursing Unit

Managers

Clinical Program Directors

Ward Clerks

Patient Administration Managers

Performance Unit Manager

Both sites also have full or part time Ward Clerk positions that are allocated on a relief basis which are managed by the Patient Administration Manager at each site.


Rationale for Restructure – Benefits and Impacts

Operational Changes

This organisational change will provide opportunities to recognise the required capabilities, knowledge and skills of these administrative staff who provide support services to enable clinicians to focus on providing the best clinical care to patients. The proposed structure will accommodate the new technical, administrative and customer service skills that are required of these roles in SCHN as we progress to a ‘paper-light’ environment with increased utilisation of technology and higher expectations of the capabilities of these administrative staff to assist in resolving complex patient/family interactions.

To achieve the best service coordination and most appropriate allocation of resources, it is proposed that the Nursing Unit Manager will become the line manager of both the CSA and Clinical Support Officer (CSO), in wards that have both roles allocated. This will enable better coordination and coverage of administrative support services in a ward area.

Only CSA’s employed to provide relief cover for planned leave of Ward Clerks will be managed by the Patient Administrative Managers of SCH and CHW. This is approximated at 5.0FTE at SCH and 2.8FTE at CHW.

What are the benefits and expected impacts?

There are both individual and organisational benefits. For the individual Ward Clerks who are appointed a position in the new structure, they will be at a higher pay grade and they will be supported to complete a nationally recognised qualification. Recognition of the enhanced skills required will be provided for staff that historically have had limited access to career development pathways. The inclusion of the Certificate III in Heath Administration [HLT 37315] nationally recognised qualification will provide an opportunity for current Ward Clerks to have their existing competencies recognised through a recognition of prior learning process. SCHN will support the completion of this qualification for all staff appointed to these new roles as part of this restructure. Refer to TAB A for an overview of this qualification.

It is anticipated that the creation and filling of permanent roles will create stability in this workforce. There are individual benefits for the new CSA roles to have membership of the ward based team, and organisationally, it will contribute to creating better customer service and stronger work teams, and a decreased reliance on casual employees filling vacancies will enhance stability.

Additional benefits include;

Improved customer service

Better clinical support

Better technical support

Improved data administration

Improved ward orientation for staff and parents

Employment of staff prepared for a technically supported model of care

Improved service delivery which will reduce complaints

Broader remit to explore the scope of administrative support in delivering clinical care.

Removal of redundant tasks from the roles


The proposed changes to these roles are aligned with future administrative and service requirements.

At this point in time, secretaries and administrative staff working in operating theatres, emergency and outpatient departments are excluded from this organisational change, as they do not have the same individual responsibilities as individual Ward Clerks in department/ward areas. This may be reviewed in the future.

What is the proposed new structure?

For identified departments/wards, it is proposed that the new Clinical Administration Support (CSAs) will report to the Nursing Unit Manager as below.


Clinical Support Administrator

Nursing Unit

Managers


For the staff employed to provide relief cover of CSAs, it is proposed that at this stage they continue under central management by reporting to the Patient Administration Manager for their administrative management (eg. Performance agreements, leave management etc), and their day to day work would be allocated by the Nursing Unit Manager (current structure).


Nursing Unit

Managers


Clinical Support Administrator

Patient Administration Managers

Performance Unit Manager

The restructure will be implemented in two phases – refer to TAB B for an outline of the proposed timeline and identified positions. The change will be fully implemented in Phase One at SCH and Phase Two at CHW. A project steering committee will be established by the completion of the consultation process to inform the change management and implementation process across SCHN. Membership of this committee will be drawn from: Site Directors of Nursing; NUMs, Clinical Program Directors; the Performance Unit and Patient Administration; Workforce; and the Network Education Facilities Manager. The Director of Clinical Integration will provide Executive Sponsorship.


Staff Affected

It is anticipated that the change will impact directly on 48 staff, as detailed below.

SCH CHW

Full Time Permanent (includes Full Time staff currently working reduced hours)

12 14

Part Time Permanent

6 16

18 30

Temporary and casual employees are not covered by the NSW Health Policy Directive PD2012_021 “Managing Excess Staff of the NSW Health Service”and will have an opportunity to apply for positions within the new structure in line with the NSW Health Policy Directive PD2015_026 “Recruitment and Selection of Staff to the NSW Health Service” and the SCHN “Recruitment, Selection And Appointment Of Staff (Non-Medical) Procedure”.

Proposed Position Description

The CSA position description has been evaluated as an Administrative Officer Level 3, and is attached at TAB C.

Proposed Method of Filling Positions

The proposed methods of filling the positions within the new structure will be in accordance with the NSW Health Policy Directive PD2012_021 “Managing Excess Staff of the NSW Health Service”, the NSW Health Policy Directive PD2015_026 “Recruitment and Selection of Staff to the NSW Health Service” and the SCHN “Recruitment, Selection And Appointment Of Staff (Non-Medical) Procedure”.

Employee Assistance Program (EAP)

The Employee Assistance Program (EAP) is a free strictly confidential and professional counseling service provided by the Sydney Children’s Hospitals Network to all staff.

Staff can access the Employee Assistance Service (EAP) by contacting:

• Employee Assistance Program phone: 1800 818728

• Converge International Free phone: 1800 337 068


TAB A: Overview of Certificate III in Health Administration [HLT 37315]

PACKAGING RULES

Total number of units = 13

5 core units 8 elective units, consisting of:

at least 3 units from the Administration group below up to 5 units from the electives listed below, any endorsed Training Package or

accredited course – these units must be relevant to the work outcome

All electives chosen must contribute to a valid, industry-supported vocational outcome.

Core units

CHCCOM005 Communicate and work in health or community services

CHCDIV001 Work with diverse people

HLTINF001 Comply with infection prevention and control policies and procedures

HLTWHS001 Participate in workplace health and safety

BSBMED301 Interpret and apply medical terminology appropriately

Elective units

Administration

HLTADM005 Produce coded clinical data

BSBFIA301 Maintain financial records

BSBFIA303 Process accounts payable and receivable

BSBFLM305 Support operational plan

BSBFLM309 Support continuous improvement systems and processes

BSBINM301 Organise workplace information

BSBINM401 Implement workplace information system

BSBINN201 Contribute to workplace innovation

BSBITU306 Design and produce business documents

BSBMED302 Prepare and process medical accounts

BSBMED303 Maintain patient records

BSBRKG301 Control records

BSBRKG303 Retrieve information from records

Other electives

CHCCCS020 Respond effectively to behaviours of concern

CHCCOM001 Provide first point of contact

HLTAID003 Provide first aid

BSBCUS301 Deliver and monitor a service to customers


TAB B: Proposed Consultation and Implementation Timelines

Phase One : 10 Wards in Scope (SCH)

1. Union Consultation commences Formal consultation with staff commences

2 February 2016

2. Assess feedback and comments from Staff and Union March 2016

3. Filling positions in the new structure Commencing April 2016

4. Declaring excess staff May 2016

Sydney Children’s Hospital C1N – Orthopaedic Neurology C1S – Cardiac / Renal / Infant Surgical Unit C1SW – Short Stay Surgical Unit (SSSU) C1W – ICU C2N – Haematology / OTC C2W – Haematology / Oncology and BMT Unit C3N – Ambulatory Unit C3S – Adolescent Unit C3SW – C&A Mental Health (CAMH) Unit C3W – General Medical / Isolation Unit

Phase Two : 17 Wards in Scope (CHW)

1. Union Consultation commences Formal consultation with staff commences

2 February 2016

2. Assess feedback and comments from Staff and Union March 2016

3. Filling positions in the new structure Commencing June 2016

4. Declaring excess staff July 2016

Sydney Children’s Hospital Nil – all completed in Phase One Children’s Hospital Westmead Camperdown Clancy Clubbe Commercial Traveller Edgar Stephen Grace Centre for Newborn Care (NICU) Hall Hunter Baille Middleton Day Stay Oncology Treatment Centre Orthopaedic PICU/Helen McMillan Renal Treatment Centre Surgical Turner Day Stay Variety Wade


TAB C: Proposed Position Description

* Reference Number: “Recruitment Reference Number” This is automatically generated once you submit an Approval to Recruit via Mercury – also becomes the online recruitment reference number for the position being advertised.

* Recruitment Type Select one of the below options: General Recruitment

* Position Number

* Position Title: Clinical Support Administrator (CSA)

* Cost Centre: Various

*Organisation Unit Sydney Children’s Hospitals Network

* Location: Randwick or Westmead

* Facility: Randwick or Westmead You may be required to work in any facility within the Sydney Children’s Hospitals Network. Should this occur, reasonable notice will be provided.

* Award: Health Employees' Administrative Staff (State) Award-

* Classification: Administrative Officer Level 3

* Treasury Code: Leave this field blank. Staff Services will enter the required information.

Registration / Licence Requirements

Nil

Specialty Code/s: Professional Category

Primary Function

Client Group Speciality Code

01 – Medical 02 - Nursing

Leave this field blank. Staff Services will enter the required information.

1 – Adult 2 – Paediatric 3 - Mixed

Leave this field blank. Staff Services will enter the required information.

* Vaccination Category: Category A: Contact with clients or contact with blood, body substance or infectious material. Category B: No contact with clients or blood or body substances. Select one category only by ticking the relevant box ‘A’ or ‘B’


* Pre Employment Screening Check

What pre-employment screening check is required for this position: National Criminal Record Check Working with Children Background Check Working with Aged Care Check

* Responsible To: Nursing Unit Manager

* Responsible For Provision of excellent customer service and efficient administrative support to assist staff in the running of the ward or department.

* Purpose of Position The Clinical Support Administrator provides administrative support for a health care team on a designated ward/unit under the direction of the Nursing Unit Manager. The Clinical Support Administrator works under broad supervision, and is given scope to exercise initiative in the application of established work practices and procedures to achieve excellent customer service within the unit (patients/families and staff).

* Key Accountabilities Patient and Family liaison

Respond to enquiries from patients families/visitors, medical, nursing, and admissions staff.

First point of contact for visitors; responding to enquiries, problem solving and navigating access to the ward and other hospital services.

Responding to requests for advice/support from patients/families by assisting where possible or contacting staff or other departments as required.

Application of problem solving and to resolve issues before seeking assistance from other staff.

Provide appropriate response, support and empathy to patients/families/visitors who may be upset or distressed.

Clinical support to meet the needs of the family throughout the patients stay – inclusive of orientation to the ward and assistance with discharge to ensure the family leaves the hospital with all required information.

Patient documentation

Assisting in hospital admissions and discharge processes and documentation requirements.

Ensure all administrative patient information and history is captured accurately and in a timely manner in electronic and/or paper patient record and information systems.

Liaising with Medical Records/Admissions/billing services and other departments if required to assist in these administrative processes.

Assisting clinical staff to update and access patient records. Support clinical staff to ensure clinical information systems are up to date.

Assisting with clinical coordination support to assist in coordinating clinical care, inclusive of liaising with other departments to follow up on appointments and results.

Prep documentation for scanning, and scan documentation when local facilities are available.

Support currency of the patient journey boards and patient flow processes.


Administrative duties

The CSA will support the values of NSW Health and SCHN, and proactively work to streamline workflow through process or environmental improvements in their location with the support of their manager.

Order stores and stationary for the ward and arrange ordering and receiving of non-stock requisitions.

Arrange maintenance to repair broken equipment.

Attend to incoming and outgoing mail and distribute to appropriate staff.

Book interpreters and other clinical support staff as required.

Other general administrative tasks to support the health care team, inclusive of data entry into education, human resource and clinical information systems (where administrative privileges apply), word processing of documents, and maintenance of ward based spread-sheets or other information systems.

Other administrative duties as directed by the Nursing Unit Manager

Technical Support

Orientating staff to the devices available in the ward

Ensuring that all Workstations on Wheels (WOWs) are switched on, charged and ready for use at all times.

Ensuring that all wall mounted computers are turned on and ready for use at all times.

Logging calls and reporting computer faults on behalf of clinical staff.

Ensuring adequate stock of toner for the printers, or report orders as appropriate.

Maintaining downtime packs and checking the quality of the data available on the 724 eMR Downtime Computers (downtime computers).

Understanding the flow of the patients’ notes when transitioning between wards or departments.

Removing obsolete notes and forms from general use as they become electronic.

HUMAN RESOURCE MANAGEMENT Equal Employment Opportunity Employees: Are required to be familiar with and comply with EEO policies. Staff who become aware of or suspect any inequity in the Hospital either in employment or service delivery, are requested to report the matter to their manager and/or supervisor or the Aboriginal Employment and EEO Coordinator. Occupational Health Safety & Rehabilitation Employees: Take care for the health and safety of yourself and others at work. Cooperate with Department Head’s and supervisors in their efforts to provide a safe working environment. Do not intentionally or recklessly interfere with or misuse anything provided in the interests of health and safety. Report to managers and/or supervisors any hazards in the workplace or any unsafe work practices. Comply with the NSW Health


Work Health and Safety Policy (as amended from time to time). As an employee you are expected to: Report safety concerns via the Incident Management System. Work in a spirit of partnership and open communication with the parents, their families, and our staff so that, when things go wrong, we can work together to prevent similar events from re-occurring. CHILD SAFETY & PROTECTION SCHN believes children should be as safe in Hospital as their own home. We employ a range of methods to ensure that child safety is reviewed and acted upon at every level of the Hospital. Our safety reviews are to create a safe child culture in an environment of learning and improvement. Employees: Be familiar with SCHN Child Protection Policy and Procedures. Report all allegations of suspected child abuse and neglect by a health employee. Be familiar with the process of assessing and reporting suspected cases of child abuse and neglect to the Department of Community Services. LEARNING AND DEVELOPMENT - PERSONAL & PROFESSIONAL Organisational Requirements I undertake to: Be orientated to the Hospital via the SCHN Orientation Program, Complete Departmental Orientation Complete (or provide evidence of compliance with) all Mandatory Training requirements within the Orientation and Induction time frames shown in HETI Online. This will include completion of the 12 requirements for All Staff and additional ones required for specific roles. Complete the ongoing mandatory training requirements including yearly attendance at Fire Training practical and completion of eLearning and other repeated training requirements. Complete professional updates at regular intervals Adhere to SCHN and Ministry of Health policies, procedures and guidelines. Abide by NSW Health CORE values, Code of Conduct and Workplace Culture Framework, demonstrating effective teamwork, maintaining respectful staff relations and promoting a positive work environment. RISK MANAGEMENT: Accountabilities All employees at all levels have a role to play in managing risk. The SCHN encourages and supports the active involvement of staff in the risk management process. Employees are expected to proactively contribute to the identification, reporting and minimisation of risks. Department Heads and Supervisors must: Accept accountability for identifying, minimising and managing organisational risks by applying risk management principles outlined in the Risk Management Policy. Develop a risk conscious work-place by educating and supporting staff in proactively identifying, reporting and mitigating risks. Ensure that plans are developed to identify, assess and treat risks. Contribute to the development, maintenance and monitoring of the SCHN Risk Register. CONTINUOUS IMPROVEMENT, PATIENT SAFETY & PARTNERING WITH CONSUMERS Department Head and Supervisors: Promote and coordinate continuous improvement and patient-and family-centred care within the department, facility and network. Develop key performance indicators that provide outcome measures. Include


continuous improvement, patient safety and consumer participation as standard agenda items at department meetings. Include consumers in the evaluation and planning of services. Ensure timely and accurate reporting and management of near or actual, incidents or patient safety concerns. Employees: Understand and practice patient-and family-centred care. Participate in continuous improvement activities. Work in partnership with consumers on improving and evaluating the delivery of services. Ensure timely and accurate reporting of near or actual, incidents or patient safety concerns.

* Challenges / Problem Solving

Provision of excellent customer service in a busy environment.

Effective time management to ensure all tasks are completed within required timeframes.

Adoption and support of new technologies and systems as they are introduced into the clinical environment.

* Communication Liaise and communicate professionally, courteously and confidently with people from a diverse range of backgrounds and staff from different positions and levels.

Application of problem solving skills in an attempt to resolve problems before they escalate.

Responding appropriately to patients and families/visitors who may be emotionally distressed.

* Decision Making The Clinical Administration Support Officer will work under the broad supervision of the NUM but will be requested to take some independent action within their agreed scope.

Decisions affecting the overall functioning and management of the ward will remain the responsibility of the NUM.

* Selection Criteria 1. Holds or is willing to complete a Certificate III in Health Administration (or equivalent) within an agreed timeframe . A Statement of Attainment in BSBMED301 - Interpret and apply medical terminology appropriately (or the superseded unit BSBMED301B - Interpret and apply medical terminology appropriately) is a requirement of the position.

2. Ability to work effectively as a key member of a multi-disciplinary health team to enable the provision of excellent customer service.

3. Excellent communication skills inclusive of competence in spoken and written English.

4. Ability to deal confidently and courteously with people who may be distressed, people from diverse backgrounds and health care staff from different positions and levels.

5. Demonstrated experience in using Information Technology systems, including use of databases, word processing, and completion of spreadsheets.

6. Ability to prioritise own workload to meet both position and team requirements.

7. A demonstrated ability to resolve workplace issues or problems by use of problem solving skills.

8. Demonstrated effectiveness in working as part of a team.


* Staffing

Nil staff report to this position

* Budget

Nil

* Financial Delegation

Financial delegation is in accordance with the Delegations Manual

Appendices Nil

Job Demands Checklist All NSW Health positions should be assessed as to their job demands. This form is to be completed in consultation with the manager/supervisor of the position being recruited to.

The purpose of this form is to manage the risk associated with the position in relation to the occupant. It may be used to provide information about the position to a Health Professional required to perform a pre-employment medical assessment. Identification of possible risk can also assist with the development of a training plan for the occupant to ensure the risks are minimised. Frequency Key I = Infrequent - intermittent activity exists for a short time on a very infrequent basis O = Occasional - activity exists up to 1/3 of the time when performing the job F = Frequent - activity exists between 1/3 and 2/3 of the time when performing the job C = Constant - activity exists for more than 2/3 or the time when performing the job R = Repetitive - activity involved repetitive movements N = Not Applicable - activity is not required to perform the job Any entries not assigned a value will be automatically set to "N"

PHYSICAL DEMANDS - DESCRIPTION (comment) FREQUENCY

I O F C R N

Sitting - remaining in a seated position to perform tasks. F

Standing - remaining standing without moving about to perform tasks. I

Walking - Floor type: even / uneven / slippery, indoors / outdoors, slopes. O

Running - Floor type: even / uneven / slippery, indoors / outdoors, slopes. N

Bend/Lean Forward from Waist - Forward bending from the waist to perform tasks. O

Trunk Twisting - Turning from the waist while sitting or standing to perform tasks. O

Kneeling - remaining in a kneeling posture to perform tasks. I

Squatting / Crouching - Adopting a squatting or crouching posture to perform tasks. I

Leg / Foot Movement - Use of leg and / or foot to operate machinery. N

Climbing (stairs/ladders) - Ascend / descend stairs, ladders, steps. I

Lifting / Carrying - Light lifting & carrying - 0 - 9 kg. I

Lifting / Carrying - Moderate lifting & carrying - 10 - 15 kg. N

Lifting / Carrying - Heavy lifting & carrying - 16kg & above. N

Reaching - Arms fully extended forward or raised above shoulder. O

Pushing / Pulling / Restraining - Using force to hold / restrain or move objects toward or away

from the body. N

Head / Neck Postures - Holding head in a position other than neutral (facing forward). I

Hand & Arm Movements - Repetitive movements of hands and arms. F

Grasping / Fine Manipulation - Gripping, holding, clasping with fingers or hands. I

Work At Heights - Using ladders, footstools, scaffolding, or other objects to perform work. N

Driving - Operating any motor powered vehicle N


SENSORY DEMANDS - DESCRIPTION (comment) FREQUENCY

I O F C R N

Sight - Use of sight is an integral part of work performance e.g. Viewing of X-Rays, computer

screens. C

Hearing - Use of hearing is an integral part of work performance e.g. Telephone enquiries. F

Smell - Use of smell is an integral part of work performance e.g. Working with chemicals. N

Taste - Use of taste is an integral part of work performance e.g. Food preparation. N

Touch - Use of touch is an integral part of work performance. N

PSYCHOSOCIAL DEMANDS - DESCRIPTION (comment) FREQUENCY

I O F C R N

Distressed People - e.g. Emergency or grief situations. F

Aggressive & Uncooperative People - e.g. drug / alcohol, dementia, mental illness. C

Unpredictable People - e.g. Dementia, mental illness, head injuries. O

Restraining - involvement in physical containment of patients / clients. N

Exposure to Distressing Situations - e.g. Child abuse, viewing dead / mutilated bodies. I

ENVIRONMENTAL DEMANDS - DESCRIPTION (comment) FREQUENCY

I O F C R N

Dust - Exposure to atmospheric dust. N

Gases - Working with explosive or flammable gases requiring precautionary measures. N

Fumes - Exposure to noxious or toxic fumes. N

Liquids - Working with corrosive, toxic or poisonous liquids or chemicals requiring PPE. N

Hazardous substances - e.g. Dry chemicals, glues. N

Noise - Environmental / background noise necessitates people raise their voice to be heard. N

Inadequate Lighting - Risk of trips, falls or eyestrain. N

Sunlight - Risk of sunburn exists from spending more than 10 minutes per day in sunlight. N

Extreme Temperatures - Environmental temperatures are less than 15?C or more than 35?C. N

Confined Spaces - areas where only one egress (escape route) exists. N

Slippery or Uneven Surfaces - Greasy or wet floor surfaces, ramps, uneven ground. N

Inadequate Housekeeping - Obstructions to walkways and work areas cause trips and falls. N

Working At Heights - Ladders / stepladders / scaffolding are required to perform tasks. N

Biological Hazards - e.g. exposure to body fluids, bacteria, infectious diseases. N

As the incumbent of this position, I confirm I have read the Position Description and Job Demands Checklist, understand its contents and agree to work in accordance with the requirements of the position. Employee Name: please print Employee Signature: Date: Manager’s Name: please print Manager’s Signature: Date: Signatures to come up when form is printed – should not be seen on line when form is being completed.

Documents

Sydney Childrens Hospital Network Proposed Organisational ... · workforce. There are individual benefits for the new CSA roles to have membership of the ward based team, and organisationally,