PUSH OVER 2011
Abbotsford Convent
1 St Heliers St, Abbotsford
Sunday 13 March 2011
Hazard & Risk
Assessment
2011 PUSH OVER HAZARD & RISK ASSESSMENT
AMENDMENTS TO FINAL PLAN
All changes to final plan must be approved by the Chief Warden and distributed to the
Emergency Control Organisation
AMENDMENT / EFFECTEDPage Number / Topic / Signature / Date / Time
HAZARD AND RISK ASSESSMENT DOCUMENT ISSUE HISTORY
DATE / DESCRIPTION / ISSUE / BY / Not Valid
2/3/11 / Document for review / Draft 01 / PC / 16/3/11
8/3/11 / Final reviewed document / Draft 01 / PC, SW, ND / 16/3/11
Risk Management Plan
This risk management plan has been developed utilising a number of steps that are outlined below: -
• Risk Identification
• Risk Analysis & evaluation (in the context of existing controls) - Risk Consequence - Likelihood Ratings - Level of Risk Matrix - Risk Controls - Risk Evaluation
• Treatment plans to reduce Levels of Risk
• Re-assessment of risk rating (Residual Risk)
• Monitor and review
The above activities are based on the Australian and New Zealand Standard for Risk Management (AS/NZS 4360:1999).
Organisational Context
As part of The Push’s policy and commitment to best practice, The Push is concerned about health and safety issues arising from The Push’s activities, with respect to failure to achieve adequate safety measures and claim(s) being lodged against them in regards to accident or injury.
Risk Management Context
The assessment is concerned with The Push’s activities and public safety at the 2011 Push Over event at Abbotsford Convent.
Risk Identification
The aim of Risk Identification is to develop a comprehensive list of risks that may affect an organisation’s business objectives and operations. This is perhaps the most critical step in the entire risk assessment process, as any risk not identified at this stage is incapable of any later evaluation, assessment or treatment.
Risk Analysis
The aim of Risk Analysis and evaluation is to assess the consequences of risk and the likelihood of it occurring in the context of any existing risk controls.
An analysis may be qualitative, semi-qualitative or quantitative. In this Risk Program Risk is analysed in a qualitative manner using a Level of Risk Matrix.
This Level of Risk Matrix compares the consequence of a risk occurring and the likelihood of it occurring. For each risk, determine the consequence descriptions in Table 1 and the likelihood using the likelihood ratings in Table 2. Then find the result on the Level of Risk matrix.
Consequence
Consequences may be described in many ways, each of which has a different impact on the organisation’s business activities. These may include financial loss, impact on people, damage to reputation, damage to the environment or interruption to critical business processes Table 1 defines an example of consequence ratings and typical descriptors for various business activities.
Table 1: Risk Consequence Descriptors
Consequence / Category / Business Interruption / Environmental / Financial / Human / Public Image & ReputationCatastrophic / 5 / Essential service failure or key revenuegenerating service removed. / Irreversible damage / Above $50,000 / Death(s) / many critical injuries. / National & International Concern / exposure
Major / 4 / Service or provider needs to be replaced. / Harm requiring restorative work. / Up to $50,000 / Single Death/ multiple long term or critical injuries. / State wide Concern / exposure
Moderate / 3 / Temporary, recoverable service failure. / Residual pollution requiring clean up work. / Up to $30,000 / Single minor disablement/ multiple temporary disablements. / Local community concern
Minor / 2 / Brief service interruption. / Remote, temporary pollution / Up to $20,000 / Minor injury / Customer complaint
Negligible / 1 / Negligible impact, brief reduction/loss of service 2-12 hours / Brief, non hazardous, transient pollution / Up to $5,000 / Minor First Aid / Resolved in day-to-day management
Likelihood
After you have determined the consequence, it is necessary to establish the likelihood of the risk occurring. Table 2 defines the Likelihood ratings.
Table 2: Likelihood Ratings
Likelihood / Category / DescriptionAlmost Certain / A / The event is expected to occur in most circumstances
Likely / B / The event will probably occur in most circumstances
Possible / C / The event should occur at some time
Unlikely / D / The event could occur at some time
Rare / E / The event may occur only in exceptional circumstances
Table 3: Level of Risk Matrix
Likelihood / Consequences1. Insignificant / 2.Minor / 3.Moderate / 4.Major / 5.Catastrophic
A / Almost Certain / H / H / E / E / E
B / Likely / M / H / H / E / E
C / Possible / L / M / H / E / E
D / Unlikely / L / L / M / H / E
E / Rare / L / L / M / H / H
Legend
E: extreme risk; immediate action required
H: high risk; senior management attention needed
M: moderate risk; management responsibility must be specified
L: low risk; manage by routine procedures.
Risk Evaluation
The aim of Risk Evaluation is to determine, in line with the level of risk that the organisation can tolerate, those exposures that are acceptable or unacceptable to the organisation. Those risks that are determined as unacceptable are then subjected to later Risk Treatment. (It is important to note that no organisation can eliminate all the risks to which it is exposed)
Defining a risk as acceptable does not imply that the risk is insignificant. The evaluation should take account of the degree of control over each risk and the cost impact, benefits and opportunities presented by the risks. Also, the risks borne by other stakeholders that benefit from the risk should be considered. The significance of the risk and theimportance of the policy, program, process or activity need to be considered in deciding if a risk is acceptable.
Reasons why a risk may be accepted:
• The level of risk is so low that specific treatment is not appropriate within available resources.
• The risk is such that there is no treatment available. For example, the risk that a project might be terminated following a change of government is not within the control of an organisation.
• The cost of treating the risk, including the purchase of insurance, is so manifestly excessive when comparing the benefits to the threats.
Risk Controls
Risk Controls should be commensurate with the level of risk. For example, a high or extreme risk should not be solely managed by administrative controls; rather higher level controls (i.e. installation of fixed sprinkler systems) which guarantee the risk is mitigated should be adopted.
Control Hierarchy
The control hierarchy is a list of control measures, in priority order, that can be used to eliminate or minimize exposure to hazards. Below is the control hierarchy with general examples of each control measure:
Elimination
Avoid the risk by removing the hazard completely.
Substitution
Use less hazardous procedure/substances equipment/process.
Isolation
Separate the process from people by the use of barriers/enclosures or distance.
Engineering Controls
Mechanical/physical changes to equipment/materials/process.
Administrative Controls
Change procedures to reduce exposure to a hazard.
Personal Protective Equipment
Gloves, masks, high visibility vests, safety glasses etc.
Risk Treatment
Risk Treatment involves the selection and implementation of appropriate options for managing risk. Treatment needs to be appropriate to the significance of the risk. As a general guide: -
• Accept the risk- Where risk cannot be avoided, reduced or transferred, the organisation may chose to accept the risk. In such cases, usually the likelihood and consequences are low. Risks should be monitored and determined how losses, if they occur, will be funded.
• Transfer the risk-This option involves shifting the responsibility to another party such as an insurer or contractor who will bears the consequence of a loss if it were to occur eg. Purchase of insurance cover for company vehicles
• Avoid the risk- Under this option a decision is taken not to proceed with the policy, program or activity likely to generate a risk. If it is not possible or feasible to avoid the activity it is usual to choose an alternative means of conducting/completing the activity.
• Manage (minimise) the risk- This option involves either reducing the likelihood of an occurrence or the consequences if it were to occur e.g. implement procedures for specified tasks.
The organisation must assess the cost/benefit of Risk Treatment options and implement its treatment plan accordingly. The cost benefit analysis should not be restricted to financial considerations only. Organisational, political, social and environmental factors should also rank in any decision making.
It is important also to ensure that formal processes are established to monitor the effectiveness of selected Risk Treatment options to ensure that the selected options remain relevant and appropriate.
The outcome of an effective Risk Treatment plan is knowledge of the risk that the organisation can tolerate and a system that minimises those risks the organisation cannot tolerate.
Determine the most effective Risk Treatment plan by considering: -
• The Residual Risk of each option (see explanation below)
• The benefit of each option including the cost of implementation and/or
• The use of proven risk controls.
Residual Risk
The Residual Risk is determined after the appropriate Risk Treatment option has been proposed and accepted. The rating is then determined using the Level of Risk matrix (Table 3).
The final acceptance of the residual risk will be a matter for the appropriate manager to decide.
Monitor & Review
To ensure the ongoing effectiveness of the selected Risk Treatment options and to assess whether the organisation’s risk management objectives are being achieved, it is necessary to regularly monitor and review the chosen treatment plan.
• Monitor: Assess whether the objectives of the current risk management plan, are being achieved. Tools that the organisation can use to monitor its chosen plan include visual inspections, incident reports, self-assessments and audits.
• Review: Assess whether the current plan continues to match the organisation’s risk profile. The plan may be reviewed by investigating incident trends or patterns, legislative changes, and organisational activities. Possible methods for review include internal check program, internal audit, external audit (independent audit), external scrutiny (appeal tribunal, courts, commission of inquiry), physical inspection, program evaluation and review of organisational policies, strategies and processes.
The outcome of the monitor and review process should be an accurate measure of the extent to which the organisation is meeting its risk management objectives, how to close performance gaps and continually improve risk management standards.
Push Over 2011
HAZARD AND RISK ASSESSMENT1
HAZARD / RISKS / RISK LEVEL / RISK CONTROLS / RESULT / RESPONSIBILITYAlcohol Affected Young People / Injury to self and others
Reputation of event / M / No Alcohol sold or consumed on site. Target publicity re Alcohol and drug free and display conditions of entry, daylight event, security patrols inside and outside site and Police invited to patrol (outside). First Aid and trained Drug and Alcohol Worker cares for young person until well or parent arrives. / L / Push Management,
Youth Workers
Security
First Aid,
Drug and Alcohol Worker
Artist Security / Injury, discomfort, theft / M / Security to be stationed on all backstage entry points. Laminate passes to authorised personal only, security to not allow overcrowding of backstage areas where volunteers /staff not working. / L / Push Management,
Security
Artist
Adjacent active carriage ways / Public spilling onto carriageway and incurring bodily injury / M / Security will monitor event at start and finish times.
Pedestrian/Traffic Management Plans are in place for all known areas of concern.
Barriers to control cueing system and maintain footpath clearway at start of event. Security to be positioned on roadways and footpaths at event finish. Parent pick up and drop off point establishedon corner St Heliers and Clarke Sts,
Emergency Management Plans will become effective if required. / L / Push Management
Venue staff
Security
Amusements / Amusements failure
Possible injury to crowd and participants / M / Low risk amusements to be engaged. Fully accredited amusement providers engaged.
Amusements to be operated by competent operators.
Operators to follow direction of event management and Safety Officer. / L / Event Management,
Amusement operators,
WorkSafe
Armed or dangerous intruder / Injury to staff and public / M / Activities designed to minimize the attraction of undesirables.
Handling of cash and valuables done in a secure environment with suitable security.
Security Guards on site.
Cash to be removed from venue under escort.
Workers trained in response to threat.
Wireless communications system used by all wardens and security staff. / L / Push Management,
Abbotsford Convent Management,
Wardens Security
Police,
Biological agents / Needle Stick Injury
Blood
Vomit
Potential injuries and illness to public & staff. / M / Vigilant cleaning.
Cleaners are trained to perform sharps disposal. Bio waste kits available for use in high-risk areas from cleaning contractor.Emergency response and Wardens to be notified immediately if contamination occurs. Effected patrons to be seen by onsite first aid before handover to paramedics. / L / Abbotsford Convent Management, contracted Cleaners, Wardens
Bomb Threat / Trauma & Injury to staff & public / M / Wardens & staff trained in procedure to manage the threat if it occurs
Wireless communications system used by all wardens and security staff. / L / Abbotsford Convent Management,
Push Management,
Wardens,
Police
Broken glass, litter etc. / Potential cuts & lacerations to hands & feet of patrons & staff / M / Bag search on entry.No glass sold/on site policy. Cleansing staff on duty at all operational hours to minimize time glass or litter is left on ground. Gloves to be available. / L / Cleaners,
Push Management,
Wardens
Civil disturbance / Injury to staff & public / M / Staff trained in management of civil disturbance. Wardens, Security & Police and security briefed on potential risk / L / Abbotsford Convent Management,
Push Management,
Police,
Security
Criminal activity / Potential injury to staff or public. Theft and vandalism. / M / Security on site to monitor status of crowd and any troublemakers. Site fenced and designed to minimize potential attractions for such activity. Security to screen at entry and patrol areas of concern.
List of banners and placement to be maintained. Banners to be securely installed out of reach and wherever possible with cable ties. Event staff to collect banners and key signage prior to end of event wherever practical. / L / Abbotsford Convent Management
Push Management
Police
Security
Crowd Crush Patrons crushed against stage / Injuries to public from crushing and panic, general discomfort / M / Band choice, playing times, and crowd density will limit likelihood of incident occurring.
A main stage security barrier is to be erected an average of 2.25 metres in front of the stage. Security personnel to be stationed near the ‘pit’ / L / Push Management Security
Crowd Crush
Patrons crushed against Main Stage Barrier / Injuries to public from crushing and panic, general discomfort / L / Band choice, playing times, and crowd density will limit likelihood of incident occurring.
The barrier must include a step for security staff to utilise when performing a lift to extract patrons from in front of the barrier. Security are to monitor the crowd at all times and assist any patrons over the barrier in a safe and efficient manner. Treat if required. / L / Push Management,
Wardens,
Security
First Aid
Crowd collapse / Injuries to public from crushing and panic, general discomfort / M / Push Over 2011 crowd limited to 2700. Band choice, playing times, and crowd density will limit likelihood of incident occurring.
Crowd spotters can be positioned in Front of Stage in a position to allow for an uninterrupted view of the crowd. Communications must be established with the spotter and the pit boss at all times. Upon identifying a collapse, a security is to enter the mosh pit and to provide a barrier by holding back the crowd from the collapsed patrons. The security supervisor will enter the pit to coordinate the removal of fallen patrons and administer first aid. First Aid to be engaged. The Production Manager has the authority to stop the show to reduce crowd activity and allow better communications with rescue personnel. Lighting will be used at night to luminate the area involved. / L / Push Management
Security
Production Manager
Crowd Crush -children / Injuries to younger people/ patrons from crushing and panic, general discomfort / M / Children 12 years and under to be accompanied by an adult parent or guardian. No Children under 8 admitted. Signs stating conditions of entry to be displayed at entry points and to clearly state the responsibility of Parents/guardians to supervise children at all times.
Conditions of entry to be verbally reinforced to adults and the children in their care on entry.
Security to be briefed and aware of children in the venue. Security to monitor any developing mosh pit in relation to children being caught or trapped in crowd.
First Aid to be in attendance at event. Treat and or transport if required. / L / Push Mgt
Security
First Aid
Crowd Control
fall whilst crowd surfing / Injuries to public from crushing. / M / Band choice, playing times, and crowd density will limit likelihood of incident occurring.
Crowd spotters and pit security are to monitor crowd surfers as they fall to ensure they recover from any fall. Security Supervisor to respond to any reported fall in the Mosh Pit. / M / Push Management
Wardens
Security
First Aid
Crowd Surfing by Patrons / Injury to Surfer and other patrons / H / Conditions of entry to clearly state No crowd surfing. Security and staff will monitor crowd behaviour. Offenders will be warned once and then ejected from venue.
Band choice, playing times, and crowd density will limit likelihood of incident occurring. Security Spotters will monitor surfers who may fall in the crowd. Surfers thrown forward by the crowd will be caught by security personnel in the pit and directed back to the crowd. Pit Security will assess patrons, assist and direct them to St. Johns if needed. / H / Push Management
Wardens
Security
First Aid
Crowd Control Unconfirmed report of fall in crowd / Injuries to public from crushing and panic, general discomfort / M / Band choice, playing times, and crowd density will limit likelihood of incident occurring.
Unconfirmed reports of injuries some times occur with patrons in the pit reporting injuries further back in the crowd. These reports can not be ignored and must be reported to the pit boss immediately. Upon receiving a report the pit boss will assemble a security to conduct walk through inspections of the mosh pit. / L / Push Management