SAILABILITY TORONTO
RISK MANAGEMENT MANUAL
Freedom on the Water
TORONTO
SAILABILITY TORONTO
RISK MANAGEMENT MANUAL
This Manual is produced in conjunction with the Sailability Toronto Risk Assessment (Issue 1)
SCHEDULE OF UPDATES
Issue No. / Date / Prepared By / Approved By1 / 10/04/2014 / Dirk Visman / Geoff Thornley
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CONTENTS
1.0Introduction5
1.1Philosophy5
1.2Background - Sailability Toronto5
1.3Background - Duty of care5
1.4Limitations - Risk Management Program6
1.5Organisation6
2.0Overview - Risk Management7
2.1What is risk management?7
2.2Objectives of the Risk Management Program 7
2.3Risk Management Program 8
2.4 General Safety Procedures 8
3.0The Risk Management Process 9
3.1 Risk Identification 10
3.2 Risk Assessment 10
3.2.1Probability 11
3.2.2 Consequences 11
3.2.3 Risk Rating Scale12
3.3 Risk Treatment (Action Plan) 13
3.4 Monitor and Review 13
3.5 Communication 13
3.6Sailing Day Delegations13
CONTENTS
Attachment - Sailability Toronto - Risk Assessment Table
1. Preparation1
2. Rigging and Launching Dinghies2
3. Launching the Support Boat4
4. Registering the Sailors and Moving them to the Pontoon5
5. Boarding the Dinghies7
6. Sailing13
7. Exiting the Dinghies10
8. Retrieving the Support Boat15
9. Retrieving and Storing the Dinghies16
10. Finishing the Day's Activities17
11. Ancillary Activities18
12. Personnel, Training and Development19
13. First Aid and Emergency19
1.0INTRODUCTION
1.1Philosophy
Sailability Toronto aims to provide a safe, pleasurable on-water experience for people with special needs.
1.2Background – Sailability Toronto
The activities of Sailability Toronto are conducted under the auspices of Sailability NSW Inc.
Officers are elected by the members of the local branch. Participation is voluntary and no members are paid for duties undertaken. Participation in training and sailing activities by members and visitors is also voluntary.
As with all sporting activities, there are inherent risks when participating in sailing. The risks are also affected by an individual’s level of experience, knowledge of the practical aspects of sailing, their level of fitness, and degree of physical or mental impairment. Members and visitors are not expected to participate in any event where they do not believe they have the requisite skills, knowledge or fitness to satisfactorily participate.
Sailability Toronto have two types of sailing boat;
•the "Access 2.3", a single masted boat, and;
•the "Access 303" a twin masted boat, with the foremast acting as a headsail.
Both models are especially designed to be stable, easy to sail and virtually unsinkable, and can be sailed solo, or by two people side-by-side.
Volunteers at Sailability Toronto accompany and coach sailors in the specially designed boats. There are also shore-based volunteers who perform the on-shore activities, and others who perform purely administrative tasks. Whilst there are sailors who are considered competent to sail solo, the majority of sailors are accompanied by an experienced volunteer sailor.
Volunteers man a Support Boat during all sailing activities to offer assistance to participants if it is perceived that assistance or guidance would be helpful or necessary.
It is the responsibility of Sailability Toronto to ensure that its boats and equipment are in good repair and are suitable for their intended purpose.
1.3Background - Duty of Care
It is recognised that there are risks inherent in water-based activities, and Sailability Toronto acknowledges that it has a duty of care to all participants, particularly where there is a reasonably foreseeable risk of harm or injury.
This Risk Management Manual has been produced for the benefit of sailors, their carers and families, and for volunteers, with the aim of identifying those risks, and having in place plans to eliminate or minimise any resultant adverse effects.
This Risk Management Plan is based on the Australian Standard on Risk Management AS/NZS 4360:1999 and the National Risk Management Guideline developed by the Standing Committee on Sport and Recreation (SCORS) risk management working party.
In dealing with safety issues, Sailability Toronto follows the general principles of the Work Health and Safety Act 2011 and Work Health and Safety Regulation 2011, although as a volunteer association, it is not bound by this legislation.
1.4Limitations – Risk Management Program
Whilst Sailability Toronto takes all reasonable steps to provide a safe sporting environment, there are practical restrictions in their ability to minimise the inherent risks, including limitations in available finances and human resources.
1.5Organisation
Sailability Toronto is managed by a Committee, whose role it is to formulate and implement policies. Officers elected at each Annual General Meeting are:
•President
•Vice President
•Secretary
•Treasurer
Executive roles filled by appointed volunteers are:
•Membership Secretary / Child Protection Officer
•Equipment Steward
•Training Co-ordinator / Sail Training Co-ordinator
•Sailing Co-ordinator
•Pontoon Manager
The Committee holds a General Meeting each two months during the sailing season. Agenda items are published in the "Sailabulletin", which is distributed by e-mail to all members four to ten days before each General Meeting. All volunteer members are invited to attend the meetings to raise matters of policy or performance, and to contribute to discussions.
It is the policy of the Committee that the work of the branch is shared amongst all volunteers, who are each expected to work safely, and to identify any risks to themselves or to others. It is actively promoted that in general, the "Responsible Person" in the attached Risk Assessment Tables is the experienced volunteer closest the action. Where it is within their capabilities to fix a problem, each member is expected to take immediate action to eliminate or minimise any identified risk, or where this is not possible, to report it immediately to the most senior officer present.
Tasks and activities are performed by volunteers of various skill levels and experience. Formal training of volunteers is supplemented with peer-training by experienced volunteers, who then oversee the trainee's activities until they are considered proficient. This oversight is also performed by the volunteers filling the executive roles mentioned above. Similarly, each person is expected to "watch their mate" to ensure that they work safely, and to pitch in whenever they require assistance.
The objectives of this arrangement of widely sharing duties and responsibilities are:
•wide responsibility and willing participation,
•total transparency, and
•avoiding the negative influences of both cliques and dominant personalities.
2.0OVERVIEW - RISK MANAGEMENT
2.1What is Risk Management?
Risk management is the process of systematically identifying and eliminating or minimising activities which may give rise to injurious or dangerous situations. This requires the development of a framework within which risk exposure can be monitored and controlled. Risk management is a tool by which persons involved in sport can more safely perform their duties.
Risks which can be covered by a risk management program include:
•Physical risks – injuries to participants and the public;
•Financial risks – increased insurance premiums, costs associated with injuries for business reasons, loss of financial stability and asset value, replacement costs and earning capacity and increased external
administrative costs;
•Moral and ethical risks – loss of quality of participant experience and
confidence, adverse publicity;
•Damage to image or reputation, and;
•Legal risks – losses and costs arising from legal actions for breach of a common law or statutory duty of care
2.2Objectives of the Risk Management Program
The objectives of the Risk Management Program are:
•To reduce the incidence of injury to participants, officials and other persons
associated with club sailing competitions and activities.
•To provide a fun, healthy and safe sporting environment for individuals to
participate in and enjoy the sport of sailing.
•To minimise potential club liability as a result of poorly managed sailing competitions and activities.
2.3Risk Management Program
The Risk Management Program, as contained in this manual, has been developed by Sailability Toronto through the following process:
•Identification of the risks involved in conducting sailing competitions and
activities.
•Assessing the risks.
•Developing and adopting strategies and actions designed to reduce these
risks, wherever possible.
•Documenting the risks, assessment and strategies/actions to be undertaken.
Sailability Toronto gratefully acknowledges Yachting Victoria and its publication Risk Management – A Practical Resource for Clubs (PRC) which was used as the basis for the preparation of this manual, and Sailability Manly for providing its Risk Management Manual for use as a model.
The approach adopted in the PRC is based on the Australian Standard on Risk Management AS/NZS 4360:1999 and the National Risk Management Guideline developed by the Standing Committee on Sport and Recreation (SCORS) risk management working party.
The PRC sought to simplify the steps set out in the Australian Standard, and includes the following stages:
•Risk Identification
•Risk Assessment
•Risk Treatment (action plan)
•Monitoring and Review
•Communication
The Risk Management program is reviewed at the start of, and then throughout each sailing season and amended as required, especially when new risks are identified or circumstances change. The President has overall responsibility for ensuring that the Risk Management plan is regularly reviewed, revised as required, and made available for all participants.
2.4General Safety Procedures
The following is a summary of general safety policies and procedures adopted by Sailability Toronto:
•All sailors are required to wear approved personal floatation devices
(lifejackets) during all on-water activities.
•Sunscreen is available from the Sailability Toronto boatshed for all
participants.
•No on-water activity shall be conducted unless there is a minimum of one Support Boat available with two competent crew, plus two competent pontoon people.
3.0THE RISK MANAGEMENT PROCESS
The process for developing the accompanying Risk Assessment tables can be summarised as:
Step 1.Identify the steps in the task
Where possible, set them out in the order that they occur.
Step 2.Identify the potential risks associated with each step.
Do not screen out hazards at this stage. Unlikely and low risk hazards will be taken care of in Risk Rating (Step 5).
Step 3.Describe how each risk can occur.
Unless you can describe how an event can occur, you cannot suggest specific actions to control that event.
Step 4.List existing controls already in place.
List real existing controls, not a "wish list".
Step 5.Taking into account these existing controls, determine the risk rating
Probability and Consequence - to identify significant risks and to prioritise action
Step 6.Propose controls to eliminate or reduce the risks
Consider the following hierarchy of actions:
i)Design to eliminate the hazard;
ii)Design to reduce the hazard;
iii)Control the risk at its source;
iv)Installation of a safety device;
v)Installation of a warning device;
vi)Use of personal protective equipment, procedures and training.
Step 7.Taking into account the proposed controls, determine revised risk ratings
Is the revised risk now acceptable?
Do you need to investigate further and implement other controls?
Step 8.Nominate the person responsible for ensuring that the existing and proposed controls are implemented.
Make sure they know exactly what they are expected to do.
Step 9.Review the Risk Assessment at a later date.
For routine activities, review the Risk Assessment at regular intervals to determine if any circumstances have changed.
3.1Risk Identification
The first step in developing the risk management program was to identify what risks exist (or may exist in the future) within our sailing programs and competitions. All Club members were encouraged to contribute.
In identifying the risks, the following factors were considered:
•The age and level of physical and intellectual abilities of participants;
•The type of activities being conducted;
•Incident history including type of incident, cause and extent of injuries to persons or damage to equipment.
3.2Risk Assessment
Having identified the risks involved in our sailing activities, we assessed them in terms of their likelihood to occur and the seriousness of the consequences arising from their occurrence, and the urgency required to address the risk.
Each identified risk was be rated. These ratings described:
•The probability of the risk occurring.
•The consequence, in terms of loss or damage, if the risk occurred
•The rating or degree of urgency required to address the risk.
In order to systematically assess the risks identified in the first stage of the process, we applied the Risk Rating Scales set out below in Tables 1 to 3. The Risk Rating Scales allowed us to rate the identified risks and identify Risk Management Priorities.
3.2.1Probability
The probability was related to the potential for a risk to occur over an annual evaluation cycle.
Table 1: Probability Scale
Rating / Descriptor / Probability of the event occurring in a yearA / Almost Certain / Will probably occur, could occur several times per year.
B / Likely / High probability, likely to arise once per year.
C / Possible / Reasonable likelihood that it may arise over a five-year period
D / Unlikely / Plausible, could occur over a five to ten year period.
E / Rare / Very unlikely but not impossible, unlikely over a ten year period
3.2.2Consequences
The severity of a risk refers to the degree of loss or damage which may result from its occurrence.
Table 2: Consequences Scale
Rating / Descriptor / Maximum reasonable consequences1 / Catastrophic / Fatal injuries. Huge financial cost.. Branch viability threatened
2 / Major / Extensive injuries or damage. High financial cost
3 / Moderate / Medical treatment required. Damage is costly and requires outsourced repairs or replacement.
4 / Minor / Easily remedied. First aid treatment. Damage easily fixed in-house.
5 / Insignificant / Very small impact. No injuries or damage. Low financial loss
Having assessed each risk in terms of its probability and consequences, we rated the risks to assist in the decision making of what action is warranted to manage the risks.
3.2.3Risk Rating Scale
The Risk Rating Scale aids in prioritising actions by separating minor issues, that do not warrant immediate action, from those serious hazards that require prompt investigation and rectification. Any actions taken should be commensurate with the risk posed by the hazard.
Table 3: Risk Rating Scale
ConsequencesProbability / 1 / 2 / 3 / 4 / 5
A / Extreme / Extreme / Major / Major / Medium
B / Extreme / Extreme / Major / Medium / Minor
C / Extreme / Major / Major / Medium / Minor
D / Major / Major / Medium / Minor / Minor
E / Medium / Medium / Minor / Minor / Minor
Key:
1.Extreme risks are those likely to arise and have potentially serious consequences requiring urgent attention.
2.Major risks are those likely to arise and have potentially serious consequences requiring urgent attention or investigation.
3.Medium risks those likely to arise or have serious consequences requiring attention.
4.Minor risks are those considered to be of low consequences that may be managed by routine procedures.
Once the Risk Rating is determined, the Branch Committee considers the level of risk treatment and action required for each risk.
3.3Risk Treatment (Action Plan)
Risk treatment involves identifying the range of options for treating risk, assessing those options, preparing risk treatment plans and implementing those action plans. At this stage strategies must be determined to manage the risks which have been identified and subsequently evaluated as posing a real risk to participants.
Risk Treatment options include:
•Accepting the risk,
•Reducing the risk,
•Avoiding the risk,
•Transferring the risk
If a risk is rated highly, careful consideration is given to the necessary policies, procedures and strategies to treat the risk. The Committee is responsible for all actions and determining the timeframe for risk management.
3.4Monitor and Review
The Risk Management Program is regularly reviewed at the beginning of the season and during the course of the sailing program, and updated as considered necessary.
Sailability maintain records to enable the continued evaluation of the risk management plan. Records to be maintained include:
•Sailing Day Reports – attendees, conditions, etc.
•Incident Reports including accidents, and if appropriate the effectiveness of
the Risk Management Plan.
•Minutes of meetings which record changes to the Risk Management Plan.
3.5Communication
All members and participants in activities are to be made aware of the risk management program and invited to contribute to its ongoing development.
3.6Sailing Day Delegations
The senior elected officer present, or their appointed deputy, will act as Sailing
Co-ordinator for the day’s activities.
The following Sailability Toronto elected officers hold the authority to cancel, postpone or suspend day sailing activities:
•President
•Vice-president
•Sail Training Co-ordinator
In the case of a sudden change of weather conditions during a sailing activity, the Support Boat crew may suspend on-water activities and direct boats to return to shore immediately.
Issue 1 (10/04/2014)Page 1 of 14