Yachting Victoria - Club Risk Management Tables
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CLUB RISK MANAGEMENT
A Practical Resource for Clubs and Centres
Yachting Australia January 2013
Supported By Disclaimer This document provides general information and guidance relating to risk management practices at sailing clubs and training centres, which was current at the time of production. The information contained in this communication does not constitute advice and should not be relied on as such. This resource may be affected by changes to legislation. It is not exhaustive in its coverage of rights or obligations under any law.
Yachting Australia, its officers, employees and agents, do not accept liability, however arising, including liability for negligence, for any loss arising from the use or reliance upon the content of this paper. No liability or responsibility is accepted for the consequences of any inaccuracy, completeness or currency of the material included in this paper, and persons relying upon it do so at their own risk, absolutely.
Users of this template are encouraged to obtain professional advice on the relevant legislation and to exercise their own skill and care in relation to any material contained in this paper.
Use the table below to provide the version number, the author, the date of the version, the name of the person providing approval, the date that it was approved, and a brief description of the reason for creating a revised version.
Versio Implemented Revision Approved Approval Reason n # By Date By Date 1.0
YACHTING AUSTRALIA
RISK MANAGEMENT FOR AFFILIATED CLUBS AND CENTRES
CONTENTS
1. INTRODUCTION
OVERVIEW 3 1.1 PHILOSOPHY 4 1.2 BACKGROUND – DUTY OF CARE 4 1.3 OBJECTIVES 4 1.4 WHAT IS RISK MANAGEMENT? 4 1.5 WHICH RISKS NEED TO BE MANAGED? 5 1.6 THE AUSTRALIAN STANDARD 5 1.7 THIS RESOURCE – SCOPE AND LIMITATIONS 5 1.8 WHO SHOULD BE INVOLVED? 5 1.9 ACCOUNTABILITY 6
2. THE RISK MANAGEMENT PROCESS
OVERVIEW 7 2.1 COMMUNICATION AND CONSULTATION 8 2.2 ESTABLISHING THE CONTEXT 9 2.3 RISK IDENTIFICATION 9 2.4 RISK ANALYSIS 10 2.5 RISK EVALUATION 12 2.6 RISK TREATMENT 13 2.7 MONITOR AND CONTROL 13
3. RISK MANAGEMENT TABLES
OVERVIEW 15 2.1 ON-WATER 17 2.2 OFF-WATER 23 2.3 ENVIRONMENT 27 2.4 CLUB/CENTRE SAILING OPERATIONS 32
4. CLUB/CENTRE RISK TREATMENT PLAN 37 5. GUIDE TO AN INCIDENT MANAGEMENT PLAN
ONE PAGE SUMMARY 38 5.1 PURPOSE OF AN INCIDENT MANAGEMENT PLAN 39 5.2 HOW TO CREATE AN INCIDENT MANAGEMENT PLAN 39 5.3 WHAT TO INCLUDE IN AN INCIDENT MANAGEMENT PLAN 39 5.4 REVIEW AND RESPONSIBILITY 47 5.5 INCIDENT REPORTING AND REVIEW 48 Introduction to the Club Risk Management Template
Safety is Yachting Australia’s first priority. Proper risk management processes can contribute to maintaining a safe environment for sailing activities. Safety is about the protection of people, physical property and organisations.
Risk management also assists clubs to meet their duty of care. Risk management involves putting processes in place to make sure that:
The hazards (or unwanted events) associated with proposed sailing activities have been comprehensively and systematically identified, assessed and recorded. Controls have been identified and put in place to keep risks at an acceptable level. Checks are made, and evidence maintained to confirm that the controls are in place and effective.
Most clubs and classes will already have a number of controls in place to reduce risk levels. These may include things like:
Posting the weather forecast on the noticeboard for race days Requiring competitors to wear personal flotation devices Making competitors sign on and off when racing Requiring people to be trained or licensed before driving safety craft Requiring people to be trained before acting as instructors or coaches Having first aiders available on race days
The problem for some clubs and classes, however, is that they have not approached the process of identifying hazards and assessing the appropriateness of controls as a rigorous or comprehensive process.
The main purpose of this manual and the tool that Yachting Australia, with the assistance of its State Associations and OAMPS Insurance Brokers, has developed is to provide clubs and classes with guidance and tools that can be used in this process.
Whilst the manual is based on available Risk Management Standards and recognised best practices, it should not be considered a definitive resource. However if it is followed and regularly reviewed by the key people, the resource may help the club meet its duty of care.
In addition to the risk management guidance, Section 5 introduces the concept of an Incident Management Plan and outlines the procedures a club should enact should an incident occur. Leading industry practice is to incorporate these two important safety components into an overall Safety Management System (SMS) or Safety Management Plan (SMP). Future development of this resource will concentrate on outlining all the components that are appropriate for sailing clubs to adopt in preparing a SMS/SMP.
Yachting Australia would sincerely like to thank the following organisations and all those who participated in the Risk Management Forum for their role in creating this document; representatives from Yachting NSW, Yachting Victoria, Yachting South Australia, Yachting Queensland, Yachting Tasmania and OAMPS Insurance Brokers.
1. INTRODUCTION
1.1 Philosophy
Yachting Australia and its State Associations recognise the risks associated with conducting sailing races and activities (including training) at clubs and centres. To assist volunteer club and centre officials (including volunteers and instructors) to minimise these risks, Yachting Australia with the assistance of its State Associations has developed a basic risk management tool which can be implemented with a view to providing a safer sporting environment and experience for sailors. This tool is primarily intended for use by clubs who may also conduct training activities as part of their operations. This template may also be used by commercial centres where training is their sole activity.
1.2 Background – Duty of Care
Club, centre and race officials owe a duty of care to participants in sailing races and activities where there is a reasonably foreseeable risk of harm or injury to participants as a result of their actions. In exercising this duty of care, the law requires officials to take reasonable steps to reduce the likelihood of injury to participants as a result of those risks which are foreseeable. Each club and training centre should refer to their state legislation for more information.
This is the rationale which underpins any risk management program. In this case, the process of identifying risks involved in conducting sailing competitions and activities, and then adopting strategies and actions designed to reduce these risks wherever possible.
1.3 Objectives
To reduce the incidence of injury to participants, officials and other persons associated with club/centre sailing competitions and activities. To provide a fun, healthy and safe sporting environment for individuals to participate and enjoy the sport of sailing. To minimise potential club/centre liability as a result of poorly managed sailing competitions and activities.
1.4 What is Risk Management?
Risk management is the process of systematically eliminating or minimising the adverse impact of all 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 seek to meet their duties and responsibilities, and minimise their exposure to liability.
Risks which can be covered by a risk management program include:
Physical Risks – Injuries to participants and the public Legal Risks – Losses and costs arising from legal actions for breach of a common law or statutory duty of care and compliance requirements 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 and damage to image or reputation.
1.5 Which Risks Need to be Managed?
Importantly, the law does not require clubs/centres to provide a completely risk free environment. Indeed, by agreeing to participate in sailing activities, participants will be taken to have consented to those risks which form an inevitable aspect of the activity. Clubs/centres will not be required to take steps to counter risks where it would be unreasonable to expect a club/centre to do so in the circumstances. Clubs/centres will however be expected to adopt reasonable precautions against risks which might result in injuries or damages which are reasonably foreseeable.
1.6 The Australian Standard
The approach adopted in this resource is based on the Australian Standard’s Handbook on Risk Management HB 246:2010 and Risk Management – Principles and Guidelines AS 31000:2009.
This resource has sought to simplify the steps set out in the Australian Standard, and includes the following stages:
Communication and Consultation Establish the Context Risk Assessment Risk Identification Risk Analysis Risk Evaluation Risk Treatment (action plan) Monitoring and Review
1.7 Club Risk Management – Scope and Limitations
This resource has been developed specifically for the sailing component of club/centre activities. As such it does not address risk management considerations for other elements of club/centre operations such as governance, administration, finance, insurance or planning.
The resource is not a definitive resource that will make your club/centre litigation proof or completely fail-safe. However, if followed and regularly reviewed, it is likely to increase safety and may serve as a useful defence to claims for breach of duty of care.
Risks will vary depending upon the circumstances and the ways in which each club/centre operates. It is up to the Committee and key people in your club/centre when using this resource to think about other risks not identified here, and plan for their treatment accordingly. “Other Local Risks” should be included in this process where indicated in the Risk Management Tables. 1.8 Who Should be Involved in the Risk Management Process?
Successful management of risk will reflect the expectations and mandate of those at the top (e.g. Board, Flag Officers, Principals, Chief Executive Officers and Management). It is critical that these people express the mandate and commitment. Leadership from the top will shape the culture, and the culture will either encourage or discourage effective risk management.
It is important that all “key” people from the Committee to race officials, instructors, volunteers and other stakeholders, are involved in each step of the risk management process. Key people such as your head coach/instructor or senior race official have the training and knowledge that is required when risk questions regarding sailing races and activities are asked. Do not try to complete the risk management process in this resource without consulting with other key people in your organisation. Failure to do so may result in the responses being flawed and a less than adequate document.
Finally, all involved in yachting have a responsibility to take a pro-active approach to the identification and management of risk in all of their training and participation activities.
1.9 Accountability
The club/centre should ensure that there is authority, accountability and appropriate competence for managing risk. This can be facilitated by: Identifying the risk owner who has the authority to manage the identified risk Identifying who is responsible for managing the risk management framework Identifying other responsibilities of people at all levels in the club/centre Establishing internal reporting and escalation processes
As officers of the organisation, the Board, Principal, Flag Officers and key management and officials all have a responsibility to be diligent in how the organisation exercises its objectives. Due diligence requires that, among other things, the people in positions of power ensure that the organisation has available and uses, appropriate resources and processes to minimise risks.
All clubs/centres should have a nominated officer to be responsible for the reviewing and updating of the risk management tables. However, this does not absolve the club officers or principals of their responsibilities. Implementing a Risk Management Process
The key steps of the risk management process should involve:
Working out the scope of the activities that are going to be covered (i.e. what is in and what is out) Systematically identifying, recording and assessing the hazards (unwanted events) associated with these activities (usually completed as a group). Identifying and recording the controls that are already in place to reduce the level of risk associated with these hazards Assessing the level of risk with the controls already in place Determining whether the level of risk is acceptable (they are not acceptable if they are ‘Extreme’) Deciding if ‘High’ or ‘Moderate’ risk has been reduced to as low as reasonably practicable (ALARP) Determining the additional controls required to bring the level of risk down to an acceptable level Developing a list of actions (also called risk treatments) to put these controls in place Ensuring that the actions/risk treatments are completed Ensuring that all identified controls are implemented and effective
Importantly, risk management is not something that is done once, ‘ticked off’ and put on a shelf to gather dust. Risk management must be a continuous process that must be revisited in a systematic manner on a regular basis and whenever either of the following occurs:
Something has, or is proposed to be, changed from the situations that were assessed. This could be a change to the training activities, numbers or types of rescue craft, race formats or times, types of boats or courses that are being run, or the introduction of overlapping courses. When there has been an incident or emergency, to establish whether the correct controls were in place and what needs to occur in the future.
This manual is largely focussed on the first three parts in the four part cycle in Figure 1. However, clubs and training centres must have systems in place to make sure that the monitoring of controls is carried out. Without this last step, the risk management process is incomplete leaving sailors at risk and clubs, classes and officials exposed to potential litigation. 2. THE RISK MANAGEMENT PROCESS
Figure 1
2.1 Communication and Consultation
It is essential that all club/centre members and participants in programs and activities are aware of the risk management program and are consulted in its development, implementation and evaluation. It is equally essential that this communication process begin early and continue to be maintained at all stages of the consultation process.
Effective communication ensures that those accountable for implementing the risk management process and stakeholders understand the basis on which decisions are made, and the reasons why particular actions are required.
Membership of clubs is constantly changing and as such the clubs should ensure that new members are introduced to the risk management policy and obligations as part of their induction into club life. Similarly, entrants in competitions and races that are not members of your club should also be made aware of the club’s risk management procedures and any rules with which they must comply.
2.1.1 Examples of Communication Strategies
To Members : o Publish an explanation of its existence in the club newsletter (Congratulate and thank the people who have completed the document) o Post it in the members section of the club website o Put a one page summary on the noticeboard and point to the details on the website o Invite members to contribute to its the development of the document To Race Officials, Instructors and Coaches (on water personnel): o Conduct an annual Risk Management Update for all on water personnel o Before every on water session mention the RMP and IMP in your crew briefing o Provide copies or website links for more information o Laminate relevant pages such as the IMP Contacts page and make sure there is a copy in the sailing office, starting tower and on every safety boat as appropriate
2.2 Establishing the Context
Establishing context defines the basic parameters through which the risk management process is considered and forms the groundwork for the rest of the risk management process. Establishing the context is concerned with: Understanding the club/centres objectives Recognising the features of the environment, or circumstances, inside and outside the club/centre which can give rise to uncertainty and risks to its objectives Internal and external stakeholders The club’s/centre’s risk criteria against which it will evaluate the acceptability of risks that have been considered
Where a club/centre may have complete control over its objectives, it pursues these against the background of their internal and external environment. The club/centre cannot control all aspects of these environments and so is exposed to uncertainty. Articulating the club’s objectives should also consider the club’s legal charter, its constitution or by-laws. Objectives are typically expressed in a strategic plan or business plan and budget, or in statements such as an Annual Report.
The internal environment includes features such as governance structures, roles and responsibilities. It may include assets or even intangible assets such as experience based skills or intellectual property. These contexts should take into account the relationships the club/centre holds, and the expectations it has, and must meet. The environment importantly considers the people engaged, whether they are paid or voluntary, and their capabilities.
Environmental factors external to the club/centre may include relevant laws, regulatory codes of behaviour, media, sponsorship, trends, the economic climate and relationships with external stakeholders. It is important to include any public perceptions, community trust and the wide range of recreational and sporting opportunities sought by participants.
Stakeholders are those persons or organisations that can affect, be affected by, or perceive themselves to be affected by a decision or activity of a club/centre.
2.3 Risk Identification
The first step in our risk management program is to identify what risks exist (or may exist in the future) within our sailing races and activities. It is important that people who are regularly involved in the sport are involved in identifying risk areas. Officials, instructors, coaches and even participants should be consulted. There is no substitute for actual practical experience in working out why accidents occur, or what presents a potential problem.
There are a number of things that must be considered in identifying risks: The age of participants, experience, type of fleet The type of activities conducted Injury history (including type of injury and cause) How operational procedures are conducted, and whether there have been any previous problems
For the purposes of the present project, we have identified four Risk Categories. We have also identified a number of common risks which fall within these categories. Your task is to assess and treat (where necessary) these risks in the context of your club/centre and its activities. Space has also been provided under each category for you to identify additional risks which are particular to your club/centre.
2.3.1 Risk Categories:
(a) On-Water This category includes all of those risks associated with the conduct of sailing races and sailing activities once the participants have left shore. On-water risks will vary depending upon the nature of the activities, experience of participants and organisers and the location(s) in which they are conducted.
(b) Off-Water This category refers to the risks involved in activities which immediately precede and follow our on-water events and activities. Launching and retrieval of boats, rigging and preparation activities of race organisers and instructors should all be considered in this regard.
(c) Environment The physical environment in which we conduct club/centre events will necessarily include risks to personal safety and property damage. This category is not concerned with the on- water environment, but rather focuses on the club/centre and surrounding environments which are utilised by members, participants, and in some circumstances, the general public.
(d) Club/Centre Sailing Operations This category includes members, officials, participants, parents, visitors and spectators who may be involved in club/centre sailing activities. The club/centre owes a duty of care to those people who may be affected by its actions and therefore should ensure that it takes steps to manage the risks which may confront club/centre personnel, in addition to those risks which arise as a result of their conduct.
2.4 Risk Analysis
Having identified the risks involved in club/centre activities we need to analyse them in order to better understand them. This analysis provides input to the evaluation of the risk and whether or not it needs to be treated. It also assists in the selection of risk treatments once evaluation determines that treatment is required. Central to this analysis is the assessment of the identified risks in terms of their likelihood to occur and the seriousness of the consequences arising from their occurrence.
Each identified risk must be rated. These ratings describe: 1. The chance of the risk occurring (likelihood) 2. The loss or damage impact if the risk occurred (severity) 3. The priority 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 apply the risk rating scales set out below in Tables 1 – 3. The risk rating scales will allow you to rate identified risks and then identify risk management priorities.
2.4.1 Likelihood The likelihood is related to the potential for a risk to occur over an annual evaluation cycle.
Table 1: Likelihood Scale
LIKELIHOOD Rating The potential for problems to occur in a year A 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, once in 100 years
2.4.2 Severity The severity of a risk refers to the degree of loss or damage which may result from its occurrence.
Table 2: Severity Scale
POTENTIAL IMPACT Rating In terms of the objectives of the organisation A CATASTROPHIC: One or more fatalities. B MAJOR: Permanent disabling injury. Vessels lost or damaged beyond repair. C MODERATE: Serious reversible injury requiring medical treatment and rehabilitation. Vessels unable to complete series, race or passage. D MINOR: Reversible temporary illness/injury requiring medical treatment. Damage to equipment that requires repair before being operable. E NEGLIGIBLE: Minor injuries possibly requiring first aid. Minor damage to equipment.
Having assessed each risk in terms of its likelihood and severity we are in a position to prioritise the risks to assist in the decision making of what action is warranted to manage the risks (where possible). 2.4.3 Risk Impact The risk impact matrix determines the severity of the risk and the impact it could have on the organisation. It provides an indicator to assist in the decision making of what action is warranted for the risks.
Table 3: Risk Impact Matrix
POTENTIAL IMPACT A B C D E
Extreme Extreme Major Major Medium A (1) (1) (2) (2) (3)
Extreme Extreme Major Medium Minor B (1) (1) (2) (3) (4)
Extreme Major Major Medium Minor C (1) (2) (2) (3) (4)
Major Major Medium Minor Minor D (2) (2) (3) (4) (4)
Medium Medium Minor Minor Minor E (3) (3) (4) (4) (4)
Key:
1 Extreme risks that are likely to arise and have potentially serious consequences requiring urgent attention 2 Major risks that are likely to arise and have potentially serious consequences requiring urgent attention or investigation 3 Medium risks that are likely to arise or have serious consequences requiring attention 4 Minor risks and low consequences that may be managed by routine procedures
Once risk impact has been determined the committee can evaluate what response is necessary to make the risk tolerable to the organisation.
2.5 Risk Evaluation
The purpose of risk evaluation is to assist in making decisions about which risks need treatment and the priority for treatment implementation. These decisions are based on the risk analysis.
Risk evaluation involves comparing the level of risk analysis with risk criteria established when the context was considered. It involves determining what risks are tolerable to the organisation having regard to the organisation’s attitude to risk.
2.6 Risk Treatment (Action Plan)
Risk treatment is the process to modify risk. It involves selecting one or more options for modifying risks and implementing them. This stage is all about identifying and testing strategies to manage the risks which have been identified and subsequently evaluated as posing a real risk to participants. Ideally officials will work together to brainstorm a variety of treatment strategies and then consider each strategy in terms of its effectiveness and implementation. This will necessarily involve some “reality testing” of risk treatment strategies as officials determine what reasonable steps they may take to reduce the impact of the risk arising.
If your club/centre has assessed a risk and the risk has rated highly you will need to carefully consider necessary policies, procedures and strategies to treat the risk. If a risk is identified as “Extreme”, a club/centre must ensure that it is addressed and controls are put in place to reduce its severity and likelihood. These will include what is needed to treat the risk, who has the responsibility and what is the timeframe for risk management. These elements will comprise your action plan. If your club/centre already has a strategy in place to address or manage an identified risk, insert details of that strategy in the space provided. If not, you will have to devise a strategy.
The action plan may also include a list of resources that are available as part of the risk management process. These will be essential for the effective implementation of any emergency plan and it is critical that staff or volunteers have the knowledge of what and where they are.
2.7 Monitor and Control
It is very important that officials review the risk management plan at the end of the competition, activity, program or season. The risk management plan should be a fluid document which is regularly updated to take account of changes within the club/centre.
The keeping of records and the continued evaluation of the risk management plan in the light of such records is crucial. Your risk management procedures should include the documentation of any accidents, as well as information on the effectiveness of the risk management plan. Statistics on continuing injuries or accident occurrences should be used to determine whether there are specific activities that require either increased precautions or supervision.
It is suggested that the club/centre use methods such as: Assigning a key person to be responsible for overseeing the risk management activities Developing checklists for any given activity or risk control to ensure the operator knows and implements the controls Periodically checking that procedures are being observed, that equipment is in place and being maintained Periodically reviewing the risk register. This is a mandatory action if circumstances or activities change within the club/centre or its environs. Provide a report to the committee at periodic intervals Make the club’s/centre’s risk management activities a standing item on the club/centre committee’s agenda
Risk management plans cannot remain static. They should be approached and maintained as a live document. Risks can change according to changes in legislation, development of safe practices and techniques, and developing technology in the sport of sailing. Constant evaluation and updating must be done to take account of developing trends and the organisation’s own experience.
PLEASE NOTE: This resource is a guide. The risks which have been included under the respective Risk Categories in the following Risk Management tables were identified by volunteer club officials in a workshop convened by Yachting Australia. There will be circumstances where risks which are particular to your club’s/centre’s sailing activities may not have been addressed. Space has been provided for you to identify and address these. Identifying Risks and Controls
The risk management process includes identifying risks, categorising them and developing control strategies to mitigate those risks.
A club may draw on its key people, those with experience in risk management and those with extensive sailing, racing and training knowledge, to undertake this activity.
It is effective to be organised and list the categories of risk, and identify the various problems or incidents that could occur. For each of these hazards, the club should devise a way of controlling it, and then assign responsibility and a time frame for its implementation.
Hazards change; new ones develop and others may cease, as a result of changing circumstances or the environment at the club. It is important that the risk identification and control process is always alive and frequently reviewed. YACHTING AUSTRALIA – CLUB/CENTRE RISK MANAGEMENT TABLES
ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No
On Water
Weather/Enviro nment/Seastat e 1 Severe weather A D 2 Weather B E 4 Yes BOM, Principal changes forecast. Seabreeze Race (including BOM , Local Officer squalls, Duty Airport, electrical Manager IMP storms) contact resulting in details. sailors and Post officials being forecast exposed during on events. noticebo ard. SAMPLE ONLY Create a contact list. Manage ment plan. Briefing. Emerge ncy procedur ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No es.
2 Dangerous sea and wave conditions result in capsizes, personal injury or boats being unable to get off the beach or return to shore safely. 3 Sunstroke / sunburn / dehydration to sailors and /or officials. 4 Seasickness of rescue craft personnel resulting in not being able to provide effective rescue capabilities. 5 Sailors and race officials develop hypothermia. ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No
Participating Boats 6 Collision of Clear C B 2 Yes IRPCS, Senior Prior boats resulting pre-race YA Blue Race to in personal instructi Book, Officer/ Rega injury and/or ons RRS Instructor tta major damage Limit disabling number boat(s). of entries SAMPLE ONLY Training of competit ors in race rules Applicati on of IRPCS 7 Personal injury to crew member(s) 8 Inexperienced or disabled boat(s) lose control and get into difficulties which require ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No external assistance. 9 Crew member(s) fall overboard and require external assistance to locate and recover. 10 Crew member(s) trapped underwater in a capsized boat 11 Collision of boat with submerged object resulting in personal injury or major damage to boat. 12 Inadequately prepared or maintained boats that are dangerous and likely to create a safety incident 13 Missing boat(s) either during a race or failing to ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No complete a race
14 Dangerous interaction with commercial vessels or other recreational boats. 15 Personal injury to swimmers following a collision with a competitor, participant or official boat. 16 Potential collisions between boats of different classes in multi- class events. 17 Electrocution of Approac sailors as a h result of low electricit overhead power y lines on distribut waterways. or to discuss options available such as: ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No Putting overhea d wires undergr ound Erect warning signs near ramps Flags or insulate d cable to replace overhea d open conduct ors
Race Management and Equipment 18 Mechanical breakdowns / gear failure in rescue vessel(s) ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No resulting in being unable to provide effective rescue capabilities. 19 Fire/explosion (e.g. on Rescue Craft) resulting in personal injury to crew and inability to provide rescue service. 20 Delay in attending to a medical emergency / injury occurring mid-race with potential to aggravate the condition of the injured person(s). 21 Prevailing weather conditions prevent rescue vessels being able to remain ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No on station or fulfil their role. 22 Injury to person(s) in the water from rescue and race official boat propellers. 23 Inadequate or insufficient safety / rescue equipment provided by race / event organisers. 24 Failure to conduct pre and post event boat counts resulting in missing personnel. 25 Failure by race officials to deploy rescue boats as required by emergency circumstances. ID Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- No. Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No
Communicatio ns 26 Loss of primary communications resulting in race officials being unable to provide and coordinate effective rescue services.
Training 27 Insufficient supervision of juniors in training exercises resulting in accidents or injury. Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No
Off-Water
1 Improper use of C B 2 Only C C 2 Yes Equipment Pre- crane resulting trained Officer seas in injury. personn on el to use SAMPLE ONLY equipme nt Club will conduct training of personn el Club will roster trained personn el on duty 2 Persons sustaining injury from slipping on launching ramp. 3 Theft or damage of participant’s boats or gear due to poor security or Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No storage of equipment. 4 Personal injury to sailors and public or property damage arising from persons and vehicles passing through rigging areas. 5 Equipment left lying around posing risk of injury. 6 Placing heavy equipment and boats high up in storage racks resulting in injury or damage during retrieval. 7 Sailors leaving rigging trailers on roads or at the water’s edge unsecured, causing damage to vehicles, trailers, or the Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No public.
8 Beach trolleys lost after being left unattended in shallow water. 9 Inexperienced or careless persons re- fuelling power boats resulting in burns and property damage. 10 Failure of participants to use and/or officials to check sign-off sheets resulting in missing person going unnoticed. 11 Personal injury and property damage arising from rigging accidents such as falling masts, objects falling from heights or Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No wire breaking under tension. 12 Glass or needle Wear stick injuries to shoes sailors in launching and rigging craft on uncleaned beaches and foreshores. 13 Inaccurate interpretation of weather reports resulting in sailors heading out to sea in dangerous conditions. 14 Careless loading / unloading and laying of course equipment may result in injuries. 15 Inadequate compliance checks conducted on boats participating in club/centre Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No activities.
16 Poor handling of disputes and grievances resulting in dissatisfaction amongst sailors and potential legal exposure. 17 Broken glass in the club/centre surrounds. 18 Dangerous beach/sea conditions during launching and retrieval of boats. 19 The packing and unpacking of shipping containers during special events. 20 Injuries resulting Fence from walking off for through a boat authoris yard. ed persons Hazard Initial Initial Initial Risk Control Revised Revised Revised Is This Resources Person Time- Likelihood Severity Rating Likeli Severity Risk Risk Responsible frame hood Rating Acceptable ? Yes or No only
21 Club members Drug and guests and under the alcohol influence of policy drugs or alcohol on premises. 22 Poor food handling practices resulting in food poisoning. 23 Burns received from cooking equipment. 24 Gas bottles. Material Safety Data Sheet 25 Other Local Risks: Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No
Environment
1 Injury to sailors B C 2 Restrict access C C 2 Yes Signs, Property Pre- and non-sailors to boat park to duty Officer race in boat park those people officers seas from unfastened requiring on boats and access where equipment. possible Clearly SAMPLE ONLY designate rigging areas and enforce rule Boats must be tied down 2 Non-compliance with OH&S regulations resulting in personal injury. 3 Storage of equipment inappropriate for junior and senior members resulting in personal injury or property damage. Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No 4 Inadequately licensed or trained persons given access to or charge over the operation of mechanical equipment such as: Tractors Winches Winch cables Cranes 5 Insufficient fire Regular fire safety measures drills in place such as supply of extinguishers and communicated fire drill procedures. 6 Risk of personal injury to workers and members arising from poor scaffolding/ladd ers and machinery in boat yard: Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No Trolleys Climbing mast 7 Electrocution of Approach sailors and electricity public as a distributor to result of low discuss options overhead power available such lines in rigging/ as: public areas and Putting road crossings. overhead wires underground Erect warning signs near ramps Flags or insulated cable to replace overhead open conductors Approach local government for grants 8 Unsuitable storage of rescue, maintenance and safety gear resulting in poor repair and subsequent failure when Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No used by officials or participants.
9 Member, public and boat access points to the club in disrepair or unsafe condition leading to personal injury. 10 Risks associated with use of club facilities for functions by members and public (requires further in-depth risk assessment by appropriate club personnel). 11 Environmental damage and subsequent liability resulting from inappropriate maintenance of drainage and effluent. Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No 12 Insufficient attendance to spills and breakages which may cause to injury to persons. 13 Injury, damage, complaints or antisocial behaviour associated with use of club for social functions. 14 Injury/damage Ensure there is associated with an inspection lifting slings. regime in place to check tags 15 Damage and Drop and injury secure masts associated with for boats stored dinghy masts on lawn/beach falling over. when winds are in excess of 25 knots 16 Maintain and Check tags on review Safety fire Equipment extinguishers register. 17 Inadequate MSDS on storage of display on hazardous notice boards Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No materials/dange and on club rous goods. web page
18 External Maintenance of contractors that tools and may be equipment must unfamiliar with comply to club/centre Australian safety protocols. Standards 19 Unsafe boat Boat trolleys trolleys and and cradles to cradles to comply with comply with appropriate appropriate standards standards. 20 Inexperienced kite boarder launching and retrieving boards and sails. 21 Inappropriate storage of firearms resulting in theft or injury. 22 Other Local Risks: Hazard Initial Initial Initial Control Revised Revised Revised Is This Risk Resources Person Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Responsible frame Rating hood Rating Yes or No Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No
Club/Centre Sailing Operations
Equipment 1 Lack of appropriate first aid equipment readily available to treat injuries or accidents as they occur.
Club/Centre Management 2 Incorrect or inadequate provision of personal information. 3 Appointment of Contact your inexperienced state Race Officer association to resulting in poor arrange a NOP decision- training course. making. 4 Insufficient support for Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No Race Officer (RO) resulting in too many responsibilities placed on RO and subsequent possible neglect of duties. 5 Appointment of insufficiently trained or qualified volunteers into key officiating positions resulting in poor decision- making. 6 Appointment of unqualified or insufficient competent coaches/instruct ors resulting in poor instruction to participants. 7 Poor planning by coaches/instruct ors of training sessions resulting in Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No insufficient supervision of juniors or dangerous activities due to weather changes. 8 Insufficient consideration of abilities, health and needs of different age groups in planning on- water activities resulting in personal injury. 9 Poor promotion of emergency procedures and contact numbers to club members. 10 Lack of appropriately trained or qualified first aid officer(s) present during conduct of club/centre activities Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No resulting in poor injury management. 11 Poor communication to emergency service providers of club/centre location and access details resulting in delay in emergency treatment. 12 Poor induction of officials and communication of responsibilities and duties of key officials resulting in confusion and possible neglect of tasks. 13 Insufficient provision of training to key club officials resulting in poor decision-making Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No and club management. 14 Poor food management and handling procedures in catering and canteen areas of club/centre may breach regulations (more in-depth risk assessment required by appropriate personnel). 15 Breakdown in chain of command.
Member Protection 16 Harassment of B C 2 Develop C C 2 Yes Code of Club Jan participants / Member Code Conduct Committee 2013 members from of Conduct officials or other Promote Code participants / and educate members. members Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No SAMPLE ONLY
17 Parents abusing or harassing officials, members and other participants due to dissatisfaction with procedures or results. 18 Possibilities of post-traumatic stress for volunteers/partic ipants/officials/ involved in serious accidents / emergencies. 19 Inappropriate Working with personnel children check/ interacting with Blue Card children. Ensure your club complies with the relevant state legislation Hazard Initial Initial Initial Controls Revised Revised Revised Is This Risk Resources Responsible Time- Likelihood Severity Risk Likeli Severity Risk Acceptable? Person frame Rating hood Rating Yes or No The following form may be used to record the details of risk identification, its mitigation and controls, and who the responsible persons are etc. as shown in the sample, for any given risk.
CLUB/CENTRE RISK TREATMENT PLAN
RISK CATEGORY: [insert relevant category Ref: [cross reference to ie. On-water, Risk Audit and Action Environment, Plan] Personnel etc]
RISK IDENTIFIED [as per Risk Audit and Risk Rating: [1 and 2 risk Action Plan] ratings must have risk treatment developed]
Responsible Group / Person: [insert group / individual]
Pre-emptive Actions: [what steps will be taken to minimise the risk arising in the first place?]
Proposed Response: [what steps will be taken if the risk does arise?]
Resource Requirements: [what resources are required to treat the risk? ie human, financial etc]
Time Frame (for pre-emptive actions to be completed by):
Anticipated Risk Period (for which the proposed response is applicable):
Compiled By: Date:
Reviewed By: Risk Manager of Date: Club/Centre Implementing an Incident Management Plan
A club should accept that despite preparing and implementing a Risk Management Plan sometimes accidents do happen, and that it needs to be prepared for the possibility. To help with this, it is important that a club has a plan in place in case of such an accident.
This plan is usually called an Incident Management Plan (IMP). This document will clearly describe the club’s procedures that need to be used should an incident occur. The IMP will normally map out topics such as those listed below, but may vary depending on what the club’s activities are; offshore or inshore, dinghies or keelboats, even training or social activities.
Cover Page and Table of Contents Charter or Terms of Reference Organisational Chart showing what roles are at the club Outline of responsibilities of each role Communication Protocols Review and Debriefs Incident severity (escalation/delegation) Crisis Management Centre Emergency procedures, checklists or flowcharts Safety/emergency equipment lists Sailing areas and facility maps Contact details for key people
The plan needs to be maintained and shared with those people involved in running sailing/training activities. Copies may be kept throughout the club, and periodic briefings may be held to ensure people know what to do in case of emergency and in the lead up to a major event.
If an incident does occur, it is important to review how it was handled by the people in positions of responsibility at the time, and reassess the relevance or applicability of the IMP.
If a starting point is needed, sample IMPs that are already in use can usually be sourced from other clubs. It is recommended that the State Association coordinate sharing of existing IMPs. 5. GUIDE TO AN INCIDENT MANAGEMENT PLAN
5.1 Purpose of an Incident Management Plan
The purpose of the Incident Management Plan (IMP) is to document and explain the roles and procedures the club has put in place to manage any incident that may occur during an event or activity, which requires emergency assistance.
5.2 How to create an Incident Management Plan
Your club may have the internal resources in volunteers or staff with expertise in this field to write one from the beginning. Alternately, many major clubs or events have IMPs for their activities and you may be able to source a sample from a similar club to yours to use as a starting point. Your State Association is best placed to coordinate the sharing of documents between clubs.
5.3 What to include in an Incident Management Plan
A club’s IMP will vary in the context of its activities and location, a club may even hold several different versions for major events, domestic events and training. It is up to each club to determine what is best for its own circumstances and develop its plan accordingly. Typically an IMP may include the following:
5.3.1 Cover Page
An IMP should have a clear cover page showing what it is.
5.3.2 Table of Contents
A table of contents showing the sections and page numbers should be included.
5.3.3 Terms of Reference
The Terms of Reference should outline the purpose of the IMP, the parameter within which it may be applied, what it considers to be an incident or emergency, and importantly who it applies to. 5.3.4 Organisational Chart
An organisational chart visually sets out the structure of personnel and their roles that are involved in any incident related operations. This will vary depending on the size of the club or event, or the focus of the activity; roles may be amalgamated or diversified depending to the club’s circumstances.
5.3.5 Outline of Responsibilities
In the IMP the Club should provide details of what the expectations and parameters are for each role in its organisational chart. Guidance follows below:
The Incident Director is responsible to the Club Committee / Board for the overall management of the incident and in particular managing the external communications in relation to incident. This includes relatives of event participants or trainees, media, sponsors and any other external stakeholder. The Incident Director will provide strategic support to the Incident Manager (IM) and ensure the Incident Management Team has adequate access to resources to be able to appropriately deal with an incident. An Incident Director will establish incident headquarters if a major incident eventuates. Typically the Incident Director will be one of the senior officers of the club.
The Incident Manager (IM) is responsible to the Incident Director for the operational involvement in the incident and will be responsible to the Police / Water Police and other response agencies. The Incident Manager is responsible for notifying the Incident Director in the case of a moderate incident. The Incident Manager is responsible for informing the Incident Director if a major incident develops and then subsequently to keep the Incident Director briefed on key developments throughout the Incident. It is recognized that fatigue is a factor to be avoided during the management of a protracted incident. The Incident Manager will take control of the incident, be responsible for all communications with the media in the case of a minor or moderate incident and needs to be careful not to get distracted by outside influences.
The Race Officer may act as Incident Manager for the duration of minor incidents. The Race Officer is responsible to the Incident Manager for the operational management of moderate and major incidents until the Incident Manager has taken control. Thereafter the Race Officer will provide on the water support as required by the Incident Manager. The Race Officer may well be the first person to notify the response agency of an incident and will be the main point of contact with the response agencies and other response stakeholders until the Incident Manager has taken control.
The Instructor may also act as Incident Manager for the duration of minor incidents and play a similar role to the Race Officer in the case of an incident during a training activity.
The Assistant Instructors and Mark Boats involved in a training activity or event will provide forward communications and assistance as requested by the Instructor or Race Officer.
Incident Management Team (IMT) members undertake responsibilities as directed by the Incident Manager, such as maintain detailed log books, respond to enquiries other than media, maintain listening watch on HF, VHF, TV and domestic radio, and any other duties as directed by the Incident Manager.
The Media Spokesperson, if assigned, will be the only person authorised to speak and liaise with the media on behalf of the club for the duration of an incident.
If the club or event is large enough to have a media team in place, the Media Director is responsible to the Incident Director and oversees the media team. The Media Director may be required by the Incident Director to prepare a media strategy; provide media coaching for the Media Spokesperson; prepare Press Statements; manage media interviews; and coordinate any input that may be required in the case of special events.
5.3.6 Incident Management Team Duties
The IMP should detail the duties and expectations of the Incident Management Team. Such duties may include: Coordinate the management of an incident concerning the safety of competitors in the race or participants in the training activities Provide the liaison with other agencies (e.g. Police, Emergency Services) Receive notification of, and undertake assessment of an incident Coordinate the enquiry centre, if activated Maintain communication with the racing fleet and co-ordinate the activities of race participants as deemed necessary and appropriate Control and coordinate media management activity As and when an incident escalates to the point where large numbers of enquiries are expected from friends, relatives and the general public, the IMP may outline how the IM may establish an Enquiry Centre and advise the media of the relevant contact number with a request that they notify the public of this arrangement, or make provision for the police to set up their own enquiry centre.
Any stakeholder may make the notification of a potential situation which may be assessed as an 'emergency' situation or ‘incident’. The IMP may comment how notification of a situation for assessment may come from almost any source such as: Any competitor or competing boat. Local Volunteer Marine Rescue organisation. The Sailing and Assistant Instructors Race Management team. Police or AUSAR. Media. Failure of yacht to report. Weather Report. Other.
Notification could be made by: Radio (HF or VHF). Telephone/text message. Media report. Other. The IMP should provide guidance on how the Incident Management Team should log notifications and what details should be included such as time, date, name of person reporting, telephone number or contact details and details of the report.
5.3.7 Communication Protocols
The communication protocols for any given party in the IMP need to be defined and may warrant their own section. This section should outline how communications during the time of an incident will be handled, such as the use of mobile phones or broadcast radio channels, and when external authorities, family or medical services should be contacted and by what means.
5.3.8 Incident Severity (escalation/delegation) The IMP will assign responsibility, typically to the IM, for making an initial assessment of the level of the incident reported. The assessments may be classified as major, moderate or minor incidents. The IMP may describe how on receiving notification of an incident or circumstances that may lead to an 'emergency' situation, the IM will assess the situation and, if deemed appropriate, escalate it to the emergency services that are best equipped to deal with the circumstances. Under circumstances where a ‘Mayday’ or ‘Pan Pan’ call has been transmitted, the IM will be notified by the appropriate agency already managing the incident. The IMP may require that, when making an assessment of the situation, if the IM is in doubt as to the level of potential crisis involved, they shall make the more severe interpretation of the situation.
Assessmen Response t Immediate Activate Incident Management Team MAJOR Notify Police (Emergency Services) Notify Incident Director. Incident Management Team put on standby by IM MODERAT Notify Police (Emergency Services) E Notify Flag Officers. IM on standby in case of escalation MINOR Incident report completed and filed No further action 5.3.9 Crisis Management Centre
An event or club may have an assigned area or room for crisis management. In smaller clubs or when running domestic activities, this may be the club’s sailing or general office. For larger or special events there may be a designated room or location. The IMP should describe where this is, what its purpose is, if and when, or how it is to be used.
5.3.10 Review and Debriefs
The IMP should outline how the club will conduct a review of its procedures, or debrief, after each moderate or major incident. Review usually chaired by Incident Director or IM. The debrief should be well controlled and not be allowed to degenerate into a witch hunt or a congratulatory exercise. The review outcomes need to be thoroughly documented and shared within the club. The aim of the review is to examine the procedures and what went wrong and what was done correctly. Look at the reliability of information received and the effectiveness of communications used. How effective was the information received? How good was the equipment on hand during the emergency? Discuss any other relevant matters pertaining to the emergency. Identify the good points of the procedures and also the parts of the plan that did not work so well. Produce a final report, signed and dated. Modify the Club’s Incident and Emergency Plan as required.
5.3.11 Safety Equipment Checklists Safety Equipment should be listed in the IMP so that people involved know what equipment is available and ready for use. This may be presented as a simple table as follows:
Emergency Control Committee Equipment Copy of Incident Management Plan TV set Fax, Phone(s), preferably dedicated to the management of the Emergency Email Relevant charts HF and VHF transceivers Sat phone Stationery, including suitable log and note books for record keeping Pens, pencils and highlighters. Whiteboard and pens. Key organisation and personnel contact details Full details of participating yachts including emergency contact list for each yacht. Any other resources that may be required for efficient operation of the Incident Management Plan
A club should modify or add to its checklist of equipment required to adequately control an emergency or incident.
5.3.12 Sailing Areas and Facility Maps
It is important to describe where course or training areas are, and also the location of facilities ashore. Ideally this would be done using visual aids such as a diagram or chart. This is critical for people involved in an incident to know where to go to bring injured people, find key people outlined in the organisational chart, or to meet emergency services. A sample inclusion could be:
Primary Evacuation Location for Ambulances or other emergency services: Wharf A at 53 Greenpark Road on WNW corner of Club
5.3.13 Contacts
Contact details for all parties mentioned in the IMP should be provided in a clear and detailed way. A sample table is provided below for guidance:
Name Telephone Radio Channel Club House Commodore Incident Director (by roster) Club Manager Club Media Officer Incident Manager Instructor Assistant Sailing Instructor Race Officer (by roster) Race Committee Vessel 2nd Race Committee Vessel Ambulance Police Water Police AMSA Bureau of Meteorology Local VMR (Coastguard etc.) Harbour Control Commercial Vessels contact Add other contacts as required
5.3.14 Emergency Procedures, Checklists and Flowcharts Useful resources that may be incorporated into an IMP include standard procedures and checklists for the use of the people involved. These could range from the general daily preparation of safety equipment and related vessels, or details of how to act in the case of an incident. A sample procedure for a hypothetical scenario follows:
Scenario: A small keelboat participating in an inshore race during the day runs aground and is stuck fast. One person falls into the water when the boat runs aground. The boat begins to take on water.
Immediate actions of the Instructor / Race Officer: Ensure all other persons are on board and are safe. Commence emergency response rescue as per emergency rescue plan. Radio for any assistance required: o State boat name and location, and the type of rescue assistance needed. Issue personal safety equipment to crew members and have other equipment to hand. Determine if other boats are in immediate area and contact if necessary. Clear equipment and fittings to enable access by rescue craft / persons. Keep rescue crew informed about current situation. If man over board recovery is not imminent, notify race control on radio channels or Water Police on Channel 16. Implement Incident Management Plan level as appropriate Alert Incident Manager Request ambulance if required
More advanced checklists may be provided for off the beach dinghy events, keel boat events, or even for the benefit of boat crews, such as those provided below:
Sample Dinghy Event Checklist
Off-the-Beach Checklist
Pre-Race Preparation Note: RO (Race Officer) = Off-the-Beach Race Officer o As per RO / Rescue Boat Checklist including confirming if any First Aid trained personnel rostered on o Confirm which IM and Incident Director are on roster o Procedure to be followed by all Race Officials (RO's) when NOTIFYING INCIDENTS o Immediately notify Incident Officer of nature and location of incident o Assess nature of incident and decide on Incident Priority Level o If external emergency assistance Water Police direct - RO to coordinate assistance with Water Police o RO/IM to keep a log of all calls and events relating to all incidents
Incident /Response (If in doubt on Priority - Escalate) Notification or observation of a MINOR INCIDENT o Instruct support vessels to standby and assist as required and coordinate additional resources if appropriate o Rescue boat to provide feedback to RO if further assistance is required o Storm Imminent - If instructed by RO notify fleet of impending storm and quickest safe location to shelter o RO to reassess incident priority based on feedback and escalated priority level if required
Notification, observation or escalation to a MODERATE INCIDENT o Call Water Police and request assistance as appropriate Note: Water Police will coordinate involvement of all other emergency response agencies o RO advises IM of nature and location of incident o IM takes control of coordinating involvement as directed by Water Police o RO and rescue boats to provide assistance as appropriate until directed by IM of further actions o Advise Incident Director of nature and potential outcome of incident o Storm Hits Fleet - Rescue Boats to overturn yachts and recover crew and advise IM/IO of additional assistance required - IM to coordinate additional craft and involvement of Water Police o IM assess appropriateness of current priority level and escalate if appropriate
Notification, observation or escalation to a MAJOR INCIDENT o Call Water Police and advise nature of incident and location o Provide support and assistance as required by Water Police - coordinated by IM o Contact Incident Director who will set up Incident HQ
Sample Keelboat Event Checklist
Keelboat Checklist Pre-Race Preparation Note: RO (Race Officer) = Principal Race Officer o Undertake preparation as per any checklist and publish latest weather forecast o Confirm which IM and Incident Director are on roster Procedure to be followed by all Race Officials (RO's) when NOTIFYING INCIDENTS o Immediately notify Incident Officer of nature and location of incident o Assess nature of incident and decide on Incident Priority o If yacht requires external emergency assistance Water Police direct - RO to coordinate assistance with Water Police o RO/IM to keep a log of all calls and events relating to all Incidents
Incident /Response (If in doubt on Priority - Escalate) Notification or observation of a MINOR INCIDENT o Instruct committee vessel to standby and assist as required and coordinate additional resources if appropriate o Race committee boats to provide feedback to RO if further assistance is required o RO to reassess incident priority level based on feedback and escalate priority level if required
Notification, observation or escalation to a MODERATE INCIDENT o Call Water Police and request assistance as appropriate Note: Water Police will coordinate involvement of all other emergency response agencies o RO advises IM of nature and location of incident o IM takes control of coordinating involvement as directed by Water Police o RO and race committee boats to provide assistance as appropriate until directed by IM of further actions o Advise Incident Director of nature and potential outcome of incident o Potential threat of extreme weather - RO considers postponement or change to course selection if race has not commenced - Advise fleet by radio VHF and HF o RO to assess appropriateness of current priority level and escalate if appropriate Notification, observation or escalation to a MAJOR INCIDENT o Call Water Police and advise nature of incident and location o Provide support and assistance as required by Water Police - coordinated by IM o Contact Incident Director who will set up Incident HQ as per IMP
Sample Checklist for a boat’s crew or skipper
Incident Guide for Skippers PRE EVENT PREPARATION BY THE SKIPPER AND CREW o Ensure that your Special Regulations Equipment Compliance Form is current and appropriate for the category of the event o Ensure that all required Safety Equipment is on board and in good working condition as declared on your Compliance Form o Check event entry rules to establish if there are any specific safety requirements o Have appropriately experienced crew on board to cope with the conditions likely to be experienced o Brief your crew on emergency response in the case of an incident including location of Safety Equipment and roles and procedures to be followed o Ensure your crew is familiar with your yacht's Man-Over-Board (MOB) recovery procedures. It is recommended to practice this before the event. o Have crew on board with a Senior First Aid Certificate (Note requirements of YA Special Regulations) o Have crew onboard with a Marine Radio Operators Certificate of Proficiency (Note requirements of YA Special Regulations) o Check position of preferred evacuation locations for injured persons. NOTIFICATION OF INCIDENTS FOR THE EVENT o Where a yacht requires emergency response the yacht should use the standard marine emergency call procedures (MAYDAY or PAN-PAN) o MAYDAY - Only used if a vessel or person is in grave and imminent danger and requires immediate assistance o PAN-PAN - Used when a Mayday distress signal is not fully justified - vessel requires assistance but is not in grave or imminent danger or if an urgent safety message concerning safety of the vessel or person o If the incident does not merit a Mayday or Pan-Pan call, but emergency assistance is required, call the Water Police as the primary agency responsible for coordinating emergency response. Water Police can be contacted: on VHF Ch 16 or HF 4125, 6215 & 8291 or TELEPHONE ……………………………… o In the case of an incident not requiring Emergency Response contact: The Club on Ch 16 (Calling) … (Working) or HF 4483 or on (..)…………….; or o Dependent on which vessel is on duty: (Boat phone number …………………)
The club should modify checklists as appropriate for its circumstances, resources and activities.
5.4 Review and Responsibility
The IMP needs to be regularly reviewed by a person who has been specifically assigned the responsibility for doing so. It is recommended that reviews be reported to the committee or board so that the club’s directors are aware of the effectiveness of the club’s safety procedures and make any decisions to assist their development. 5.5 Incident Reporting and Review
In many states major and moderate incidents must be reported to the State Maritime Safety Authority. Clubs need to be familiar with the Regulations in each state and comply with them. Any incident reported should also be reported to the State Association who will inform Yachting Australia. A Club or Centre should keep a record of all incidents and should regularly review this to determine opportunities to improve its Risk Management Plan. A copy of a suggested Club / Centre Incident Reporting form will be made available soon.