The first Clubhouse, “Foundation House” was established in New York in 1948. The “Fountain House model” is a social intervention in community rehabilitation for people who experience mental illness. “Fountain House” proved to be very successful, assisting people who experience mental health problems to lead vocationally and socially fulfilling lives. Clubhouse has now become an international phenomenon, with hundreds of Clubhouses worldwide, including 9 in Australia, with more being formed. Canefields Clubhouse is founded on the “Fountain House model” of psychosocial and vocational rehabilitation, assisting people who experience mental illness in the Beenleigh/Logan region to have access to work, valued social roles and community participation.

A Short History of Canefields Clubhouse Beenleigh Inc

Canefields Clubhouse started with a group of carers, parents, consumers and mental health professionals looking for ideas to set up a service to provide assistance to people suffering mental illness. Canefields Clubhouse officially opened on 5^th May 2000 and was based on the International Stands of Clubhouse Development, “The Clubhouse Model”. Prior to Canefields Clubhouse opening, it was evident that there was an urgent need for a central meeting point for mental health consumers in their local community. The Clubhouse was auspiced by Community Care in Beenleigh for a period of 12 months. In 2001 Canefields was incorporated and became a free standing clubhouse with it’s own Management Committee.

The Clubhouse today has grown and offers mental health consumers a psycho-social rehabilitation program, including both vocational and social opportunities. Currently Clubhouse is open 5 days a week and offers social recreation programs on week-ends.

Standards for the Clubhouse Program

Canefields Clubhouse was established and continues to operate according to the international Standards for Clubhouse Programs. The ‘Standards for Clubhouse Programs’ are a set of bench marks for Clubhouse operation, internally and in relation to the community, and are regarded by members as a ‘bill of rights’. These standards have profoundly strengthened clubhouse practice worldwide, and are also influencing quality assurance efforts of mental health authorities on an international scale. The “standards for Clubhouse Programs” provide a platform from which Canefields Clubhouse operates. In 2007 Canefields received a 3 year Certification by the ICCD (International Community for Clubhouse Development).

Membership

Canefields Clubhouse has embraced the following standards for Clubhouse membership.

· Membership of Canefields Clubhouse is voluntary and without time limits. Members are free to spend as little or as much time at Clubhouse as they choose.

· Membership is open to anyone who has experienced or currently experiences a mental illness.

· Members choose the way that they utilize the Clubhouse facilities. There are no contracts, schedules, or rules to enforce the participation of members. However, members can choose to do a personal plan with a staff member, as a way to identify work and personal goals, and how Clubhouse can best support the member to reach their goals.

· At Canefields Clubhouse all members have equal access to every Clubhouse opportunity with no differentiation based on diagnosis or level of functioning.

· Members have the opportunity to actively participate in and direct the writing of their own personal records, such as the membership allocation and personal rehabilitation plans.

· Clubhouse membership entitles people to a voice in all aspects of clubhouse management and policy making.

In the Clubhouse community, people who experience a mental illness are regarded as members, not as patients or clients. There is a growing awareness that as a patient in the mental health system, people who experience mental health problems have not been given the opportunity to actively partake in their own rehabilitation. Conventional hospital and community clinic day programs are geared to the ethos that patients are in need of a prescribed service, dispensed by health professionals. Whether medication, a movie, ten pin bowling, or leatherwork, the “patient” tends to be a passive receiver of what has been determined will be good for him or her. Thus, in the hospital or community clinic setting, the individual needs of people who experience a mental illness are at risk of being unfulfilled.

One of the major reasons why the clubhouse model has been such a success is the concept of membership. The membership concept is the fundamental element of the clubhouse model. Membership empowers people to actively participate and direct their own rehabilitation. Membership fills people with a sense of ownership and belonging. As will all clubhouses, Canefields is owned by the members.

Clubhouse means empowerment for people who experience mental health issues.

Canefields Clubhouse Beenleigh Inc

Mission Statement

Canefields Clubhouse is a psychosocial rehabilitation program offering adults with a mental illness an opportunity to experience meaningful and productive lives within their community. This assistance is provided in a psychosocial program designed to empower and support its members.

Vision

Canefields Clubhouse provides adults experiencing a mental illness a safe supportive environment to access rehabilitation services respect and dignity support to achieve and maintain socially satisfying lives education and vocational opportunities

Philosophy

Canefields recognizes that the interaction of an individual’s mental illness and the environment within he/she lives, may contribute to the difficulties faced by a person with a mental illness. It provides a model of support which recognizes the individual needs of the person.

The Clubhouse’s philosophy is founded on the basic premise of the individual’s inherent worth and uniqueness and their right to the best available appropriate support that can be provided. It maintains the principles of equality, confidentiality and respect for the individual’s rights to self determination. The service offers each individual support to make informed choices and decisions in relation to the service he or she receives.

Built into the philosophy are the theories of social justice, consumer advocacy and acceptance of all individuals irrespective of race, colour, creed, class, gender, lifestyle or moral code.

Canefields Clubhouse Beenleigh Inc. will facilitate continuity of support by linking in and working closely with mental health agencies, community agencies and other primary health services. This is turn will contribute to the better co-ordination of service delivery for people with a mental illness.

Canefields philosophy is based on the 36 Standards for Clubhouse Programs which collectively guarantee member inclusion and opportunity in every aspect of the clubhouse.

Key Objectives:

Ø Promote the rights of people who experience mental illness to have valued social roles and access to work and community participation

Ø Facilitate the inclusion of people who experience mental illness in the community and workforce

Ø Create a restorative environment within which people who experience mental illness can achieve or regain the confidence and skills necessary to lead vocationally and socially satisfying lives, through productive employment, personal growth, friendship and social networks, career development and long term financial security

Ø Continue to operate a clubhouse, based on the International Centre for Clubhouse Development (ICCD) Model of psychosocial and vocational rehabilitation

Ø Operate the Clubhouse to adhere as closely as is possible to the “Standards for Clubhouse Programs” published by the International Centre for Clubhouse Development and to maintain certification by the ICCD

Ø Promote opportunities for people who experience mental illness to be productively involved within the clubhouse and to obtain paid employment in the workforce

Ø Provide equal access for all clubhouse members to every clubhouse opportunity and guarantee the rights of clubhouse members to a place to come, to meaningful work, to meaningful relationships, and to a place to return

Ø Commit to the principle that, regardless of the level of disability, every clubhouse member has a contribution to make

Ø Plan and implement non-vocational programs for the clubhouse, such as social and recreational activities

Canefields Clubhouse Beenleigh Inc

Organisational Structure

Canefields Clubhouse is a Non-Government, non-profit association. The Management Committee of Canefields Clubhouse supports the overall operation and functioning of the clubhouse. More specifically the Management Committee oversees the management, staff selection and conditions, contributes to policymaking, is involved with lobbying, liaison and promotion, has input into funding submissions and generally assists Canefields Clubhouse to maintain focus and direction. Members of the Management Committee come from a wide range of backgrounds, with a wide range of expertise in and knowledge of mental health issues. The direct day to day management of Canefields Clubhouse is carried out by the Executive Director.

Canefields Clubhouse Beenleigh Inc

Management Committee

Role of Management Committee

Conflict of Interest

Clubhouse Board member Job Description

Effective Clubhouse Partnerships

Management Committee Confidentiality Agreement

Budget Policy

Privacy, Confidentiality & Freedom of Information Policy

Grievance Procedures

Abuse Neglect & Exploitation Policy

Freedom from Abuse, Neglect and Exploitation Policy

Sexual Harassment Policy

Complaints Procedure

Management Committee

President - Nathan Seng

Vice President - Clare A

Treasurer - Richard Green

Secretary - Bryan Fulcher

Board member - John Crawford

Board member - Steven Veltmeyer

Board member - Margaret McIvoy

Member - Faye Westlake

Member - Troy Beckerleg

Canefields Clubhouse Beenleigh Inc

The Role of the Management Committee

An ICCD Clubhouse is rooted in partnership among its management committee, the executive director, the director, as well as the members and staff of the clubhouse.

The Management committee is responsible to ensure that Canefields Clubhouse Beenleigh Inc achieves its purpose, strategic goals and objectives and, in doing so, meets all the legal and moral responsibilities and requirements accompanying ‘best practice’ corporate governance on behalf of its members, staff and the wider community.

The Management Committee charts the direction of Canefields Clubhouse, develops and monitors governance levels policies, sets management performance expectations and monitors organizational performance against these.

A critical role of the Management Committee is to ensure the long-term success of Canefields Clubhouse. To achieve this, the Management Committee will be constructively engaged with management to ensure the appropriate development, implementation and modification of the strategic direction.

The Management Committee is also responsible for its own performance.

Management Committee Meetings

The management committee normally meets on the first Monday of each month or on any other occasion to deal with any specific matters.

The scheduled meetings also include a annual strategic review and an annual management resource review.

Composition of the Management Committee

The membership of the Management Committee is drawn from all sections of the community. Members are elected to the Management Committee at the Annual General Meeting.

The composition of the Management Committee is:

· President

· Vice President

· Treasurer

· Secretary and up to seven other members

Criteria for Membership of Management Committee

Must be a member of the Association in accordance with the Canefields Clubhouse Beenleigh Inc Constitution.

Management committee members should have a diversity of experience and skills. Diversity of philosophies and value are also sought, recognizing that Management Committee members support the over-arching value and philosophies of the Clubhouse Model. Management committee members must have a commitment to personal integrity and good governance ethics.

The Management Committee judgments come from the combined good judgments of individual members. Individual members must exercise sound judgment based on their own experience and knowledge.

Review of the Management Committee’s Performance

The management committee regularly reviews its composition and evaluates its performance annually. The review covers a wide range of issues including its role, policies and processes, its relationship with members and staff and the contribution made to Canefields Clubhouse.

Management Committee Education

An orientation program is arranged for new members to support the understanding of the clubhouse functions, including:-

· Effective Clubhouse Partnerships

· Management Committee Job Description

Sub-Committees

The Management committee from time to time will delegate certain duties to sub-committees, which will meeting regularly and make recommendations to the management committee. Membership is determined by interest and expertise.

These committees may include:-

· Fund Raising – raising funds to diversify the funding base

· Special functions/events and community education – annual art show

Conflict of Interest

The management committee has in place a policy and procedures in place for the disclosure and resolution of any matter that may give rise to a conflict of interest between a Management Committee Member and Canefields Clubhouse.

Risk Management Controls

The management committee is responsible to ensure that adequate measures are in place to manage risk. This includes ensuring the regular monitoring and review of risks that are determined to require being managed. In addition the management committee monitors performance against pre-determined measures and periodically reviews the measures.

Ethical Standards

Canefields Clubhouse conducts its business with the highest standards of personal and business integrity. A Code of Ethics and Proper Practice policy has been adopted outlining the standards of personal and business behaviour that management committee members observe.

Communications with Members and the Wider Community

All members are provided with regular information about the association.

Invitations to the Annual General Meeting are sent to all association members, management committee members, members, other interested parties, funding bodies and key stakeholders in the wider community.

Conflict of Interest Policy: Management Committee

Purpose

Canefields Clubhouse Beenleigh Inc is a nonprofit, tax-exempt organisation, publicly supported with a long term goal of providing individuals with psychiatric disability in the Logan Beaudesert Health Services District with access to the clubhouse model, based on the International Centre for Clubhouse Development (ICCD) model of psychosocial and vocational rehabilitation.

Maintenance of its Mission Statement, Vision, and tax-exempt and incorporation status is important both for its continued financial stability and for public support. Therefore, the organisation known as Canefields Clubhouse Beenleigh Inc, its affiliates and Components, management committee members, sub-committee members, all employees and volunteers, shall scrupulously avoid any conflict between their respective personal, professional or business interests and the interest of the Association, in any and all actions taken by them on behalf of the Association in their respective capacities.

Consequently, the management committee, sub-committees, employees and volunteers have the responsibility of administering the affairs of Canefields Clubhouse honestly and prudently, and of exercising their best care, skill, and judgment for the sole benefit of Canefields Clubhouse. Those persons shall exercise the utmost good faith in all transactions involved in their duties, and they shall not use their positions with Canefields Clubhouse or knowledge gained there from for their personal benefit. The interests of the organisation must be the first priority in all decisions and actions.

Persons Concerned

The statement is directed not only to management committee members, sub-committee members, but to all employees and volunteers who can influence the actions of Canefields Clubhouse. For example, this would include all who make purchasing decisions, all persons who might be described as “management personnel,” and anyone who has proprietary information concerning Canefields Clubhouse.

Nature of Conflicting Interest

Conflict of Interest is defined as “A situation where a person has a personal interest in a matter the subject of a decision or duty of the person”.

A conflict of interest may arise in the discharge of a management committee member, sub-committee member, staff member or volunteer’s official functions or duties, including decision-making, handling complaints, applying Policies & Procedures.

Conflicts of interest can be financial or personal and involve the interests of the management committee member, the sub-committee member, the staff member or volunteer, or members of their family.

A lack of impartiality may arise as a result of family relationship, close friendship or enmity, whether or not financial loss or gain is involved.

Management committee members, the sub-committee members, the staff members or volunteers, should avoid situations in which private interests impact upon or may impact upon the discharge of duties.

Areas in Which Conflict May Arise

Conflicts of interest may arise in the relations of management committee members, sub-committee members, employees and volunteers, with any of the following third parties:

a. The sale, purchase, lease or rental of any property or other asset.

b. Employment, or rendition of services, personal or otherwise

c. The award of any grant, contract, or subcontract

d. The investment or deposit of any funds of the Association.

e. Family relationships & close friendships and other employees

Avoiding and Disclosing Conflicts of Interest

Management committee members, sub-committee members, all employees and volunteers, should avoid any financial or other interest or undertaking that could directly compromise the performance of their duties. If such person has a potential or actual conflict of interest (that is, where they could be influenced or could appear to be influenced in the performance of duties) the person must notify the President, in his/her absence the Vice-president.

A Management committee member, sub-committee member, employee or volunteer of Canefields Clubhouse must:

· Perform their duties impartially;

· Avoid situations in which private interest, whether financial or otherwise, conflicts or might reasonably be thought to conflict with their duties;

· Disclose any potential or actual conflict of interest to the President or in his/her absence the Vice-President;

· Disclose any potential or actual conflict of interest of a member of the immediate family;

· In cases where a conflict of interest exists or might reasonably appear to exist obtain the written authorization of the Management Committee to continue to discharge the duties in question or cease the duties in question until the Management Committee has examined the matter and directed the person in question in writing about further action and duties; and

· Not solicit or accept from any person any remuneration or benefit for the discharge of duties to gain directly or indirectly a financial advantage for himself or any other person over and above the official remuneration, nor accept any gift, hospitality or concessional travel other than permitted.

Disclosure Policy and Procedure

In any matter where an actual or potential conflict of interest arises,

such person shall immediately give notice of such interest or relationship to the President, in his/her absence, the Vice-President and shall thereafter refrain from discussing or voting on the particular transaction in which he/she has an interest, or otherwise attempting to exert any influence on the Association, or its components to affect a decision to participate or not participate in such transactions.

Disclosure in the organization should be made to the President (or if she or he is the one with the conflict, then to the Vice-president),

who shall bring the matter to the attention of the Management Committee. Disclosure involving directors should be made to the management committee President, (or if she or he is the one with the conflict, then to the vice- president) who shall bring these matters to the Management Committee.

Implementation by Management Committee

Where a disclosure is made to the Management Committee, the Management Committee may:-

· Authorise in writing continuation of the involvement of the management committee member, sub-committee member, employee or volunteer in the matter;

· Require the management committee member, sub-committee member, employee or volunteer to cease acting in any or all aspects of the matter;

· Direct the management committee member, sub-committee member, employee or volunteer to cease supporting or involvement with a third party to the matter: or

· Issue any other directive required to avoid the conflict of interest.

The Management Committee shall determine whether a conflict exists and in the case of an existing conflict, whether the contemplated transaction may be authorized as just, fair, and reasonable to Canefields Clubhouse. The decision of the Management Committee on these matters will rest in their sole discretion, and their concern must be the welfare of Canefields Clubhouse and the advancement of its purpose.

Where the President may be involved in the matter and where potential or actual conflict of interest involves or may involve the President directly or indirectly, the President shall take no action other than to immediately refer the matter the Vice President.

All conflicts of interest disclosed to the Management Committee and all directions given about handling each matter, should be recorded in writing.

Seeking Advice & Further Information

Any Management Committee Member, sub-committee member, staff member or volunteer who requires further information may contact:

· Consult the Association’s Policies & Procedures

· The Office of the Queensland Ombudsman

· The Dispute Resolution Centre (1800 017 288)

Clubhouse Board member Job Description

Position: Member of the Management Committee

Time Commitment: Approximately five hours per month (meetings, preparation, consultation)

Term: Elected annually by a majority vote of the Management Committee, no term limits

Accountability:

The Canefields Clubhouse Management Committee is collectively accountable to the general community, funding bodies and other stakeholders. They are accountable for the Clubhouse’s performance in relation to its mission and strategic objectives and for the effective stewardship of financial and human resources.

Authority:

Individual management committee members have no authority to approve actions by the Clubhouse, to direct staff, or to speak on behalf of the Clubhouse, unless given such authority by the full Management Committee.

The full management committee has legal authority for all policies, procedures and practices of the Clubhouse.

Responsibility:

Management committee members are responsible for acting in the best long-term interests of the Clubhouse and its community. Each member of the board is responsible for bringing their individual life experience, talents and skills to this task along with a commitment to informed decision making and an inclusive perspective.

General Duties:

Every member of the Canefields Clubhouse management committee is expected to do the following:-

· Prepare for and attend management committee meetings

· Work as a team member and support management committee decisions

· Participate in the review of the Clubhouse’s mission and objectives and the development of a strategic plan

· Monitor the performance of the organisation in relation to the objectives and core values the International Standards for Clubhouse Programs

· Approve the budget and monitor financial performance in relation to it

· Abide by the by-laws and other policies that apply to the board

· Establish, review and monitor policies that guide core operational practices (eg. Financial management, human resources management, Clubhouse training action plans and ICCD Certification recommendations)

· Participate in hiring, annually reviewing the Director

· Fundraising for the Clubhouse

· Public Relations for the Clubhouse

· Transitional Employment Development for the Clubhouse

· Participate in the board and Clubhouse committee work

· Participate in the recruitment of new board members

· Participate in regular self-evaluation of the Board of Directors itself

· Keep informed about issues in the general community relevant to mission and operations of the Clubhouse

Qualifications:

· A knowledge of the local and regional community

· A commitment to the Clubhouse and its mission and vision for the future

· Time available for participation on the Board of Directors

· A willingness to engage in building success for the Clubhouse

Evaluation:

A board member’s performance is evaluated annually in the context of a full board self-evaluation and the level of success at carrying out the duties and responsibilities described above.

Removal of a member of the board:

A management committee member may be removed from the board by majority vote or if absent for three consecutive meetings without a reasonable excuse.

Effective Clubhouse Partnerships: Board, Director, members, Staff

An ICCD Clubhouse is rooted in a partnership among its management committee, the director, as well as the members and staff of the clubhouse. While everyone works toward the same goal, the responsibilities are not identical. This chart is designed to convey a structure that can be helpful in deciding who does what regarding the many activities that ensure a thriving Clubhouse. We suggest an annual review of this document. It has two purposes:

a) To clarify responsibilities so as to produce a powerful collaboration and

b) To avoid any misunderstandings that would take energy away from the important task of creating and sustaining the Clubhouse.

Activity

Responsibility

Planning:

Direct the process of planning	Members/staff/executive director
Provide input for establishment of long range goals	Members/staff/executive director
Approve and acquire resources to meet long range goals	Board
Formulate annual programmatic objectives	Members/staff/executive director
Formulate annual fiscal objectives	Board
Organise regular input from Clubhouse community	Members/staff/executive director
Monitor achievement of goals and objectives	Members/staff/executive director

Programming:

On going assessment of members’ needs	Members/staff/executive director
Run the clubhouse daily	Members/staff/executive director
Oversee evaluation of clubhouse quality	ICCD/ Funding Bodies/Members/staff/executive director
Maintain program records; prepare program reports	Members/staff
Prepare preliminary budget	Board Treasurer/Business Manager/ Executive Director
Finalise and approve budget	Board
See that expenditures are within budget during the year	Executive Director
Solicit contributions in fundraising campaigns (not profits)	Board/Director/Fund Developer/Members
Organise fundraising campaigns	Board/Director/Fund Developer/Members
Approve expenditures outside authorized budget	Board
Ensure annual audit of organization	Board Treasurer/Executive Director, Auditor

Personnel:

Employ and assess Executive Director according to Clubhouse Mission and Clubhouse Annual Goals	Board
Direct Work of the staff	Executive Director
Hire and discharge staff	Executive Director
Decision to add staff	Board/Executive Director
Evaluate staff performance	Members/Executive Director

Community Relations

Convey meaning of organisation to community	Board & Executive Director
Public relations	Board & Executive Director
Create appropriate collaborations based on goals	Executive Director

Board Committees:

Appoint committee chairs and committee members	Board
Call committee chair to urge him/her into action	Board
Promote attendance at Board/committee meetings	Board & Executive Director
Recruit new Board members	Board
Plan agenda for board meetings	President, Board & Executive Director
Take minutes at board meetings	Secretary/Board
Plan and propose committee organization	Board & President
Educate board about ICCD Standards, ICCD Activities and state or regional clubhouse activities	President & Executive Director
Sign Legal documents	Executive Director & Board
Follow-up to ensure implementation of Board and committee decisions	Executive Director & Board
Guarantee effective communication between committees	Executive Director & Board

CONFIDENTIALITY AGREEMENT

Agreement between

“Canefields Clubhouse”

and

“Committee Member”

“Canefields Clubhouse”

Full Name: Canefields Clubhouse Beenleigh Inc

Address: 21 City Road, Beenleigh Qld 4207

and

“Committee Member”

Full Name:

…………………………………………………………………………

Title:

…………………………………………………………………………

Position:

…………………………………………………………………………

Address:

…………………………………………………………………………

“Clubhouse Purpose”

“The Clubhouse Purpose” is as summarised below:

Vision: Individuals with psychiatric disability will have access to the respect and dignity offered by the clubhouse, and to the full range of clubhouse opportunities, as they rebuild their lives. Individuals are supported to achieve/maintain socially and vocationally satisfying lives.

Mission Statement: Canefields Clubhouse is a psychosocial rehabilitation program offering adults with a psychiatric disability an opportunity to experience meaningful and productive lives within their communities.

“Confidential Information”

“Confidential Information” means any confidential, financial, technical, sensitive, personal, or commercial information of, by or relating to Canefields Clubhouse (whether oral, written, electronic or pictorial) relating to or arising out of, either directly or indirectly, the Clubhouse Purpose but does not include information which:

(i) was in the public domain, or in the Committee Member’s possession prior to the date of this agreement;

(ii) comes into the public domain after the date of this agreement;

(iii) is supplied to the Committee Member by another party who is under no obligation of confidence to the Canefields Clubhouse or with the express authority of the board.

TERMS OF AGREEMENT

1. The Committee Member acknowledges that the Confidential Information provided or conveyed to him or her concerning the Clubhouse Purpose and associated activities is and at all times remains the property of Canefields Clubhouse and is made available by Canefields Clubhouse for the purpose of fully and effectually performing the Committee Member’s duties and/or properly undertaking, carrying out and achieving the Clubhouse Purpose and all related activities.

2. The Committee Member agrees and undertakes that he or she will not use the Confidential Information so provided for any other purpose than as stated in Clause 1 above without the express written consent of the Canefields Clubhouse board.

3. The Committee Member undertakes that he or she will not disclose the Confidential Information provided to any other party, nor publish, use, reproduce or copy the Confidential Information, or allow it to be published, used, reproduced or copied by any other party without the express written prior consent of the Canefields Clubhouse board except:

(a) as necessary for the the purpose outlined in Clause 1;

(b) as required by law; or

4. The Committee Member acknowledges that the duty of confidentiality is a continuing obligation and continues both during his or her membership of the Committee of Canefields Clubhouse and for the period or 12 months after the cessation or termination of that membership for whatever reason.

5. The Committee Member undertakes to maintain reasonable and effective security measures to protect the Confidential Information from unauthorised access, use, reproduction or disclosure.

6. On the request of the Canefields Clubhouse board the Committee Member undertakes to deliver up all the Confidential Information provided during the court of his or her membership, within 14 days (fourteen days) of receipt of the request.

7. The Committee Member undertakes to immediately bring any actual, potential or threatened breach of this agreement or the duty of confidentiality by any person, officer, employee or agent of Canefields Clubhouse to the attention of the Canefields Clubhouse board to allow necessary and appropriate remedial action to be taken.

8. The Committee Member acknowledges that the terms and conditions of this agreement are reasonable and are necessary for the protection of the Confidential Information of the Canefields Clubhouse and the rights of its board, members, officers, employees and agents.

9. The Committee Member, by signing this agreement acknowledges receipt of and agrees to be bound by and to comply with the requirements of the Canefields Clubhouse Constitution.

10. The Committee Member acknowledges that any breach of the terms and conditions of this agreement may result in legal action, including a claim for damages against the Committee Member.

ACKNOWLEDGEMENT AND AUTHORISATION

Canefields Clubhouse

Committee Member

………………………………………………………

Name (Printed)

………………………………………………………

Name (Printed)

………………………………………………………

Signature

………………………………………………………

Signature

………………………………………………………

Witness (Printed)

………………………………………………………

Witness (Printed)

………………………………………………………

Witness Signature

………………………………………………………

Witness Signature

………………………………………………………

Date

………………………………………………………

Date

Budget Policy

Aim:

To ensure sound financial management and ongoing accountability for expenditures.

Policy:

1. At Canefields Clubhouse, we comply with Section 33 “Funds & Accounts” in the Constitution.

2. Canefields Clubhouse must have a budget at the start of the financial year. This budget will include expected income, expenditure and cash flow projections.

3. Canefields Clubhouse’s budget for the financial year must be ratified at a Management Committee meeting.

4. The budget must be put onto the Cash Flow Manager system used by Canefields Clubhouse.

5. A financial report is to be presented at the Management Committee meeting bi-monthly.

Budget Procedure:

· As part of their induction, Senior Staff and Management Committee members will be advised of section 33 “Funds & Accounts” in the constitution.

· The Executive Director will prepare a budget at the beginning of each of Canefields Clubhouse financial year.

· The budget will include expected income, expenditure and cash flow projections.

· The Executive Director and the Treasurer will present the budget to the Management Committee to be ratified at the first Management Committee meeting of the financial year.

· The budget will include expected income, expenditure and cash flow projections.

· The Executive Director will send the Treasurer a monthly financial report, which will then be presented to the Management Committee.

· The Management Committee and the Executive Director will regularly review and update the budget.

Privacy, Confidentiality & Freedom of Information Policy

All Canefields Clubhouse Policies and Procedures relate to all members, management committee members and staff.

Staff is defined as persons engaged in work of the program, volunteer or student placement work at Canefields Clubhouse.

Purpose:

To promote and affirm that all members, staff and management committee members have the right to privacy, confidentiality and freedom of information.

Policy:

1. All members, staff and management committee members have the right to privacy, confidentiality and freedom of information.

2. Any individual has the right to access information relative to him/herself.

3. Confidential information relating to an individual is not to be released to anyone without written consent from the individual.

4. The only information collected and stored by Canefields Clubhouse Beenleigh Inc. shall be that which is directly relevant and necessary for Canefields Clubhouse programs (see Privacy Policy for more information)

5. Should a member or staff member have no contact with Canefields Clubhouse for a period of five (5) years, all confidential information relevant to that individual will be shredded using the office shredder.

6. Financial files must be kept for seven years, after which they will be shredded.

7. All other files must be kept for a period of five (5) years, after which they are shredded.

8. All members, staff and Canefields Clubhouse management committee members shall be informed of these rights.

9. The security of member and staff personal data in the databases and documents on the computer is maintained by the use of passwords and permission is restricted.

10. All personal files for members and staff are secured in a folder and kept in a locked filing cabinet in the office.

Privacy Policy (Privacy Act 1^st December 2001)

Canefields Clubhouse Beenleigh Inc strives to act with the highest integrity and offer the best to consumers of the Association’s services.

To provide the highest standard of service to all of its consumers, from time to time Canefields Clubhouse needs to collect personal information. It is therefore important that the consumer is confident that their personal information entrusted to Canefields Clubhouse is treated with the appropriate degree of privacy.

Why Canefields Clubhouse collect personal information?

Canefields Clubhouse Beenleigh Inc is committed to respecting the privacy of all personal information. This is achieved by complying with the Commonwealth Privacy Act in relation to the management of personal information.

We are bound by a set of National Privacy Principles that establish the benchmark for how personal information should be handled. Canefields Clubhouse Beenleigh Inc has adopted these principles, as part of our standard business procedures.

What this means is that all personal information received by Canefields Clubhouse Beenleigh Inc is dealt with in a uniform manner and great care is taken to maintain the security of this information at all times.

We believe our Clients (Members) can feel safe in the knowledge that we safeguard their personal and health information ensuring that confidentiality is respected and information is stored securely.

Information Collected

Information about our Clients (Members), may include the following:-

Details of Social and Support workers, clinic attended
Contact phone numbers and addresses
Medical information and diagnosis
Income information
Care and goal plan recording
Social history

Purpose for Collecting Information

Canefields Clubhouse Beenleigh Inc collects personal information for the following purposes:

To provide appropriate goal setting and planning
To enable us to contact a nominated person/persons to lawfully inform of a Clients (Members) health status
To enable relevant information to support Client (Member)

Personal information collected by Canefields Clubhouse would always be with the individual’s consent and where possible this would be in writing.

Personal information is not disclosed to any other person or group unless the individual has consented verbally or preferably in writing.

From time to time Canefields Clubhouse may update individual’s personal information, this would be done by contacting the individual or when the individual contacts Canefields Clubhouse.

How Personal Information is Secured

The protection of personal information is a priority to Canefields Clubhouse and precautions to safe-guard personal information from misuse, unauthorised access or disclosure are taken.

Hard copy records of personal information are kept in Canefields Clubhouse filing system.

Staff may need to make contact with an individual who has agreed to such contact for the purpose of follow-up, evaluation or to update records. The nature of this contact will be subject to agreement from the individual.

Canefields Clubhouse Privacy Policy and procedures will be constantly reviewed in accordance to any changes in the law.

Access and Complaints

An individual has the right to complain about a breech of privacy.

If you would like to request access to personal information held by Canefields Clubhouse Beenleigh Inc, or if you are concerned that information may be inaccurate or has been handled inappropriately:-

Please contact the Director or directly to the Federal Privacy Commissioner on phone 1300 363 992 or write to the Office of the Federal Privacy Commissioner, GPO Box 5218 Sydney 2001.

All requests and complaints are taken seriously and we will endeavour to deal with them promptly.

Canefields Clubhouse Beenleigh Inc

General

Entry and Exit Policy

Clubhouse Tours

Visitors Policy

Behavioural Policy

Confidentiality Agreement

Anti-discrimination Policy

Cultural Competency Policy

Abuse Neglect & Exploitation Policy

Freedom from Abuse, Neglect and Exploitation Policy

Sexual Harassment Policy

Complaints Procedure

Grievance Policy

Code of Conduct

Critical Incident Reporting Policy

Accident/Incident Report

Evacuation Policy

First Aid Policy

Smoking Policy

Information Technology Policy

Visitors Policy

Canefields Clubhouse places great importance on providing a safe environment for all the people who attend its services.

Definitions:

Member – a person who has been inducted as a member as per the Clubhouse orientation process.
Employee – anyone directly employed by Canefields Clubhouse Beenleigh Inc.
Student Placement – anyone who has been inducted as per the Clubhouse student placement induction process.
Board Member – a person who has been elected or seconded on to the Management Committee of Canefields Clubhouse.
Visitor – anyone who is not a member, employee, student placement or board member of Canefields Clubhouse Beenleigh Inc including (but not restricted to):trades people, vendors, representatives of community , government or private agencies; family, friends, support workers or advocates of members, employees, student placements or board members.
If a member, employee, student placement or board member is at the Clubhouse for a purpose other than those defined (e.g. A member is here as a paid support worker of another member), then they will be recognised as visitors.

Policy

Visitors are welcome at Canefields Clubhouse Beenleigh Inc provided:

There is a clear purpose for the visit.
The policies and procedures at Canefields Clubhouse Beenleigh Inc are respected and followed.
The values and mission of Canefields Clubhouse Beenleigh Inc are followed.
All visitors sign the daily attendance sheet on arrival and departure.
All visitors report to the reception area of Canefields Clubhouse to be issued with a visitor badge.
Visitors do not become involved or engaged with members or issues which fall outside of the purpose of their visit (other than social interaction).
Visitors report any concerns or complaints to the Director of Canefields Clubhouse.
Canefields Clubhouse can provide a safe respectful environment as per the OHS&W and EO policies of Canefields Clubhouse Beenleigh Inc.
Canefields Clubhouse Beenleigh Inc has the human and physical resources to accommodate the visit.

Behavioural Policy

Canefields Clubhouse Beenleigh Inc defines a Member as any person over the age of 18 who has a diagnosed psychiatric illness and wishes to attend the Clubhouse.

Staff are defined as persons engaged in office, unit work, social recreation or any other program of the clubhouse, volunteer or student placement work at Canefields Clubhouse Beenleigh Inc.

Definition:

· Disruptive behaviour is any action that may cause harm to another person or yourself, whether it is verbal or physical.

Purpose:

To prevent harm being caused to any person involved with Canefields Clubhouse Beenleigh Inc due to disruptive behaviour.

Aims:

· To ensure that all members and staff are aware of what constitutes a disruptive behaviour.

· To inform all members and staff that continued disruptive behaviour is not acceptable.

· To promote the safety of all persons involved with Canefields Clubhouse Beenleigh Inc.

· To ensure that the appropriate staff members are informed of any disruptive behaviour.

· To ensure that any disruptive behaviour does not continue to harm or affect any individual at Canefields Clubhouse Beenleigh Inc.

Policy:

· Upon their appointment all employees, volunteers and student placements must be made aware of the Behavioural Policy and Procedure.

· All members must have easy access to the Behavioural Policy and Procedure if they wish to clarify what constitutes disruptive behaviour.

· All cases of disruptive behaviour must be reported to the staff member present who will then report it to the Executive Director if required.

· Canefields Clubhouse Beenleigh Inc must ensure that all attempts are made to resolve the disruptive behaviour through consultation with the person(s) involved, staff and the executive director and any significant other (eg parents, case workers, carers, guardians).

· If continued disruptive behaviour is not able to be resolved, the person(s) carrying out the disruptive behaviour will be asked to leave the workshop or program until reviewed by the Executive Director or his/her delegate.

· The Sign in Sheet must be located with a designated staff member at the commencement of each work ordered day, or program. Emergency contact number for each member must also be located in file or on office computers.

Behavioural Procedure

1. If any behaviour displayed by a member leads to, or constitutes disruptive behaviour during any work ordered day, or program of the clubhouse, the staff member or member who observes the behaviour is to immediately alert the Assistant Director or Executive Director.

2. If the behaviour continues to disrupt the work ordered day, or program, the responsible staff member should direct that the member be removed from the work ordered day, or program, under the supervision of a staff member.

3. If the matter can be resolved, the member may be allowed to return to the work ordered day, or program.

4. If the behaviour continues, the appointed staff member will ask the member to leave the work ordered day, or program. The appointed staff member, may ring a significant other (eg parents, case workers, carers, guardians).

5. If the people listed in the file or Database cannot be contacted ring 000 and ask for the appropriate service (if the assistant/executive Director) deems this necessary).

6. The Assistant Director/Executive Director will then arrange for follow up with the significant other (eg parents, case workers, carers, guardians) as required.

7. An Incident Report form must be completed by the staff member and given to the Executive Director.

8. The Executive Director will assess the situation and take further action if needed.

9. A copy of the Incident Report must be placed in the Member’s file along with documentation of action taken.

Privacy, Confidentiality & Freedom of Information Policy

All Canefields Clubhouse Policies and Procedures relate to all members, management committee members and staff.

Staff is defined as persons engaged in work of the program, volunteer or student placement work at Canefields Clubhouse.

Purpose:

To promote and affirm that all members, staff and management committee members have the right to privacy, confidentiality and freedom of information.

Policy:

All members, staff and management committee members have the right to privacy, confidentiality and freedom of information.
Any individual has the right to access information relative to him/herself.
Confidential information relating to an individual is not to be released to anyone without written consent from the individual.
The only information collected and stored by Canefields Clubhouse Beenleigh Inc. shall be that which is directly relevant and necessary for Canefields Clubhouse programs (see Privacy Policy for more information)
Should a member or staff member have no contact with Canefields Clubhouse for a period of five (5) years, all confidential information relevant to that individual will be shredded using the office shredder.
Financial files must be kept for seven years, after which they will be shredded.
All other files must be kept for a period of five (5) years, after which they are shredded.
All members, staff and Canefields Clubhouse management committee members shall be informed of these rights.
The security of member and staff personal data in the databases and documents on the computer is maintained by the use of passwords and permission is restricted.
All personal files for members and staff are secured in a folder and kept in a locked filing cabinet in the office.

Privacy Policy (Privacy Act 1^st December 2001)

Canefields Clubhouse Beenleigh Inc strives to act with the highest integrity and offer the best to consumers of the Association’s services.

Why Canefields Clubhouse collect personal information?

We believe our Clients (Members) can feel safe in the knowledge that we safeguard their personal and health information ensuring that confidentiality is respected and information is stored securely.

Information Collected

Information about our Clients (Members), may include the following:-

Details of Social and Support workers, clinic attended
Contact phone numbers and addresses
Medical information and diagnosis
Income information
Care and goal plan recording
Social history

Purpose for Collecting Information

Canefields Clubhouse Beenleigh Inc collects personal information for the following purposes:

To provide appropriate goal setting and planning
To enable us to contact a nominated person/persons to lawfully inform of a Clients (Members) health status
To enable relevant information to support Client (Member)

Personal information collected by Canefields Clubhouse would always be with the individual’s consent and where possible this would be in writing.

Personal information is not disclosed to any other person or group unless the individual has consented verbally or preferably in writing.

From time to time Canefields Clubhouse may update individual’s personal information, this would be done by contacting the individual or when the individual contacts Canefields Clubhouse.

How Personal Information is Secured

The protection of personal information is a priority to Canefields Clubhouse and precautions to safe-guard personal information from misuse, unauthorised access or disclosure are taken.

Hard copy records of personal information are kept in Canefields Clubhouse filing system.

Canefields Clubhouse Privacy Policy and procedures will be constantly reviewed in accordance to any changes in the law.

Access and Complaints

An individual has the right to complain about a breech of privacy.

Please contact the Director or directly to the Federal Privacy Commissioner on phone 1300 363 992 or write to the Office of the Federal Privacy Commissioner, GPO Box 5218 Sydney 2001.

All requests and complaints are taken seriously and we will endeavour to deal with them promptly.

Confidentiality Agreement

It is the policy of Canefields Clubhouse Beenleigh Inc to retain client (member) records, including medical information within Canefields Clubhouse Beenleigh Inc at all times and to ensure that confidentiality and security are maintained.

Any employee who has access to any information concerning client (Member) must observe the policy on confidential information.

The aim of this agreement is to make an absolute commitment to confidentiality in the Canefields Clubhouse community. There are

Several reasons for placing such a high value on confidentiality:-

People can be harmed when information about them is revealed to others, because of the way other people react, eg ridicule, stigmatizing, ostracism, animosity. This is especially so in the mental health field. Even without open negative responses, other people knowing about your personal issues can cause embarrassment and loss of self esteem.
People who experience mental health problems have long been treated as objects subject to the control of others. Part of this control is the interchange of information about the ‘patient-object’. Other people knowing intimate things about you can reduce your sense of being in control of your life. People value autonomy, and want control over how they live and how they interact with others.
Canefields Clubhouse is an open trusting place where people can be relaxed and not on their guard all the time. Breaches of confidentiality will damage this environment.

Breach of confidentiality is a disciplinary offence, which will result in immediate termination of employment.

1. I,_________________________ understand the content of and the

Ramification of breaching this Confidentiality Agreement and agree confidentiality is a core value of Canefields Clubhouse.

2. I agree not to pass on to anyone inside or outside Canefields Clubhouse information at all about any person in the Clubhouse community. This includes names and any information about personal life and circumstances, health and treatment, and incidents inside or outside Clubhouse.

3. The only exceptions to 2 above are:

· Where a person gives consent for information concerning herself/himself to be passed on.

· Where I believe a person or persons will be at risk of harm if information is not passed on. In this case I will first discuss the matter with the Director if possible.

NB: All staff, volunteers and students on placement are requested to sign the above Confidentiality form.

Anti-discrimination Policy

This association does not tolerate any form of discrimination. We believe all members, management committee members and staff have a right to work in an environment free of discrimination and harassment.

Discrimination undermines proper working relationships and may cause low motivation and non attendance or resignations.

Under Federal and State Anti-discrimination Act 1991, discrimination on the following grounds is against the law:-

Sex marital status pregnancy social origin

Age parental status impairment

Race criminal record political belief and activity

Religion trade union activity lawful sexual activity

It is also against the law to discriminate against anyone on the grounds of associated relationship to a person on the basis of any of the above attributes.

The Management Committee of Canefields Clubhouse will ensure that all staff and people who participate in the workplace are treated equitably and are not subject to unfair discrimination. They will also ensure that those who make complaints, or witnesses, are not victimized in any way. Any reports of unfair discrimination or harassment will be treated seriously, promptly, confidentially and impartially. A written complaint is not required.

Disciplinary action will be taken against anyone who discriminates against a co-worker, volunteer or student who participates in our service. Discipline may involve a warning, counseling or dismissal, depending on the circumstances.

What is Discrimination?

Discrimination occurs when someone is treated unfavorably because of one of the following characteristics. Discrimination may involve, but is not limited to:-

Offensive ‘jokes’ or comments about another worker’s racial or ethnic background, sexual preference, age, disability or physical appearance.
Display of pictures, computer graphics or posters which are offensive or derogative
Expressing negative stereotypes of particular groups.
Judging someone on their political or religious beliefs rather than their work performance
Using stereotypes or assumptions to guide decision-making about a person character
Undermining a person’s authority or work performance because you dislike a individuals personal characteristics.

What to do if you are Discriminated against

There are several options. Choose the course of action you feel most comfortable with. It is recommended that discrimination is not ignored, thinking it will go away – often it just gets worse.

You may wish to refer to Canefields Clubhouse Grievance Procedures, speak to the Director.

If you feel your complaint has not been satisfied by using the above process you may wish to make a complaint under anti-discrimination legislation to the:-

Anti-Discrimination Commission Office:

GPO Box 853

BRISBANE Q 4001

Telephone: (07) 3239 3365

Cultural Competency Policy

All Canefields Clubhouse Policies and Procedures relate to all members, management committee members and staff.

Staff is defined as persons engaged in work of the program, volunteer or student placement work at Canefields Clubhouse.

Policy

· It is the policy of Canefields Clubhouse to deliver services in a non-discriminatory and culturally sensitive way.

· Cultural competence is best viewed as an ongoing process and an ideal to strive towards (Diller 2004). Rather than simply complying with legislation, meeting minimum stands of practice, or having a fixed end point, cultural competence is a process which continually evolves.

Principle

· All staff are trained in cultural sensitivity and discrimination.

· Cultural diversity is valued.

· Canefields has an awareness of assumptions and biases and works proactively to reduce such barriers.

· Canefields manages the dynamics of cultural difference and works to improve the interactions between different cultures.

· An understanding of different cultures is integrated into service delivery.

Procedures

· Culturally and linguistically diverse staff are employed by Canefields Clubhouse (where possible)>

· Staff receive comprehensive training for cultural competence.

· Resources on cultural competence and ethno-specific information is available to staff and members.

· All posters and information around Canefields Clubhouse can be easily seen and read and information is available in languages other than English.

· An annual evaluation of Canefields cultural competence is conducted.

· Staff are encouraged to be flexible in their approach and seek information on specific cultural behaviours to ensure sensitivity to cultural difference.

· A translating and interpreting service can be arranged.

· Internal and external training opportunities are available in cultural competency.

Abuse, Neglect and Exploitation Policy

All Canefields Clubhouse Policies and Procedures relate to all members, management committee members and staff.

Staff is defined as persons engaged in work of the program, volunteer or student placement work at Canefields Clubhouse.

Purpose:

To ensure that all Canefields Clubhouse, members, management committee members and staff are aware of the mechanisms of support should they witness or be the victim of abuse, neglect or exploitation.

Aims:

· To promote a zero tolerance policy on abuse, neglect or exploitation.

· To ensure that all Canefields Clubhouse, members, management committee members and staff understand what constitutes abuse, neglect or exploitation

Definition of Abuse:

· To hurt or injure by maltreatment

· To force sexual activity on

· To assail with contemptuous, coarse, or insulting words

Definition of Neglect:

· Failure to provide responsible supervision

· Failure to provide a safe workplace or workspace for any Canefields Clubhouse related activities

· Failure to render assistance in matters of Workplace Health and Safety

· Failure to assist with appropriate medical care when required, in a timely manner

Definition of Exploitation:

· Canefields Clubhouse defines exploitation as any act that victimizes or treats someone unfairly

· This also refers to the selfish or unfair using of someone for one’s own advantage

· Exploitation is a form of abuse

Policy:

· All members, management committee members, and staff of Canefields Clubhouse have the right to the protection of legal and human rights, and freedom from abuse, neglect and exploitation

· In the event of abuse, neglect or exploitation, clause three of the Privacy, Confidential and Freedom of Information policy will be made void. This clause states that “Confidential information relating to an individual is not be released to anyone without written consent form the individual”. Confidential information relating to an individual is to be released ONLY to the legal authorities.

· All members, management committee members and staff of Canefields Clubhouse shall be made aware of the Anti-Discrimination Acts, both federal and state, and also the Disabilities Services Act 2006.

Abuse, Neglect and Exploitation Procedures

Members, management committee members and staff may enlist the support of an advocate at any time during the following process. The advocate must sign a disclaimer which states that they are acting on behalf of their behalf.

Of a member, management committee member or staff member witness abuse, neglect or exploitation, it should be reported immediately to the Executive Director. The Executive Director will ensure that confidentiality is maintained regarding the issue and that the person who reported the suspicion will not experience discrimination as a result.
In cases where the suspicion is regarding the Executive Director, this should be reported to the President of the Management Committee. Confidentiality will be maintained regarding the issue.
The Executive Director of Canefields Clubhouse will immediately report any suspicion of abuse, neglect or exploitation to Canefields Clubhouse’s Disability Services Queensland Community Resource Officer who will refer it to the responsible officer who will follow the necessary resolution procedures. (For further information on DSQ’s policy and procedures on Abuse, Neglect and Exploitation please go to www.disability.qld.gov.au/publications/abuse-policy/introduction.html)
Canefields Clubhouse will comply with any directive from Disability Services Queensland as a result of the investigation within their required timeframes.
The alleged perpetrator will be immediately suspended from Canefields Clubhouse and its associated programs and activities until the allegation is disproved.
If the allegation is proved the perpetrator will be permanently expelled an any necessary legal action will be taken immediately with the direction of Disability Services Queensland.
Issues relating to abuse, neglect and exploitation are seen as critical incidents for all parties and therefore the support mechanisms outlined in the Critical Incident Procedure should be invoked. This should include independent counseling as requested.

Freedom from Abuse, Neglect and Exploitation Policy

All Canefields Clubhouse Policies and Procedures relate to all members, management committee members and staff.

Staff is defined as persons engaged in work of the program, volunteer or student placement work at Canefields Clubhouse.

Canefields Clubhouse Beenleigh Inc is committed to preventing and responding to the abuse, neglect or exploitation of members, management committee members and staff. Canefields Clubhouse Beenleigh Inc abides by the human rights principles of the Disability Services Act 2006, including the principle that people with a disability have the same human rights as other members of society and should be empowered to exercise their rights. This is best achieved through an integrated app[roach that targets the cultural, environmental and interpersonal causes of abuse, neglect and exploitation.

Purpose:

To ensure that all Canefields Clubhouse, members, management committee members and staff are aware of the mechanisms of support should they witness or be the victim of abuse, neglect or exploitation.

Aims:

· To promote a zero tolerance policy on abuse, neglect or exploitation.

· To ensure timely, adequate and appropriate responses to incidents.

· To ensure that all Canefields Clubhouse, members, management committee members and staff understand what constitutes abuse, neglect or exploitation.

· To promote a culture of no retribution in the case of reporting of suspected or alleged abuse, neglect or exploitation.

Definition of Abuse:

Abuse is the violation of a person’s human or civil rights, through an act or actions of commission or omission, by another person, or persons.

· Physical abuse - To hurt or injure by maltreatment/non-accidental physical injury or injuries

· Sexual abuse – To force sexual activity on

· Psychological or emotional abuse - To assail with threatening, contemptuous, coarse, humiliating, intimidating or insulting words. Failure to interact with a person or to deny cultural or religious needs and preferences.

· Financial abuse – Illegal or improper use of a person’s property or finances.

· Chemical abuse – misuse of medications and prescriptions, including the withholding of medication and over-medication.

· Legal or civil abuse – denial of access to justice or legal systems that are available to other citizens. Denial of formal advocacy support.

Definition of Neglect:

Neglect is the failure to provide the necessary care, aid or guidance.

· Failure to provide responsible supervision

· Failure to provide a safe workplace or workspace for any Canefields Clubhouse related activities

· Failure to render assistance in matters of Workplace Health and Safety

· Failure to assist with appropriate medical care when required, in a timely manner

Definition of Exploitation:

Canefields Clubhouse defines exploitation as any act that victimizes or treats someone unfairly.

· Taking advantage of a persons vulnerability in order to use them or their resources, for another’s profit or advantage.

· This also refers to the selfish or unfair using of someone for one’s own advantage or profit.

· Exploitation is a form of abuse

Policy:

· All members, management committee members, and staff of Canefields Clubhouse have the right to the protection of legal and human rights, and freedom from abuse, neglect and exploitation

· In the event of abuse, neglect or exploitation, clause three of the Privacy, Confidential and Freedom of Information policy will be made void. This clause states that “Confidential information relating to an individual is not be released to anyone without written consent from the individual”. Confidential information relating to an individual is to be released ONLY to the legal authorities.

All members, management committee members and staff of Canefields Clubhouse shall be made aware of the Anti-Discrimination Acts, both federal and state, and also the Disabilities Services Act 2006.

Abuse, Neglect and Exploitation Procedures

Members, management committee members and staff may enlist the support of an advocate at any time during the following process. The advocate must sign a disclaimer which states that they are acting on behalf of their behalf.
If a member, management committee member or staff member witness abuse, neglect or exploitation, it should be reported immediately to the Executive Director. The Executive Director will ensure that confidentiality is maintained regarding the issue and that the person who reported the suspicion will not experience discrimination as a result.
In cases where the suspicion is regarding the Executive Director, this should be reported to the President of the Management Committee. Confidentiality will be maintained regarding the issue.
The Executive Director of Canefields Clubhouse will immediately report any suspicion of abuse, neglect or exploitation to Canefields Clubhouse’s Disability Services Queensland Community Resource Officer who will refer it to the responsible officer who will follow the necessary resolution procedures. (For further information on DSQ’s policy and procedures on Abuse, Neglect and Exploitation please go to www.disability.qld.gov.au/publications/abuse-policy/introduction.html)
Canefields Clubhouse will comply with any directive from Disability Services Queensland as a result of the investigation within their required timeframes.
The alleged perpetrator will be immediately suspended from Canefields Clubhouse and its associated programs and activities until the allegation is disproved.
If the allegation is proved the perpetrator will be permanently expelled, and any necessary legal action will be taken immediately with the direction of Disability Services Queensland.
Issues relating to abuse, neglect and exploitation are seen as critical incidents for all parties and therefore the support mechanisms outlined in the Critical Incident Procedure should be invoked. This should include independent counseling as requested.

Sexual Harassment Policy

Canefields Clubhouse considers sexual harassment an unacceptable form of behavior and will not be tolerated under any circumstances. The association believes that all staff who utilize our service should have access to an environment free of intimidation and harassment. Sexual harassment may cause the loss of trained and talented staff and damage productivity. Under the Queensland Anti-Discrimination Act and the Federal Sex Discrimination Act harassment is against the law. The Board of Management and the Director must ensure that all staff and members who use our services are treated equitably and are not subject to sexual harassment. They must also ensure that people, complaints, or witness, are not victimized in any way. Any reports of sexual harassment will be treated seriously and investigated promptly and impartially. A written complaint is not required. Disciplinary action will be taken against anyone who sexually harasses a co-worker or a member. Discipline may involve a warning, transfer, counselling, demotion or dismissal, depending on the circumstances.

What is Sexual Harassment?

Sexual harassment is any form of sexual attention that is unwelcome. It may be touching or other physical contact, remarks with sexual connotations, smutty jokes, sexual favors, leering or the display of offensive material such as pictures. Sexual harassment has nothing to do with mutual attractions. Sexual harassment can be a single incident – it depends on the circumstances. Other incidents, such as an unwanted invitation or compliment may be regarded as harassment. Many people find it difficult to speak up. All staff are responsible for their own behaviour if the behaviour may offend, then don’t do it!

What to do if you are Sexually Harassed

There are several options. Choose the course of action with which you feel most comfortable. You may:

1. Contact the Director

2. Make a complaint under anti-discrimination legislation to the Anti-Discrimination Commission Office.

Anti-Discrimination Commission Office

GPO Box 853

BRISBANE QLD 4001

Telephone: (07) 3239 3365

Toll Free: 1800 068 305

Canefields Clubhouse is committed to providing an environment that is safe for all those who participate in our service.

Complaints Procedure

Association Members, Management Committee Members, Members and staff of Canefields Clubhouse have the right to bring up complaints, and have those complaints dealt with.

Complaints will be treated seriously and in confidence. We believe that resolving complaints will improve the Clubhouse and the service it offers. We also believe that making the process of dealing with complaints clear and predict table will help people use it.

The person making a complaint has the right to be present when it is being discussed.

Members have the right to have an advocate (e.g. a friend or family member) to assist them when making a complaint.

The following process will be used to try and resolve complaints; except where there is violence, sexual harassment or other threatening behaviour. For dealing with these problems, please see separate policy on unacceptable behaviour.

5. If the complaint concerns a particular person, discuss the situation with the

person if possible. If you wish, a staff member can help mediate.

If you are still unhappy, go to step 2.

6. Speak to a staff member about your complaint. If your complaint is about a staff

person, you may speak to a different staff member or go straight to step 3.

If after speaking to a staff member, you are still unhappy, go to step 3.

7. Request that the Grievance Committee deal with your complaint.

To do this:-

· Speak to a staff person or member of the Committee (staff can tell you who is on the Grievance Committee).

· If possible put your complaint in writing. If you like you can use the Clubhouse complaint form.

· If necessary, a staff person or committee member can help you write out your complaint.

The committee will deal with your complaint in a confidential manner, and will make

Recommendations to the Director or the Management Committee about what action

To take.

If you are still unhappy, go to step 4.

8. Only if the matter can not be resolved within Clubhouse you should then follow

The contact numbers under the Grievance and Dispute policy.

Grievance Policy

Definition:

A grievance is a formal statement of complaint.

Purpose:

To provide all Members and Staff with an appropriate process for making a complaint or grievance.

Policy:

1. There will be no recrimination against any Member or Staff who makes a complaint about Canefields Clubhouse Inc. activities, members and/or Staff.

2. All grievances will be handled in a confidential and sensitive manner consistent with Canefields Clubhouse Inc. Policy on Privacy, Confidentiality and Freedom of Information.

3. All Members and Staff have the right to invite, at any stage, an independent advocate to assist them to resolve a grievance with Canefields Clubhouse Inc.

4. All Members and Staff have the right to speak directly to the Canefields Clubhouse Inc. Management Committee. An advocate may only respond to the grievance when invited by the complainant.

5. A member of the Canefields Clubhouse Inc. Management Committee shall be nominated to assume the responsibility of dealing with matters pertaining to sexual harassment.

Grievance Procedure:

1. Canefields Clubhouse Inc. Staff shall report all Members’ grievances and complaints to the Executive Director, except if the grievance concerns the Executive Director. The matter shall then be reported to the chairperson of the Canefields Clubhouse Inc. Management Committee. The role of the Executive Director or Chairperson in such instances is to arrange a meeting with the complainant and his/her advocate as the initial step to resolution of the grievance.

2. Before any formal action can be taken, the grievance must be written, signed and lodged with the Executive Director or the chairperson of the Canefields Clubhouse Inc. Management Committee (using the Grievance Report Form). If the Member does not wish to lodge a written grievance the Executive Director/Chairperson will ask them if an account of the grievance can be signed off by the Member and filed. This will then enable Canefields Clubhouse to identify areas in which grievances are reoccurring and make the necessary changes to help prevent grievances of that nature happening again.

3. An acknowledgement of the grievance from the Executive Directory/Chairperson will be passed onto the person Member making the grievance within 24 hours of the grievance being lodged.

4. A response, (including an invitation for the member or staff member to meet with the Executive Director or Chair of the Management Committee if required) will be provided within seven days in the Member/staff member’s preferred format.

5. Should discussions with the Executive Director fail to resolve the matter to the satisfaction of both parties, then the matter shall be referred, by either party to the Canefields Clubhouse Beenleigh Inc. Management Committee for resolution at the next Management Committee meeting. A response will be provided to the Member/staff member in their preferred format within seven days of resolution.

6. Should the initial meeting with Canefields Clubhouse Beenleigh Inc. Management Committee fail to resolve the matter to the satisfaction of both parties, then the matter shall be referred to an independent arbitrator for assistance. This will be arranged by Canefields Clubhouse in consultation with the Member/staff member within fourteen days of receipt of the Management Committee response.

7. If one (1) month after the independent arbitrator has been appointed the grievance has not been resolved to the satisfaction of both parties, a special general meeting of the Members will be called to resolve the matter.

8. If the special general meeting doesn't resolve the matter to the satisfaction of both parties it may be referred to the Disability Services Queensland Complaints Process. (For further information on DSQ's Complaints Management policy and procedures please go to www.disability.qld.gov.au/complaints/policy.html.)

9. After the grievance process is resolved, and if the grievance was proven, a review will be held by either Staff and/or Management Committee members and appropriate action will be taken to make improvements to service including a review of organisational policy and procedures, staff training and disciplinary action.

Code of Conduct

The Clubhouse has defined certain behaviours as unacceptable at the clubhouse or any clubhouse function. These standards apply to members, staff, and any Clubhouse visitors or guests.

Members, staff and volunteer have the right:

To be free from threat, verbal abuse, put-downs and physical abuse.
To work in a safe, pleasant and healthy environment.
For their property to be safe.
To be free from sexual harassment, verbal or physical.
To be treated with respect by other people in the Clubhouse Community.
To be free from discrimination on the basis of race, religion, gender or any other characteristic.

Unacceptable behaviours include:

Stealing or deliberately damaging property belonging to other people or the Clubhouse.
Actions which threaten safety or disrupt Clubhouse.
Use of illegal drugs at Clubhouse.
Deliberately provoking or annoying another person.
Attending Clubhouse while under the influence of alcohol or substances.
Verbal abuse, threatening language, putdowns and overuse of foul language.
Excessive use of bad language, especially when directed at a person.
Harassment of another on the basis of race, sex, or any other characteristic/condition/ability.

If you feel that another person’s behaviour fits any of the descriptions above you can demand they stop. If they will not listen to you or you feel uncomfortable confronting them yourself you can contact a staff member or one of the people on the Grievance Committee and they will intervene on your behalf. If the behaviour problem persists the person will have to meet the Grievance Committee who will take steps to ensure the behaviour stops.

Dealing with unacceptable behaviour:

Director will decide whether behaviour is serious enough to warrant a ban from attending Clubhouse, or whether the person will be given a second chance.
If the person is given a second chance, the Director and the person together will develop strategies to avoid repetition of the behaviour.
A written contract will be drawn up between the person and Clubhouse, stating the consequences of further unacceptable behaviour (that is, total ban) and the strategies the person will use to remain in control of their behaviour.
The person will apologise to those affected by their behaviour.
The Director will ensure that any persons affected by the unacceptable behaviour are not intimidated so that their participation is not affected.

Critical Incident Reporting Policy

Definition:

A critical incident is any event or series of events that requires immediate action. Critical incidents are overwhelming, threatening and have the potential to cause harm. They may be an assault, (physical or emotional), threats, severe injury, death, fire or a bomb threat.

1. In the event of a critical incident in the premises of Canefields Clubhouse or any program, it is up to the Staff member’s judgment to do whatever necessary to ensure the safety and/or emotional well-being of all present. The staff member must take into account that incidents will affect people differently depending on their age, mental health status and other life events which they might be experiencing.

2. The staff member must check that all present are safe, supported and uninjured.

3. The appropriate staff member(s) must then provide opportunities for debriefing and (if necessary) first aid and/or contact ambulance as required.

4. If any activity or action taken by a member, staff member or member of the public leads to a staff member(s) or member(s) being physically or verbally threatened, all others not involved should quickly and quietly remove themselves from the area.

5. All staff and members who have evacuated from the scene must gather at a safe area designated by the staff member present.

6. In order to provide a witness for both parties, a staff member must remain where the incident is occurring.

7. A staff member who has evacuated the scene must ring 000 if deemed appropriate.

8. Once Emergency Services have arrived all staff are to follow their instructions. Once the incident is over, the staff member must make a decision as to whether it is possible to resume the program depending on the physical and emotional well-being of staff and members.

9. An Incident Report form must be completed by all staff involved and given to the Executive Director.

10. The Executive Director will then assess the situation and the procedure followed to see if further action is needed.

11. All staff involved in the incident must be offered the opportunity to debrief with the Executive Director, and be offered counseling during working hours if the Executive Director deems this appropriate. In cases where the Executive Director is directly involved in the incident, he or she should be offered the opportunity to debrief with the President or his/her delegate from the Management Committee. Members involved in the incident should also be offered the opportunity to debrief with a staff member.

Canefields Clubhouse Accident/Incident Report

Name of injured person……………………………………………………………………………………..

Address:………………………………………………………………………………………………………

Name of staff member in attendance………………………………………………………………………

Incident Details:

Date of Incident/Accident…………………………… Time of Incident/Accident………………………..

Incident Reported To………………………………………………………………………………………...

Nearest of kin/carer/friend advised ……………………………………………………………….Yes/No

Cause of Accident:

Assault by another Person………………………………………………………………………………….

Slip/trip/Fall:…………………………………………………………………………………………………..

Vehicle………………………………………………………………………………………………………...

Other…………………………………………………………………………………………………………..…………………………………………………

Explanation of what happened:

…………………………………………………………………………………………………………………

Type of Injury:

Sprain/strain/bruising………………………………………………………………………………………..

Laceration or cut …………………………………………………………………………………………………………………

Other…………………………………………………………………………………………………………..

Injured Person referred to:

Ambulance called……………………………………………………………………………………Yes/No

Own Doctor…………………………………………………………………………………………..Yes/No

Public Hospital……………………………………………………………………………………….Yes/No

Mental Health Clinic…………………………………………………………………………………Yes/No

Police…………………………………………………………………………………………………Yes/No

Treatment given:

…………………………………………………………………………………………………………………

Did you seek Medical advice or attention: Yes/No

Staff signature………………………………………………………………………………………………… Date……………………………………

Evacuation Policy

Purpose:

To ensure all Canefields Clubhouse Beenleigh Inc staff and members are aware of the correct evacuation protocol in case of fire, threatening behaviour or other critical incidents in the office, and program sites.

Policy:

· All staff and members must undergo a fire drill at the beginning of every term.

· A “Protocol in Case of Fire” document must be located where it is accessible and easy to read.

· All members and staff are to evacuate according to the “Protocol in Case of Fire” document.

· At least one office staff member is to receive Fire Warden training.

· All members and staff are to follow the nominated staff members instructions (Executive Director or their delegate) until emergency service arrive.

· If an incident occurs that requires emergency services to be called, all members and staff are to follow their instructions.

Evacuation Procedure

Fire Drill Procedure:

· The Assistant Director must first settle on an appropriate date and time for the drill and inform Canefields Clubhouse members and staff.

· The Assistance Director is then to inform all members, staff and volunteers/students that there will be a fire drill at some stage during the term.

· At the time of the fire drill the Assistant Director must then facilitate the proceedings, referring to the “Protocol in Case of Fire” document located at chosen places throughout the building.

Protocol in case of Fire:

A fire alarm will sound:

1. Prepare to leave building

2. On instruction from staff member leave the building

· If a fire starts in program space notify a staff member immediately

· Unit staff member will assess the situation and inform all present about the evacuation procedure

· Staff member will notify the Assistant Director and/or the Executive Director

· If the Fire Brigade is needed staff member will or will give instructions to contact the Fire Brigade immediately

· If the Fire Brigade is not needed, use the extinguisher located at the entrance to the kitchen on wall to the left of entrance or at the top of the internal stair case.

Evacuation Procedure (for fire and other catastrophes):

· All members and staff are to move quietly out of the designated exit. Exits are through back door of premises or front door of premises.

· The unit staff member will instruct members and staff on the safe area in which to gather.

· The unit staff member will then do a head count and record all names of those present.

· If needed, the Assistant Director will then send someone to call the Fire Brigade, the number of which is to be located in the “Protocol in Case of Fire” Document.

· The Fire Warden and Assistant Director is to notify Executive Director if not present and the Management Committee.

First Aid Policy

Purpose:

To ensure that all members of the community receive appropriate First Aid whilst at Canefields Clubhouse.

Policy:

1. All staff who regularly have direct contact with members of Canefields Clubhouse and members of the community must have completed a First Aid course or have a current First Aid Certificate.

2. The Assistant Director must be consulted in order to determine a staff member’s need for a current First Aid Certificate.

3. There is to be a First Aid Kit kept in the Canefields Clubhouse kitchen.

4. All medical details pertaining to a casualty are to be kept confidential. Information is only to be given out with the injured persons permission, or alternatively with permission of their next of kin. Where this is not possible, information should only be given to medical personnel for treatment purposes.

5. An Incident Report Form must be completed by the injured person and returned to Canefields Clubhouse Beenleigh Inc office as soon as possible.

6. A copy of the Accident and Critical Incident Protocol must be kept in the First Aid Kit at all times.

7. An attendance list of members must be located at the front of the building (at the reception desk). This list will form part of the statistic and attendance keeping records.

8. An Emergency List (which contains numbers for emergency services and Staff must be located at the Front Desk.

First Aid Procedure

1. Gloves are to be worn at all time when performing First Aid.

2. In the event of an injury, a staff member must administer first aid and/or contact ambulance services (if required).

3. The first aid kit must always be kept in the same place and appropriately signed.

4. The injured person’s Emergency Contact person(s) must be called. Their number can be found in files, which must be located in a locked filing cabinet.

5. If the injury requires the parents, partner, carer or guardian to collect a member, a staff member of Canefields Clubhouse is to remain with the member until they arrive.

6. If a member needs to be transported to a hospital, and their emergency contact person has not yet arrived, they are to be accompanied by a staff member who is to stay with the injured person until their contact person arrives.

7. If the injury is minor, the relevant staff member or member is to complete an Incident Report Form and return the form to the Executive Director as soon as possible after the incident.

8. In case of a major injury, it is necessary to notify the Executive Director or his/her delegate immediately. If the Executive Director or his/her delegate are not available, contact the next person on the Emergency List. The Emergency list is to be always located in the First Aid Kit, both in the office and at project/program sites. This list includes numbers for emergency services and Canefields Clubhouse staff members.

9. If a member needs to be transported to a hospital by an ambulance (while participating in the Clubhouse pogram) and he/she does not have their ambulance costs subsidized by Centrelink or the electricity ambulance levy, he/she will be required to cover their own costs.

Smoking Policy

Purpose:

To reduce the exposure of all persons involved with Canefields Clubhouse to the hazards of tobacco smoke wherever possible.

Aims:

· This policy aims not to stop people from smoking but to protect the rights of people in the vicinity of smokers.

· To protect Canefields Clubhouse Beenleigh Inc. from litigation for permitting an unhealthy work environment.

· To remind Canefields Clubhouse Beenleigh Inc. Members and Staff that it is a shared responsibility to ensure that smoking does not interfere with work practices or impact on the health and safety of others.

Policy:

Passive smoking experienced by non-smokers is well documented as a health hazard. Canefields Clubhouse Beenleigh Inc. has clearly defined obligations under the Workplace Health and Safety Act 1995. The employer is responsible for ensuring the health and safety of employees and all other persons involved with Canefields Clubhouse workplaces.

The Smoking Management Plan has become part of Canefields Clubhouse Beenleigh Inc. policy. The designated outdoor smoking areas include:

· The area directly to the left of the petrol station shop.

· The riverfront under the external staircase of the Turbine Hall building.

· The street corner on City Road.

· An on-the-spot fine of $150.00 will be issued to any person smoking in a non-smoking area.

· Whilst at Canefields Clubhouse Beenleigh Inc. all persons must abide by the policy of not smoking within 4 metres of the entrance to the clubhouse or the petrol station shop next door.

Information Technology Policy

Definition: Information Technology (IT) is defined as the entire array of mechanical and electronic equipment which aid in the storage, retrieval, communication, and management of information. Such equipment includes computer and communications hardware and software.

Purpose: To ensure the appropriate usage of all Information Technology at Canefields Clubhouse Beenleigh Inc. by all Members and Staff.

Policy:

1. IT Usage Policy: - Canefields Clubhouse will not tolerate any Internet or Email usage for pornography, hate inspired, racist, antisocial and/or abhorrent, illegal material or any material that is a breach of an acceptable usage policy.

2. Internet: - Internet usage by staff, not related to work at Canefields Clubhouse, such as surfing the net or checking personal web based email accounts is to be restricted to designated breaks, such as lunch breaks.

3. Email: - Email accounts provided for staff are primarily for Canefields Clubhouse Inc.-related work. Staff are required to keep personal emails sent to and from these addresses to a minimum.

4. PCs/Laptops:

o PCs and Laptops owned by Canefields Clubhouse Beenleigh Inc. are primarily to be used by Canefields Clubhouse Beenleigh Inc. staff to fulfil their duties as stipulated in their Canefields Clubhouse Beenleigh Inc. Contract Position Description.

o Volunteers/students may use PCs as directed by Canefields Clubhouse Office Staff. They may use PCs for personal use only if requested and approved by a staff member. The same rules for internet usage listed in ‘IT Policy’ apply at all times.

IT Procedure

1. Abuse of Internet or Email procedure:

If a sufficient amount of material is discovered that points to the blatant abuse of the internet, the abusive material and/or associated user account is then documented and passed in the strictest confidence to the Executive Director and/or the Canefields Clubhouse Beenleigh Inc. Management Committee the Assistant Director.

Equipment:

o Lending/Hiring of PCs and/or Laptops in Canefields Clubhouse Office or out of the office is at the discretion of the Assistant Director, or if he/she is not available, an Canefields Clubhouse Executive Director.

o If a member wishes to borrow any equipment and that equipment is to leave the Canefields Clubhouse premises, the member must first get the approval of the Assistant Director or other Canefields Clubhouse staff member.

2. Security:

IT Security is divided into two sections – Physical Security and Virtual Security.

Physical Security:

o All Canefields Clubhouse Beenleigh Inc. software is kept in a locked cupboard, to which only the Executive Director, IT Administrator or a nominated person have access.

o The security of Personal Data of Members and Staff in Databases and documents is maintained by the use of passwords and permission restrictions.

o No Credit Card or financial information is kept on our computer network, except that information kept in Cash Flow Manager, to which only the Treasurer and the Executive Director has access.

Virtual Security:

· The Canefields Clubhouse Beenleigh Inc. computers are secured by a software firewall and anti-virus solution. Each user has a username and password, and different users have different levels of access to IT resources as their position and need dictates.

o Only the IT Administrator (computer technician) has full Administration privileges to make system wide changes.

o Installation and modification of the software environment must be approved by the Executive Director and performed by the IT Administrator.

o Wireless access (access from outside of the office) is available to approved staff and Board Members after approval and configuration by the IT Administrator.

o If the Executive Director is not in the office, and the computer stations experience instability, power problems, application problems etc that affect data or network access, the Server may be restarted by the Assistant Director or an appointed Staff member, if possible in consultation with the IT Administrator (computer technician).

3. Administration:

o All IT administration is performed by IT Administrator (computer technician). This includes general maintenance and backup of the Server and Workstations.

4. Maintenance:

o All maintenance is performed by IT Administrator (computer technician). No staff member or member is to change, install or otherwise perform maintenance on any computer stations without previous consent of Executive Director.

5. Planning:

o The IT Administrator (computer technician) has developed an IT Management Plan, to be reviewed and presented to the Canefields Clubhouse Management Committee when appropriate.

o This document outlines the state of the network at that time and any recommendations for upgrades.

o The Management Committee will then consider these recommendations and allocate funds accordingly.

Canefields Clubhouse Beenleigh Inc

Duty of Care

What is Duty of Care

What is Negligence

Balancing Duty of Care with Individual Rights

Policy of Clubhouse Responsibilities for Duty of Care

Conflicts with Individual Rights

Duty of Care Guidelines for Specific Situations

Canefields Clubhouse Duty of Care Policy

Clubhouse is legally required to provide a duty of care to members and staff.

What is Duty of Care?

The law says that if it is foreseeable that you might suffer some sort of harm or loss because of something another person does, or fails to do. That person then owes you a duty of care. This means that the person has a duty to be careful and act towards you according to a reasonable standard of care.

Both members and staff have a duty of care.

The standard of care required of staff is higher than that required of members because staff are paid to take responsibility for ensuring the safety of people who use Clubhouse. The law defines standard of care as the way a ‘reasonable’ person would act in the same circumstances – that is a person who has had the same training, knowledge, experience, skills and job role. The law also takes account on the practicalities of the situation.

What is Negligence?

To be successful in a claim for negligence, a person must show:

· That another person owed them a Duty of Care

eg: To provide a safe workplace

· That the person has breached that duty of care

eg: By not ensuring education in safe lifting practices.

· That the claimant has suffered some loss or harm as a result of this, which was foreseeable

eg: Back injury

Balancing Duty of Care with Individual Rights

Clubhouse Policy needs to balance the legal requirement for a high standard of care with members’ rights to independence and choice. Rather than restricting rights, the policy acknowledges the balance between members’ responsibilities for their choices and the risks they take, and staff responsibilities to ensure that the environment and the activities safeguard members against physical or emotional harm.

Policy on Clubhouse Responsibilities for Duty of Care

Within their area of work, each staff member has the responsibility to ensure that members are not exposed to the risk of avoidable injury or harm, while having regard to members’ rights to exercise independence and autonomy. In particular, they must endure that:

· Safe workplace and equipment are provided and maintained.

· Safe systems of work are in place.

· People are trained in these systems and in use of equipment before using Clubhouse vehicles.

· People are supported until staff are sure they can work safely.

· Staff are aware of what to do in case of fire and other emergencies.

· People at Clubhouse are safe from threat harassment, physical or emotional abuse or aggression, theft or damage of property and discrimination.

Conflicts with Individual Rights

Where a member’s preferred choice is perceived by staff as posing an unacceptable risk, the policy is as follows:

1. A member’s preferred choice puts other people or Clubhouse property in danger:-

Staff can refuse permission to the member to do what they wish to do.

2. A member wishes to use Clubhouse facilities or programs in a way that puts him/herself, but not other people in danger:-

Staff can ask the member not to do what they wish to do, and will negotiate with the member to find some other way of achieving what they want.

3. A member’s personal decision appears to be dangerous to that member:-

The staff has a duty to point out the dangers, and to suggest ways of doing the things the members want to do so that it is not dangerous. If the member sticks by their decision, staff should not try to stop the member.

(Exception: Staff intervention may be justified where a person attempts to take their own life)

Duty of Care Guidelines for Specific Situations

Safety in the Work-Ordered Day

The Support Worker should ensure safety in the work unit for which they are responsible, for example:-

· Staff responsible for Gardening and Maintenance Unit should ensure that only people with sufficient strength and stamina undertake heavy physical work, and that personal protective equipment is used.

· Staff may ask a person not to use computers if they are currently not able to do so without risk to the computer system or files.

· Staff and experienced members with provide orientation and training in safe work practices, and will monitor workers to ensure that they are working safely.

Workplace Health & Safety

Information about Workplace Health & Safety

Volunteer Work

Obligations of Community Organisations

Penalties

Policies & procedures Documents

Working Environment

Personal Safety

Occupational Health and Safety – HIV/AIDS, Hepatitis and other Serious Transmissible Diseases

Workplace Health & Safety

Information about Workplace Health & Safety Act 1995

By any standard the impact of workplace injury and disease in Australia is significant. Up to 2700

Workers die each year due to work-related health problems and up to 650,000 workers annually

suffer work injuries and illnesses. Governments in every State have taken legislative measures

to combat these appalling statistics. The most recent effort is the Workplace Health and Safety Act 1995 that commenced in Queensland on 1July 1995. The new Act, while similar in scope to its 1989 predecessor of the same name, contains changes which are bound to impact on community organizations. The Act aims to ensure everyone is free from the risk of disease or injury created by workplaces, workplace activities or certain high risk plant.

Volunteer Work

From a community organization’s point of view, a potentially significant change brought in by the new Act is its express application to unpaid workers or volunteers. Although there is a considerable amount of volunteer work carried out for community organizations, not all type will be covered by the Act. For the Act to apply, the volunteer work must be performed by a “worker” who is engaged by an “employer”.

The Act defines an employer as a person who engages someone else to do work for or at the employer’s direction (except under a contract for service) in the course of the employer’s business. A worker defined as a person who does work for, or at the direction of, an employer and does not do this work under a contract of service.

As no departmental guidelines have been issued, it is suggested that employers will need to consider the following questions in any given situation to determine Whether particular volunteer work will be covered by the Act:

1. Does the work being performed resemble work that is typically paid for by other employers?

2. does the employer exercise control over the way the work is performed? (eg. Providing uniforms, materials, car a place to work).

3. Is the work of a type normally undertaken by that employer or carried out in pursuit of its objectives?

If the answer to all three questions is yes, the work will almost certainly be subject to the Act. A clear no to any of these questions probably means the Act will not apply. Where the answers to one or more questions are not clear-cut, it may be difficult to confidently predict whether the Act will apply.

Obligation of Community Organisations

The Act requires employers to ensure the health and safety of:

-each of their workers;

-themselves and others who may be affected by the way they conduct their

Business and work activities eg. Visitors, salespersons, passing pedestrians.

An obligation may also be imposed on a community organization if it controls a workplace. It must then:

-minimize the risk of injury or disease for persons coming to perform work at the workplace;

-minimize the risk of injury or disease from any plant or substance it provides for the purpose of work to persons who are not its workers;

-ensure appropriate, safe access to and from the workplace for persons who are not its workers.

Compliance and Advisory Standards

The Act describes how a person’s obligations can be discharged. Compliance standards prohibit, or prescribe ways to prevent o minimize, exposure to risk. Advisory standards give practical advice on ways to be used to identify and manage exposure to risk for workplace health and safety. If no compliance or advisory standard has been made about exposure to a risk, a person may choose any appropriate way to meet their obligations provided reasonable precautions are taken and proper diligence is exercised to ensure the obligation is met.

Penalties

The maximum penalty for individuals who breach an obligation is $24,000 or 6 months imprisonment and , for a corporation, $120,000. If a community organization is incorporated and breaches an obligation, its executive officers (which covers anyone who is concerned with, or takes part in, the corporation’s management) commit the offence of failing to ensure that the corporation complied with the act. The penalties for executive officers are the same as for an individual although the act sets out defences which can be relied upon.

Policies and Procedures Documents

All Workplace Health and safety (WPH&S) policies and procedures will be reviewed annually with full consultation of all Canefields Clubhouse staff and members.

Policy and Procedure documents include:

· Grievance Procedures

· Anti-Discrimination Policy

· Sexual Harassment Policy

· Canefields Clubhouses Operating Principles

· Insurance Cover

· WPH&S Policy document

· Canefields Clubhouse Employment Conditions and Job Descriptions

· Confidentiality Agreement

· SACS Award

Working Environment

*All furniture and equipment must meet WPH&S standards, eg. Ergonomic furniture, adjustable workstations

*The offices and kitchen are cleaned twice a week by CANEFIELDS CLUBHOUSE and toilets cleaned by the building caretaker daily. All phones sprayed with disinfectant weekly.

*Noise from electronic equipment such as photocopier, fax, computers, printers, and phones will be kept to a minimum by separating machines from general work areas.

* Consumption of food and drinks are prohibited near electronic equipment such as computers, photocopier and fax. No food is to be left in office waste paper bins.

* Electronic appliances in kitchen will be fitted with safety switches.

* The standard level of lighting will be maintained in all work areas. Light bulbs will be changed immediately once they have blown (spare bulbs will be on hand for this purpose)* The Canefields Clubhouse office is a smoke free environment. A smoking area is available in the outside foyer of the building.

*Canefields Clubhouse will maintain a fully equipped first aid kit which meets the WPH&S standards. This kit will be checked monthly by the WPH&S officer.

Personal Safety

· No volunteer staff or member will be expected to work in Canefields Clubhouse offices, at any time, without the support and supervision of a paid staff member.

· Paid staff working alone in Canefields Clubhouse offices outside of normal office hours should only do so after consultation with the DIRECTOR

· Staff or members will not be encouraged to lift or carry any items of excessive weight (above the approved standard).

· Staff or members are not permitted to carry large amounts of money on behalf of Canefields Clubhouse

Training and Orientation

* All new staff will be instructed on all WPH&S issues.

*Staff will be trained to use furniture and equipment correctly.

WPH&S Officer

· Canefields Clubhouse will appoint a WPH&S officer with designated areas of responsibility dealing with WPH&S. Such responsibilities include being the floor fire warden and first aid officer

· The WPH&S officer will record all accidents, incidents and injuries, no matter how minimal they may seem, in the Incident Report Log.

Occupational Health and Safety

HIV/AIDS, Hepatitis and Other Serious Transmissible Diseases

Policy

It is the policy of Canefields Clubhouse Beenleigh Inc that no persons shall be discriminated against on the grounds that they have, or may have a Serious Transmissible Disease. It is also the policy of the organisation to take all reasonable precautions to prevent the spread of any transmissible diseases within the community.

Principles

1. No person shall be denied employment or membership on the basis of their Transmissible Disease status.

2. The privacy of a person who tests positive to a transmissible disease is to be maintained, as is their right to participate as fully as possible in decisions regarding treatment etc.

3. A decision to break confidentiality must only be considered in cases where another person is at real risk of infection and other options (eg, for the person to voluntarily give the relevant information) are exhausted.

4. All persons should have access to generic services for counselling, testing, education and medical treatment, and should also receive any support required to enable them to understand these processes to the greatest possible degree.

5. The Executive Director should be informed of any circumstances which may endanger personnel and therefore require intervention.

Procedures

1. All employees and members shall receive appropriate and relevant education about HIV/AIDS, Hepatitis and other transmissible diseases either from generic services or though internal training programs.

2. A person’s HIV etc status shall not be relevant when their application for services or employment is being assessed. The relevance of other health status is dependent upon the situation and the particular condition in question.

3. Employees are required to inform the Executive Director of any infectious diseases/conditions that could reasonably be passed on in the workplace.

4. The health status of all persons shall be kept confidential unless that person gives informed consent, or this consent is given by their legal guardian, for release of this information to specified persons.

5. General infection control guidelines must be followed to minimize the risk of transmission of infection.

Risk Management Policy

Definitions

Risk Management Process

Internal Audit Plan (under review)

Clubhouse Evaluation

Risk Management Policy

Definitions

1. Risk Management Policy and Procedures Risk:

· Exposure to the chance of injury, illness, disease, hazard or loss- including financial , reputation etc or

· Risk is the chance of something happening that will have an impact upon objectives

· Risk is measured in terms of likelihood and consequences (AS/NZS 4360 – Risk Management Standard

2. Management

· The act or manner of managing, handling, direction or control

3. Risk Management

· The way we manage exposure to the possibility of harm to our workers – in terms of injury, illness etc and to our organization in terms of costs, legal obligations, efficiency/effectiveness/productivity levels, financial viability, public perceptions etc.

· Risk Management is the term applied to a logical and systematic method to minimize losses and maximize opportunities (Myles McGregor-Lowndes).

· Risk Management process is the systematic application of management policies, procedures and practices to the tasks of identifying, analyzing, evaluating, treating and monitoring risk (AS/NZS 4360 – Risk Management Standard.

Risk management Policy

Canefields Clubhouse has in place a risk management plan that is based on a systematic approach to dealing with all possible risk contingencies. The process is based on sound, tried and proven risk management principles that are clearly linked to legislation, regulations and established Australian Advisory Standards and Codes of Practice and takes into account changing environmental influences. The process adopts quality system principles and involves essential elements drawn from Risk Management Standard AS/NZS 4360.

Canefields Clubhouse views risk management as a process that is continual and cyclical, and one that involves all aspects of Canefields Clubhouse activities. Canefields Clubhouse board of directors delegates the responsibility for implementing comprehensive risk management plans to the Chief Executive Officer. The Director in turn delegates specific areas of responsibility to the Finance and Corporate Services Manager. A team of volunteers is also involved in the planning process, which engages participation by all staff at various stages of the process.

In deciding on an effective risk management planning pathway, Canefields Clubhouse has adopted a model provided by the national peak body on volunteering, Volunteering Australia. (Refer: Running the Risk? Risk Management Tool for Volunteer Involving Organisations, 2003).

This pathway includes the following steps.

· Identify the benefits and challenges of implementing risk management.

· Gain the support and commitment of senior management.

· Establish a team to manage and coordinate risk management.

· Develop a plan to guide the project.

· Promote and communicate the plan to key stakeholders.

· Investigate the issues and options and design the risk management program.

· Establish the program infrastructure.

· Prepare the program documentation.

· Implement, monitor and review the risk management program.

Risk Management Process

Canefields Clubhouse has adopted a combination of risk management planning guidelines from Queensland State Government’s risk management information website. Refer www.riskmanagement.qld.gov.au

The following stages in the risk management process described in these publications guide Canefields Clubhouse approach.

· Establish the Context: Understand the context in which the risk management plan will be carried out. Document and understand Canefields Clubhouse purpose, aims and objectives, its services/products and members and customers. Document all related policies, procedures and work practices.

· Identification: Involves the identification of all possible risks. What can happen? How can it happen?

· Analysis and Assessment: Involves the analysis and assessment of the identified risks via a system of audits, rating of risk likelihood and consequence and level of risk. It includes the identification of any Acts, regulations, standards, codes or guides that might provide assistance in determining what control measures should apply.

· Control Measures decided on: Involves the consideration of alternative strategies and selection of optimum measures designed to eliminate or minimize the level of the identified risk(s).

· Control Measures implemented: Involves the implementation of the selected control measures.

· Monitor and Review: This monitoring and review phase serves to assess the effectiveness of the chosen control measures and provides information that in turn leads to the identification of any ongoing potential risks.

· Risk Management Summary: A summary of all high and extreme risks is presented to Canefields Clubhouse board at quarterly intervals. This summary identifies control priorities for each quarter and shows the residual status for each of the identified risks.

Internal and External Focus

Internal: As an organization incorporated in Queensland under the Associations Incorporations Act, Canefields Clubhouse is subject to both state and federal legislation that affect many aspects of risk management. It is considered essential that an effective policy is in place that guides specific procedures and practices within the organization. Canefields Clubhouse believes also that this policy not only ensures legal compliance with relevant government legislation, and grants service contracts, but also enables quality systems to be established and maintained that result in a minimization of risk. It is envisaged also that the policy contributes to more effective and productive organizational practices and outcomes that produce a safer and healthier working environment for its paid staff and volunteers.

External: As the peak body on volunteering in Queensland and as a member based organization Canefields Clubhouse has a vested interest in encouraging compliance by its members in various areas of risk management, especially concerning insurance compliance, and in educating and informing the broader not for profit sector in risk management, as part of Canefields Clubhouse stated strategic planning objectives. These objectives specifically target improvements in the standard of volunteer program management that affect the recruitment, training, management and recognition of volunteers. Examples of Canefields Clubhouse commitment to this element of the policy are the risk management volunteer management and national standards training courses offered to community organizations. Canefields Clubhouse external focus also embraces its relationship with government regulators and endeavours to achieve improvements in public policy that impacts on volunteering.

Documentation

Each element of the above process is documented and recorded in Canefields Clubhouse Risk Management file. Where necessary, the approved Queensland Government forms are used. For example, in regard to all Workplace Health and Safety issues, the appropriate Hazard Report Form and Incident Record/Report Forms are used. All significant risk management planning actions are documented chronologically. An ongoing detailed record of all significant actions undertaken in regard to all risk management issues is therefore maintained. This record is designed to demonstrate commitment to an effective response to issues of environmental impact including legal and compliance requirements. These procedures also demonstrate Canefields Clubhouse intention to take whatever action is necessary to strengthen its compliance and protective framework and to inform the broader community network about the responses that are necessary in the current insurance and litigious climate.

Audit

Canefields Clubhouse risk management process is subject to ongoing evaluation and the separate components of the process are subject to annual internal audit in addition to specific risk control measures. This element of the process ensures compliance with Canefields Clubhouse risk management policies and procedures and provides an additional source of information regarding the effectiveness, and potential modification of chosen risk management measures.

Legislation

· Workplace Health and Safety Act 1995 (and all related Regulations, Advisory Standards and Codes of Practice and amendments to the Act).

· Workcover Queensland Act 1996 (and amendments)

· Industrial Relations Act 1999 (and amendments)

· Training and Employment Act (and amendments)

· Associations Incorporation Act (and amendments)

Internal Audit Plan

Definition:

Continuous Improvement is a process of gradual, but continual improvement to organizational functioning, processes and service delivery through constant review. Continuous Improvement requires employees to constantly seek ways of improving the quality of service through consultation with service users.

Purpose:

To ensure continuous improvement of organizational systems and processes, policies and procedures through regular documentation, evaluation and monitoring.

Strategy 1:

Organisational risk management plan

Goal	Performance Indicator	Review Date	Notes
Assess risk and update risk management plan accordingly	Risk management plan up-to-date	6 monthly
Staff have the ability to identify and manage risk	Discussion and training supervision sessions and staff meetings
Management Committee provided with regular risk management updates	Standing agenda item at Management Committee meetings	Bi Monthly

Strategy 2:

Maintain compliance with Queensland Disability Service Standards

Goal	Performance Indicator	Review Date	Notes
Update self-assessment workbook	Self-assessment accurately reflects service	6 monthly
Successfully comply with Queensland Disability Service Standards	Completion of Global Mark Pre-certification Audit	September 2007
Review and update quality assurance system to ensure ongoing compliance with Queensland Disability Service Standards	Completion of Global Mark post-certification process	Post-certification – 2008
Management Committee receive regular quality assurance reports	Standing agenda item at Management Committee meetings	Bi Monthly

Strategy 3:

Policy and procedure review

Goal	Performance Indicator	Review Date	Notes
Policy update responsibility to be implemented	Staff understand and participate in policy update process	Ongoing
Policies communicated through a variety of media	Members have easy access to policies and procedures via newsletter, hard copy and in alternative formats	Ongoing
Management Committee approve policies	Documented approval in Quality Assurance	Twelve monthly review

Strategy 4:

Staff and Management Committee training, development and review.

Goal	Performance Indicator	Review Date	Notes
Staff performance reviews and regular supervision sessions	Training needs identified, feedback given and received and goals set for next six months	Six monthly/ongoing
Management committee induction	Management Committee receive annual governance training, Management Committee induction kit and disability awareness training	Post-election at AGM
Monitor and evaluate Management Committee performance	AGM election process, regular communication with Members’ Advisory Committee and effective financial management reviewed at annual audit	Ongoing

Strategy 5:

Seeking and implementing feedback from members.

Goal	Performance Indicator	Review Date	Notes
Individual plans completed as required	Data from Individual plans utilized to inform planning of programs and activities to meet individual needs	Ongoing
Evaluation data used to ensure continuous improvement	Evaluation forms to be completed for all programs	Ongoing
Member/s advocate represents the interests of members to management committee	Member/s to attend each Management Committee meeting	Bi Monthly
All feedback from members recorded by staff (including correspondence through post, email and phone)	Electronic and hardcopy folder created and regularly updated by staff	Ongoing (staff meeting updates)

Clubhouse Evaluation

One of the standards for the Clubhouse operation is to regularly evaluate the effectiveness of Clubhouse operation and in the process evaluate if Clubhouse objectives are being met.

Objective: To create a restorative environment in which people who experience mental health problems can achieve or regain the confidence and skills necessary to lead vocationally and socially satisfying lives through productive employment, personal growth, friendship and social networks, career development and long term financial security.

Performance Indicators:

A restorative environment
Membership participation in vocational and educational opportunities
Membership participation in work order day program
Career development

Evaluation Methods:

· Oral and verbal evaluation through workshops with members and staff

· Membership satisfaction questionnaire

· Membership and attendance records

Oral & Verbal Evaluation

Verbal evaluations are carried out on a tri-monthly basis; the first evaluation being conducted in May 2001.

Staff Policies & Procedures

Staff Position Descriptions

Generic Clubhouse Job Description

Student Placement Policy

Volunteer Policy

Staff Employment Policy

Staff Employment Procedure

Staff Hiring Procedure

Staff Performance Appraisal

Staff Professional Development Policy