WORK HEALTH AND SAFETY (WHS)

POLICY STATEMENT
The health and safety of all staff, contractors, visitors and volunteers to Soul Cafe(SC) is of utmost
importance. It is SC’s policy that its workers shall be provided with a safe and healthy place
in which to work, and that our work practices will not compromise the health or safety of others
present at the workplace.
To achieve this policy SC implements a risk management approach to managing health and safety
and makes every effort, where reasonably practicable, to eliminate or minimise risks associated
with the workplace and the work performed by workers and volunteers. This will include
considering health and safety matters in all organisational plans, procedures, programs and job
instructions.

SC is committed to providing a safe work environment in accordance with relevant legislation and
Australian Standards.

In conjunction with this policy, an integrated suite of policies, procedures, plans, positions and
resources, form a comprehensive WHS Management System, that informs and directs
operational practise. By approaching WHS in a systematic manner SC is better able to fulfil its
commitment to continually improving health and safety performance and preventing workplace
injury and illness.
Health and safety at work is both an individual and shared responsibility of all workers.
Specific areas of responsibility are identified to ensure the success of this policy. SC is committed
to effective consultation and engagement with workers in relation to WHS matters. We
recognise that there are times that we share a primary duty of care with other duty holders
regarding our workers (for e.g., contractors building owners/managers; other Person Conducting
Business or Undertaking (PCBUs) when working offsite) and therefore we are committed to
consult, cooperate and coordinate with other duty holders to produce the required health and
safety outcomes.
SC is committed to ensuring that WHS related matters are effectively communicated to workers
through a variety of avenues including for example, notice boards, staff meetings, e-mails and our
website.

Rick Prosser
Chief Executive Officer
[Publish Date]
 DATE OF THIS POLICY 10.05.2018
Next Review 10 May 2020

WORK HEALTH AND

SAFETY (WHS)
MANAGEMENT PLAN
Life Shapers Family Services Trust [Soul Café
(SC)] ABN67385398045

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CONTENTS
PART A: WORK HEALTH AND SAFETY ARRANGEMENTS ............................................................. 6
PURPOSE ............................................................................................................................................. 6
WORK HEALTH AND SAFETY (WHS) POLICY ........................................................................................ 6
Statement of Commitment ............................................................................................................. 6
Implementation of Policy Commitment ......................................................................................... 6
DEFINITIONS........................................................................................................................................ 7
RESPONSIBILITY................................................................................................................................... 8
The Chairperson and Members of the Board ................................................................................. 8
Office Manager ............................................................................................................................... 9
Managers and Leaders .................................................................................................................. 10
Workers and Volunteers ............................................................................................................... 10
Contractors ................................................................................................................................... 11
Visitors .......................................................................................................................................... 11
CONSULTATION AND COMMUNICATION ARRANGEMENTS ............................................................ 11
Health and Safety Representatives ............................................................................................... 12
Health and Safety Committee ....................................................................................................... 12
TRAINING .......................................................................................................................................... 13
WHS RISK ASSESSMENT .................................................................................................................... 13
OTHER SOUL POLICIES AND PROCEDURES ....................................................................................... 14
RIGHT OF ENTRY ............................................................................................................................... 14
WHS ISSUE RESOLUTION .................................................................................................................. 14
AUTHORITATIVE SOURCES ................................................................................................................ 15
PART B: GENERAL WHS INFORMATION ................................................................................... 16
EMERGENCY PROCEDURES ............................................................................................................... 16
HAZARD/INJURY/INCIDENT REPORTING........................................................................................... 16
How to Report a Hazard or Injury or Incident: ............................................................................. 16
Reporting of Notifiable Incidents .................................................................................................. 16
Definition Of "Notifiable Incident” ............................................................................................... 17
Hazard/Incident/Injury Reporting-Summary for The Office Manager ......................................... 17
FIRST AID ........................................................................................................................................... 17
Definitions: .................................................................................................................................... 17
First Aid Procedures ...................................................................................................................... 17
First Aid Officer Training ............................................................................................................... 18
First Aid Officer Responsibilities ................................................................................................... 18
First Aid—Summary for The Office Manager ................................................................................ 18
WHS TRAINING AND INDUCTION ..................................................................................................... 18

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 Training ......................................................................................................................................... 18
Documentation for Training.......................................................................................................... 19
WHS Induction .............................................................................................................................. 19
Induction Procedure ..................................................................................................................... 19
Detailed WHS Induction for Contractors / Visitors ....................................................................... 19
RISK MANAGEMENT AND THE RISK REGISTER.................................................................................. 20
Risk Management Definitions ....................................................................................................... 20
The Risk Management Process ..................................................................................................... 20
Step 1: Identify the Hazard.................................................................................................... 21
Step 2: Assess the Risk .......................................................................................................... 21
Step 3: Risk Priority Score Identifies the Necessary Action and Response ............................... 22
Step 4: Control the Hazards .................................................................................................. 22
Step 5: Review the Process ................................................................................................... 22
Documentation for Risk Assessment ............................................................................................ 23
The WHS Risk Register .................................................................................................................. 23
WORKPLACE HAZARD INSPECTIONS ................................................................................................. 23
Purchasing ..................................................................................................................................... 24
WHS RECORD KEEPING ..................................................................................................................... 24
Documents to Be Displayed .......................................................................................................... 24
IMPORTANT CONTACT NUMBERS ................................................................................................ 24
PART C: SPECIFIC WHS REQUIREMENTS................................................................................... 25
ABESTOS............................................................................................................................................ 25
INAPPROPRIATE BEHAVIOUR ............................................................................................................ 25
CONTRACTORS .................................................................................................................................. 25
DANGEROUS GOODS AND HAZARDOUS SUBSTANCES..................................................................... 26
ELECTRICAL SAFETY ........................................................................................................................... 26
Testing Frequency: ........................................................................................................................ 26
Unsafe Equipment: ....................................................................................................................... 27
Confined Spaces ............................................................................................................................ 27
FALLS FROM HEIGHT ......................................................................................................................... 27
MANUAL HANDLING ......................................................................................................................... 28
Preventing Manual Handling injuries............................................................................................ 28
When loading/unloading vehicles, ............................................................................................... 28
PLANT AND EQUIPMENT .................................................................................................................. 29
Risk Management ......................................................................................................................... 29
Maintenance and repair ............................................................................................................... 29
Record Keeping ............................................................................................................................. 29
PERSONAL PROTECTIVE EQUIPMENT ............................................................................................... 30

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SLIPS, TRIPS AND FALLS..................................................................................................................... 30
Prevention ..................................................................................................................................... 30
DRUGS AND ALCHOL ......................................................................................................................... 31
UV RADIATION .................................................................................................................................. 31
VEHICLES ........................................................................................................................................... 31
Alcohol and Drugs ......................................................................................................................... 31
Licences ......................................................................................................................................... 31
Mobile Phones .............................................................................................................................. 32
Seat Belts....................................................................................................................................... 32
Smoking......................................................................................................................................... 32
Load Restraint in Vehicles ............................................................................................................. 32
WORKING ALONE .............................................................................................................................. 32
PART D: FORMS AND CHECKLISTS ........................................................................................... 33
ATTACHMENT 1—EMERGENCY CONTACTS LIST .............................................................................. 33
ATTACHMENT 2—HAZARD/INJURY/INCIDENT REPORT FORM ........................................................ 34
ATTACHMENT 3—WHS INDUCTION CHECKLIST FOR NEW WORKERS / VOLUNTEERS .................... 36
ATTACHMENT 4—WHS INDUCTION FOR CONTRACTORS/VISITORS ................................................ 37
ATTACHMENT 5 - WHS TRAINING REGISTER .................................................................................... 39
ATTACHMENT 6—WHS RISK ASSESSMENT PROFORMA................................................................... 40
ATTACHMENT 7—WHS HAZARD INSPECTION PROCEDURE ............................................................. 41
ATTACHMENT 8—WHS HAZARD INSPECTION QUICK CHECKLIST .................................................... 43
ATTACHMENT 9— ASBESTOS REGISTER ........................................................................................... 45
PARTE E OTHER POLICIES AND PROCEDURES........................................................................... 47
SOUL FOOD HANDLING POLICY AND PROCESSES ..................................................................... 48
SOUL CHILD SAFE ORGANISATION POLICY ............................................................................... 54
SOUL CAFÉ GUEST BEHAVIOURAL MANAGEMENT PLAN .......................................................... 69
APPENDIX 1. FLOOR TEAM INDUCTION ................................................................................... 75
APPENDIX 2. ATTENDING SERVICE INDUCTION ........................................................................ 77
APPENDIX 3. HAZARD / INCIDENT / COMPLAINT FORM ........................................................... 78

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PART A: WORK HEALTH AND SAFETY
ARRANGEMENTS
PURPOSE
SC is committed to implementing a structured approach to workplace health and safety to achieve a
consistently high standard of safety performance.

WORK HEALTH AND SAFETY (WHS) POLICY

The Statement of Commitment and the Implementation of Policy Commitment provide the
overarching direction Soul Café will follow in pursuit of workplace health and safety outcomes.

Statement of Commitment
▪ SC is committed to providing a workplace that enables all work activities to be carried out safely.
▪ We will take all reasonably practicable measures to eliminate or minimise risks to the health,
safety and welfare of workers, volunteers, contractors, visitors, and anyone else who may be
affected by our operations.
▪ We are committed to ensuring we comply with the Work Health and Safety Act 2011 (the Act).
▪ We will also comply with any other relevant legislation, applicable Codes of Practice and
Australian Standards as far as possible.

Implementation of Policy Commitment

SC is committed to ensuring, so far as is reasonably practicable, the health and safety of its workers
(employees, contractors, labour hire workers, outworkers, apprentices, students or volunteers)
while they are at work, and that the health and safety of other persons (e.g. visitors) is not put at
risk from our operations. This will be achieved by,
▪ Providing and maintaining a healthy and safe work environment through the
implementation of safe work practices, safe systems of work, safe venue and equipment;
▪ Routinely consulting to maintain effective and co-operative relationships between workers,
volunteers and with other duty holders, on health and safety matters in the workplace;
▪ Reviewing, through appropriate mechanisms, the effectiveness of the safety measures
taken.
SC’s commitment to providing safe and healthy working environments for its workers includes,
▪ Providing relevant, up-to-date WHS information to all workers on matters such as
workplace safety and their responsibilities.
▪ Providing expert assistance in WHS matters where necessary.

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 ▪ Providing instruction and/or training in work processes where appropriate and
developing and implementing strategies which include workplace assessment, hazard
identification, and appropriate remedial action to eliminate or control hazards.
▪ Implementing and maintaining appropriate information, reporting and statistical
systems.

DEFINITIONS
TERMINOLOGY DEFINITION
Person A PCBU has the primary duty of care to ensure, so far as is reasonably practicable:
Conducting a ▪ the health and safety of its workers while they are at work, and
Business or ▪ that the health and safety of other persons is not put at risk from work carried
Undertaking out as part of the conduct of the PCBU.
(PCBU) ▪ SC is a PCBU.
Officer

It is an officer's duty to exercise due diligence to ensure that the PCBU complies
with its health and safety obligations under the WHS
▪ The Members of the Board for SC will usually be Officers under the WHS Act.
▪ The Office Manager may be an Officer under the WHS Act
Note: A person is an Officer under the WHS Act only if they “make, or participate
in making, decisions that affect the whole, or a substantial part, of the business of
the corporation; or who has the capacity to affect significantly the corporation's
financial standing”. Whether a person is an Officer or not under the WHS Act will
depend on the facts of the particular situation.
Worker Previously known as 'employee'. The term worker includes employees, contractors
and sub-contractors and their employees, labour hire employees, outworkers,
apprentices and trainees, work experience students and volunteers.

Health and
A worker elected by members of their work group to represent them in health and
Safety
safety matters.
Representative
(HSR)
RRepresentative
Attending Persons representing other services that attend SC to provide services to the SC
(HSR)
Service guests (eg. Centrelink, Hairdressers, doctors).

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 Persons attending the café who are in need (eg. Addictions, mental health, poverty,
Guests social isolation).
Other persons Includes any visitors

RESPONSIBILITY
As the duty holder, SC being the PCBU, must:
▪ ensure the health and safety of its workers and others in our workplace
▪ ensure the health and safety of other persons is not put at risk from work carried out as part
of its operations
▪ provide and maintain a work environment that is without risks to health and safety
▪ provide and maintain a safe venue equipment and structures
▪ provide and maintain safe systems of work
▪ ensure the safe use, handling and storage of equipment and substances
▪ provide adequate facilities for the welfare of workers
▪ provide information, training, instruction and supervision
▪ monitor the health of workers and the conditions of our workplaces.
Specific duties as a PCBU also include:
▪ record and notify SC of any notifiable incidents arising out of the conduct of the business or
undertaking
▪ ensure authorisations are in place for any high-risk work
▪ consult as far as reasonably practicable with other PCBU’s or persons who have a duty
regarding work health and safety matter.
▪ consult as far as reasonably practicable with worker, their representatives and Health and
Safety representative on work health and safety matters.

The Chairperson and Members of the Board

Ensure that SC has, and implements, process for complying with its WHS duties and obligations
verify the provision and use of the resources and processes listed above. This may include,

▪ having work health and safety as a standing agenda item for each Board meeting
▪ integrating WHS laws into everyday business through consultation with Managers and all
workers
▪ developing a work health and safety management system framework, which will be
reviewed on a regular basis by the Chairperson and Board members

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 ▪ ensuring that WHS risk management is incorporated into all business activities and that
hazard identification, risk assessment and control is an on-going process, including:
▪ development and maintenance of a WHS risk register
▪ development and maintenance of WHS policies and procedures
▪ ensuring an effective injury/incident reporting procedure
▪ ensuring appropriate processes are in place for WHS issues relating to contractor
management
▪ ensuring that the procurement of any equipment considers WHS matters
▪ ensuring that WHS is a standing agenda item at all staff meetings
▪ incorporating WHS updates and information into regular reporting provided to the Board by
office Managers
▪ ensuring that WHS issues are part of all training provided for staff, including induction
▪ ensuring that contractors and visitors to Soul Café are provided with appropriate and
reasonable WHS information at site entry, and
▪ ensuring that the work environment is a safe environment.

Office Manager
The Office Manager (if an officer), is responsible for ensuring that procedures are implemented in
the workplace and/or systems of work under their control. As an integral part of their normal duties,
the Office Manager will,
▪ consult with their workers on measures to protect their health and safety
▪ actively follow agreed safety practices and model positive attitudes towards health and
safety matters
▪ arrange for their workers to be instructed in healthy and safe systems of work and
procedures and supervise the practice of safe working procedures
▪ notify the Chairperson and/or other members of the Board of all incidents, hazardous
situations, dangerous occurrences or immediate risks to health and safety of any workers
▪ ensure that all workers are informed of this policy
▪ undertake consultation with all managers and workers on change that may affect their
health and safety
▪ ensure that WHS is a standing agenda item at all staff meetings
▪ communicate WHS matters to the Chairperson of the Board.

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Managers and Leaders
Managers and leaders are responsible for providing a workplace that is, as far as reasonably
practicable, safe and healthy workplace for workers and visitors, in the areas of their control. This
includes,
▪ modelling health and safety leadership
▪ demonstrating a commitment to good health and safety performance, by:
▪ talking about safety at regular meetings
▪ ensuring safe work procedures are followed
▪ reporting incidents, hazards and safety concerns promptly
▪ assessing task risk and not allowing an activity to continue until it can be controlled
adequately
▪ actively support the identification of hazards and risks and the management of these
▪ understand and monitor safety performance objectives
▪ proactively manage other duty holders (e.g. contractors), when required.

Workers and Volunteers

Workers and volunteers must take reasonable care for their own health and safety while they are at
work and take reasonable care that their acts or omissions do not adversely affect the health and
safety of other persons. They must comply, so far as they are reasonably able, with any reasonable
instruction given by the office Manager, as well as co-operating with any reasonable SC policy or
procedure which relates to workplace health and safety. On a day to day basis this includes to the
extent of the worker/volunteer's control or influence over working conditions and methods,

▪ to take reasonable care to work safely

▪ making sure that the work area safe when leaving it
▪ make proper use of all appropriate safeguards, safety devices and personal protective
equipment
▪ follow agreed safe working practices and rules
▪ report all known hazards, accidents and incidents as soon as possible.
It is acknowledged that, in accordance with the Act, a worker may cease, or refuse to carry out work
if they have a reasonable concern the work would expose the worker to a serious risk to their health
or safety. The Act requires workers who cease work to notify the relevant manager that they have
ceased unsafe work as soon as practicable after doing so. It also requires workers to remain available
to carry out 'suitable alternative work'. This would not however require workers to remain at any
place that poses a serious risk to their health or safety.

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Contractors
Contractors, sub-contractors and self-employed persons are defined as “workers” under the WHS
Act if they carry out work in any capacity for SC. They are required to,
▪ comply with the requirements of the WHS legislation
▪ have in place any work health and safety policies and programs required under state or
Territory safety legislation
▪ consult with SC about safety matters and comply with SC policies
▪ work safely and to include safety of staff and visitors in the plans
If any staff member believes that a contractor may be engaging in an unsafe work practice, they are
required to report this issue to their manager.

Visitors
Visitors and other person to SC also have responsibilities to abide by our work place safety rules and
procedures. These responsibilities include to,
▪ take reasonable care for their own health and safety and for the health and safety of other
persons
▪ comply with so far as they are reasonably able, all reasonable safety directions provided by
SC staff
▪ report all safety related incidents to SC staff
▪ ensure adequate supervision of any accompanying children
▪ not to enter any restricted area without authorisation or escort
▪ not bring or consume alcohol or illegal drugs at work places
▪ not wilfully or recklessly interfere with SC property

CONSULTATION AND COMMUNICATION ARRANGEMENTS

Open communication between workers, volunteers and team leaders / managers is important to
ensuring a safe workplace. Therefore, workers and volunteers are encouraged to,
▪ ask questions relating to WHS
▪ bring up safety concerns
▪ make recommendations regarding WHS
▪ give regular feedback
▪ become involved in evaluation of safety issues
▪ participate in any WHS related problem-solving process.
It is important that workers and volunteers help shape decisions about WHS particularly when:
▪ identifying hazards and assessing risks

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 ▪ making decisions about ways to eliminate or minimise those hazards or risks
▪ proposing business changes that may affect the health and safety of workers
▪ purchasing of new equipment or substances
▪ developing or changing job tasks or safety procedures.
▪ All workers and volunteers belong to a team and are encouraged to raise any work health
and safety concerns they may have with their team leader / manager and/or Health and
Safety Representatives (HSR).

Health and Safety Representatives

HSRs are elected by members of a team to represent the interests of that work group in matters
relating to work health and safety. HSRs must undertake approved training to exercise their powers,
and may,
▪ consult with workers / volunteers on a regular basis
▪ inspect a work area as required
▪ participate in workplace accident and incident investigations as required
▪ participate in any change management discussions that may affect the health and safety
▪ provide advice to team leaders / managers on the welfare of their group.

HSRs cannot exercise their powers under the Act unless they are trained. HSRs are not liable for acts
or omissions that are undertaken in good faith. HSRs are not entitled to personal or medical
information about a worker without their consent unless that information is of a general form that
does not identify workers specifically.

Health and Safety Committee

Health and safety committees provide the forum for the constructive discussion of measures to
assure health and safety in the work place. At SC the health and safety committee will meet
quarterly and facilitate co-operation between the PCBU and workers in the instigation, development
and implementation of WHS policies and procedures. They will,
▪ assist in developing standards, rules and procedures relating to health and safety
▪ consult with workers / volunteers regarding their WHS concerns
▪ consult with management regarding worker / volunteer WHS concerns including change that
may influence WHS more broadly
▪ ensure the conduct of regular workplace inspections.
▪ minutes of the latest Health and Safety Committee meeting will be made available for all
workers / volunteers to review.

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TRAINING
The office Manager will conduct a training needs analysis and arrange for appropriate WHS training
to be undertaken by workers as required. Where required SC workers / volunteers are to
demonstrate their competencies to perform required task safely. In tasks with a high potential for
injury, a separate documented assessment of a person's competency may be undertaken. As a
guide, competency assessments should be signed and dated by the assessor/assessee and contain
the following elements,
▪ task or equipment description
▪ information on licenses held (or other relevant qualifications)
▪ a checklist containing the essential competencies that were demonstrated, and
▪ comments or confirmation that the competency was met
SC is committed to developing a suite of competencies to deal with all safety sensitive work tasks.

WHS RISK ASSESSMENT

The purpose of any WHS risk assessment is to ensure that, for any identified hazards, appropriate
control measures are implemented to protect workers, contractors and visitors from risks to their
health, safety and welfare. Control measures for WHS hazards should be implemented as required
using the following hierarchy of control, in order of preference these measures relate to,
▪ elimination (removal of the hazard)
▪ substitution (substitute the hazard for something which is less hazardous e.g. replace a
hazardous chemical with one within is not hazardous)
▪ isolation (isolate the hazard from people e.g. place a noisy piece of equipment in another
location)
▪ engineering (e.g. guarding on machinery)
▪ administrative (e.g. provision of training, policies and procedures, signage)
▪ personal protective equipment (e.g. use of hearing, eye protection, high visibility vests).

Outcomes of risk assessments will be documented, and the control measures reviewed at least
annually or earlier should a task or activity be the subject of a WHS incident or a change of process
or requirement. Current risk assessments will ensure that the goal of eliminating or minimising the
risk workers may be exposed to has been achieved.

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OTHER SOUL POLICIES AND PROCEDURES
List of policies and procedures in place to manage workplace risk include,
Soul Café Food Handling Policy
Soul Guest Behaviour Management
Soul Child Safe Organisation
Soul Money Handling Policy

RIGHT OF ENTRY
A WHS permit entry holder must also hold a current Fair Work Act 2009 entry permit. Their WHS
entry permit and photographic identification must be available always for inspection. Where there is
a suspected workplace WHS contravention, a permit holder is not required to give prior notice.
However, as soon as reasonably practicable they must give notice of their entry and the suspected
contravention to SC or the person with management or control of the work place.

The permit holder may, in relation to the suspected contravention, inspect any work system, plant
substance or structure; consult with SC and its workers / volunteers; be allowed to inspect and make
copies of relevant documents (unless to do so would contravene a state or Commonwealth law); and
warn any person of a serious risk to health and safety if immediate or imminent.

Otherwise a permit holder is required to give at least 24 hours’ notice (and no more than 14 days) to
the SC before entering a workplace to consult on WHS matters or provide advice on those matters to
relevant workers

SC must not, without reasonable excuse, refuse or unduly delay a permit holder's entry into a
workplace or obstruct them from exercising their rights under the WHS Act.

The permit holder must not intentionally and unreasonably delay, hinder or obstruct any person or
disrupt any work at a workplace or otherwise act in an improper manner.

WHS ISSUE RESOLUTION

Wherever possible, any WHS concerns will be resolved through consultation between workers /
volunteers, their representatives and/or their manager. If the concern cannot be resolved, then it
can be referred to the office Manager for resolution. Ultimately any issue remaining unresolved may
be referred to the Board. Where the issue remains unresolved the default procedure for issue
resolution set out in the WHS Regulations must be followed. If reasonable efforts have been made to
resolve an issue and it remains unresolved, any party to the issue can ask SC to appoint an inspector
to assist in resolving the matter.

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AUTHORITATIVE SOURCES
Work Health and Safety Act 2011
Work Health and Safety Regulation 2011
Approved Work Health and Safety Codes of Practice

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PART B: GENERAL WHS INFORMATION
EMERGENCY PROCEDURES
An emergency evacuation plan has been developed and this plan, together with a list of emergency
contacts, is displayed in the following locations:
▪ Office/reception
▪ Common areas
▪ Kitchen and dining areas
▪ Storage areas/Cool Room areas
▪ Male toilets
▪ Female toilets
The Emergency Contacts List is at Attachment 1.
All fire emergency equipment, such as horns, sirens and fire extinguishers, will be tested by
approved provider every 12 months.

HAZARD/INJURY/INCIDENT REPORTING
How to Report a Hazard or Injury or Incident:
All managers, workers / volunteers including contractors are required to complete an incident form
if a hazard/injury/incident occurs and advise the Office Manager of the incident or injury or hazard.
▪ Complete the relevant sections of the hazard / injury / incident form giving details
▪ The form should be completed even when an injury has not occurred, that is, in the event of
a near miss.
▪ All hard copy forms should be signed by the relevant parties.
▪ The office Manager or their delegate must record all injuries on the injury /incident register
▪ Internal reporting of any hazard/injury/incident should occur is separate from reporting of
notifiable incidents to SC.
▪ The hazard/injury/incident report form is at Attachment 2.

Reporting of Notifiable Incidents

Any serious incidents must be notified immediately to the Team Leader. After becoming aware that
any such incident has occurred, it is the team leader’s responsibility to report 'notifiable incidents' to
the office manager* by the fastest possible means, either by phone 02 4926 1758 or email
manager@soulcafe.org.au
*NOTE: Immediate notification is followed within 48 hours in writing by completing an ‘Notifiable’ Incident
Report Form and forwarding it to office manager.

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Definition Of "Notifiable Incident”
'Notifiable incidents' include the following,
▪ the death of a person
▪ a serious injury or illness of a person
▪ serious injury or illness includes immediate treatment as an in-patient in a hospital;
immediate treatment for certain serious injuries; or medical treatment within 48 hours of
exposure to a substance
▪ a dangerous incident (a 'dangerous incident' means any incident in relation to a workplace
that exposes a worker / volunteer or any other person to a serious risk to a person's health
or safety caused by incidents such as ‘café guest’ behaviour that threatens their own or
others safety, uncontrolled escape, spillage or leakage of a substance, explosion, Steam, fire.

Hazard/Incident/Injury Reporting-Summary for The Office Manager

▪ Ensure that the manager, worker or volunteer has completed a hazard/incident/injury form.
▪ Review the incident with the manager, worker or volunteer to determine if any actions need
to be taken to eliminate or minimise the risk of the incident or hazard recurring.
▪ Complete the injury register.
▪ If the incident results in a death, serious injury or illness or a dangerous incident, notify
Office Manager IMMEDIATELY. Ph: 02 4926 1758 Email: manager@soulcafe.org.au
NOTE: Immediate notification is followed within 48 hours in writing by completing a Notifiable Incident Report
Form and forwarding it to Soul Café manager who maintains the records of all the above.

FIRST AID
Definitions:
FIRST AID is the immediate treatment or care given to a person suffering from an injury or illness
until more advanced care is provided or the person recovers.
FIRST AID OFFICER is a person who has successfully completed a nationally accredited training
course or an equivalent level of training that has given them the competencies required to
administer first aid.

First Aid Procedures

As required by First Aid in the Workplace, Code of Practice
▪ The appointment and training of First Aid Officers (FAO)
▪ The provision of first aid kits within the workplace
▪ Clear signage with the name of the FAO and the location of the first aid kits
▪ The provision of a suitable first aid kit in vehicles

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 ▪ It is the FAO's responsibility to ensure that the contents of all first aid kits are maintained

First Aid Officer Training

▪ The minimum level of training for a FAO is the Senior First Aid Certificate (or equivalent)
▪ Refresher training should be undertaken every three years.

First Aid Officer Responsibilities

▪ The FAO is approved to render first aid assistance in the workplace.
▪ The FAO should ensure that they do not administer first aid services beyond their level of
training.
▪ A record of any first aid treatment given should be kept by the FAO and reported to the
Office Manager on a regular basis to assist with reviewing first aid arrangements.
▪ Contact details of FAO are displayed on all noticeboards.

First Aid—Summary for The Office Manager

▪ Ensure that a First Aid Officer (FAO) has been appointed and trained.
▪ Keep a copy of the FAO's qualifications.
▪ Ensure that a first aid kit is provided and maintained by the FAO.
▪ Advise all managers and workers of the name of the FAO and the location of the kit.
▪ Place a sign on the wall where the kit is located.
▪ First Aid in the Workplace Code of Practice displayed on the notice board.

WHS TRAINING AND INDUCTION

Training
SC is committed to providing appropriate training to ensure workers have the skills and knowledge
necessary to fulfil their WHS obligations. WHS training is a fundamental requirement for SC to
achieve a safe work place. The WHS training needs for SC will be determined in consultation with
managers, works, volunteers as well as through review of the WHS Risk Register, however it can be
generally categorised into three kinds,
i. Generic WHS Training—skills and knowledge which is commonly required, e.g. induction
training, WHS risk management training, evacuation procedures.
ii. Risk Specific WHS Training—training required for those persons conducting activities with a
specific risk to health and safety or a verification activity, e.g. first aid training, hazardous
substances training, manual handling training, confined spaces training, working from
heights.
iii. Task Specific WHS Training—skills and licensing which are required depending on the
specific hazards and risk, e.g. equipment operation, guest de-escalation.

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Documentation for Training
Training records shall be maintained as evidence of training delivery and assessment of competence.

WHS Induction
All new managers and workers are required to be provided with WHS information regarding the
workplace as part of their overall induction and introduction to SC. A thorough WHS induction
process assists new staff to feel welcome, become integrate in the organisation and ensure that they
can work safely.

The WHS Induction Checklist at Attachment 3 should be used in conjunction with the general
induction training program for workers and volunteers to ensure that all new persons are aware of
the WHS systems, policies and procedures in place within SC.

Induction Procedure
The Office Manager must ensure a WHS induction is provided to all new workers / volunteers and
‘Attending Services’ on their first day. If the Office Manager is not available, he or she should
organise for a replacement to conduct the induction. The Office Manager must,
▪ use the attached WHS Induction Checklist (Attachment 3) to ensure that all WHS issues are
covered
▪ on completion of the induction, sign the checklist and ensure that the new worker also signs
▪ file a copy of the induction checklist on the worker's file
▪ provide the new worker with access to this WHS Management Plan and the WHS Policies
and Procedures Manual
▪ All ‘attending services’ must sign in and be provided with a copy of the SC ‘Attending Service’
Induction to read, and to then sign, acknowledging that they have read and understood the
information. These documents are included at Attachment 4.
A new Office Manager will be inducted by the outgoing Manager or a Board Member.

Detailed WHS Induction for Contractors / Visitors

For contractors (e.g. trade persons) the requirements for induction will depend on the work to be
undertaken and the duration of their stay at the workplace. At a minimum, contractors should be
advised of emergency procedures and location of facilities. Refer to Attachment 5.

WHS training provided to managers, workers and contractors should be recorded in the WHS
Training Register (Attachment 6).

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Alternatively, this training register can be incorporated into the overall Staff Development and
Training Register which details all Professional development and training undertaken by SC
Managers and workers.

RISK MANAGEMENT AND THE RISK REGISTER

WHS risk management is a systematic process of hazard identification, risk assessment, and risk
control with the aim of providing healthy and safe conditions for managers, workers, visitors and
contractors of SC. As required by the WHS Act, SC adopts a risk management approach to underpin
its WHS Management system.

This approach involves all managers and workers in identifying hazards, assessing and prioritising
risks, implementing control measures and reviewing how effective the control measures are. All
workers are responsible for assisting in managing the risks associated with their specific work
environment. Risk management strategies used by Soul Café include,
▪ regular hazard inspections of the Soul Café environment.
▪ a comprehensive risk register detailing all WHS risks associated with the operation and
activities of the Soul Café
▪ documented WHS policies and procedures
▪ risk assessments of newly purchased equipment
▪ risk assessments for any change to work processes
▪ hazard, injury, incident reporting procedures
▪ incident investigation (at the direction of the Office Manager)

Risk Management Definitions

WHS HAZARD: Anything which has the potential to cause injury or illness.
WHS RISK: A WHS risk is the chance of someone becoming injured or ill because of a workplace
hazard. This significance of the risk is determined by considering the likelihood of it happening and
the consequences if it does happen.
WHS RISK CONTROL: WHS risk control is action taken to eliminate or reduce the likelihood that
exposure to a hazard will result in injury or illness to people or damage to property and the
environment.

The Risk Management Process

WHS risk management should be undertaken for all activities where there is the potential for harm
including,
▪ before activities commence;

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 ▪ before the introduction of new equipment, procedures or processes;
▪ when equipment, procedures or processes are modified.
Step 1: Identify the Hazard
A hazard is a source or potential source of injury, ill health or disease. Hazard identification is the
process of identifying all situations and events that could cause injury or illness by examining a work
area/task for the purpose of identifying all threats which are 'inherent in the job'. Tasks can include,
but may not be limited to using tools, hazardous chemicals, dealing with people, lifting/moving
items.

Step 2: Assess the Risk

Assessing the risk from a hazard determines its significance. Firstly, consider the consequences
should something happen; will it cause a serious injury, illness or death or a minor injury. Secondly,
consider how likely is this to occur—very likely, not likely at all or somewhere in between? Some of
the things to think about include,
▪ how often is the task undertaken
▪ how frequently are people near the hazard
▪ how many people are near the hazard at a particular time
▪ has an incident happened before
▪ have there been any 'near misses'
Where a manager, worker, volunteer, contractor, or visitor to the workplace identifies a hazard use
the table below to determine how significant the risk is.

Step 1: identify the Consequences—or how severely could it hurt someone

Step 2: identify the Likelihood—or how likely is it for an injury to occur
Step 3 & 4: identify the Risk Priority Score—to prioritise your actions
Step 5: apply the hierarchy of hazard control
Step 6: identify who, how and when the effectiveness of controls will be checked and reviewed

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 Step 1 —CONSEQUENCES Step 2—LIKELIHOOD
How likely is it for an injury to occur? Circle
How severely could it hurt someone
or how ill could it make someone? Very unlikely, could
Very likely, could Likely, could happen Unlikely, could happen,
Circle happen, probably
happen frequently occasionally but rare
never will

L1 L2 L3 L4

Kill or cause permanent

C1 Very high risk (1) Very high risk (1) High Risk (2) Substantial Risk (3)
disability or ill health

Long term illness or serious

C2 Very high risk (1) High Risk (2) Substantial Risk (3) Moderate Risk (4)
injury

Medical attention and several C3 High Risk (2) Substantial Risk (3) Moderate Risk (4) Acceptable Risk (5)
days off work

First Aid needed C4 Substantial Risk (3) Moderate Risk (4) Acceptable Risk (5) Low Risk (6)

Step 3: Risk Priority Score Identifies the Necessary Action and Response

Step 3—RISK PRIORITY SCORE Step 4—ACTION AND RESPONSE

1 = Very High Risk Stop the activity—immediate action is required to ensure safety—safety measures applied must
be cleared by the Office Manager before any activity recommences
Proceed with caution—immediate reporting of emerging or ongoing risk exposure at this level to
2 = High Risk the Station Manager for decision is mandatory

3 = Substantial Risk Be aware—action required as soon as possible to prevent injury or illness

Report these risks to the responsible Manager during the current shift or before the next shift
4 = Moderate Risk

5 = Acceptable Risk Do something when possible. Manage by routine procedures.

6 = Low Risk These risks should be recorded, monitored and controlled by the responsible Manager

Step 4: Control the Hazards

The aim is to implement the most reliable controls to create a safe workplace rather than simply
relying on people to behave safely, following processes or using protective equipment. In many
cases, a combination of several control strategies may be the best solution.
Hierarchy of control strategies (in order of preference):
▪ eliminate the hazard; remove the equipment from use, dispose of unwanted chemicals
▪ substitute; use a non-hazardous chemical, use a different machine that can do the same task
▪ isolation; contain noisy machinery within a booth
▪ engineering controls; design equipment differently, providing lifting devices to minimise manual
handling
▪ administrative processes; task variation, job rotation, training
▪ personal protective equipment; gloves, hearing protection, eye protection
▪
Step 5: Review the Process
Continuously review to monitor and improve control measures and find safer ways of doing things.

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Documentation for Risk Assessment
The documentation required for a WHS risk assessment will depend on the operation or activity
being assessed. The appropriate WHS Risk Assessment Form must be used when undertaking a risk
assessment of the various activities of the SC.
The WHS Risk Assessment Proforma and procedure for conducting an assessment is at Attachment 7.

The WHS Risk Register

The risk assessment data collected from identifying, assessing and controlling risks should be
documented on a centralised risk register for SC. The risk register holds a list of key risks that need to
be monitored and managed. The risk register is to be managed by the Office Manager who should be
notified if new hazards are identified and controls implemented so that the risk register can be
amended.

The Office Manager is responsible for overseeing the Risk Register, and for ensuring that effective
control measures are implemented and that risks are monitored and reviewed on a regular basis.

WORKPLACE HAZARD INSPECTIONS

Workplace Hazard Inspections are required by WHS legislation to be proactive in identifying hazards
in the workplace which may affect the health and safety of its workers and eliminating or minimising
the risks arising from those hazards. To ensure a safe and healthy workplace, the Team Leader
accompanied by Health and Safety Representatives (HSRs) should undertake WHS hazard
inspections of the workplace regularly and at any other times as required. The hazard inspection
should be undertaken by following the principles of WHS risk management and using the attached
information and checklists (Attachments 8 and 9).

If any hazards are identified through the hazard inspection process, controls must be implemented
to ensure that the risk to health and safety is eliminated or minimised.

In addition to these regular inspections, all managers should also conduct weekly hazard inspections
of their work sites in conjunction with HSRs. Any hazards noted during these inspections should
immediately be reported to the Office Manager and appropriate remedial action taken.

All hazard inspection documentation should be filed by the Office Manager.

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Purchasing
Prior to purchasing any goods or services for the workplace, they should be assessed to determine if
there are any associated health and safety hazards. This includes the purchase of equipment such as
machinery, tools, furniture, chemicals, as well as contracted services such as maintenance.

WHS RECORD KEEPING

The Office Manager should retain all WHS and workers compensation documents. These documents
are required to be filed for 30 years in safe storage accessible only to authorised personnel in
accordance with the Privacy Amendment (Enhancing Privacy Protection) Act 2012 (Cth).

Documents to Be Displayed
▪ Emergency contacts page (Attachment 1)
▪ Emergency Evacuation Plan
▪ Return to Work Policy
▪ Work Health and Safety Policy
▪ Accident/Incident Notification details
▪ Compensation and Return to Work information

IMPORTANT CONTACT NUMBERS

SC Telephone: 02 4926 1758
Facsimile: N/A
Email: manager@soulcafe.org.au
Postal Address: PO Box 686, Newcastle, NSW 2300
After Hours Emergencies: In the event of a major incident an on-call Manager can be contacted on:
0404 038 000

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PART C: SPECIFIC WHS REQUIREMENTS
ABESTOS
The premises occupied by SC were built before 31 December 2003 and therefore, there is a
requirement for SC to comply with these measures outlined including an asbestos management plan
and asbestos register. Do not repair or conduct work on any building without first checking the
asbestos register. A sample register is included at Attachment 10.

INAPPROPRIATE BEHAVIOUR
Bullying, harassment, discrimination and violence of any form will not be tolerated at Soul Café.
SC undertakes to investigate all complaints formally made. SC will take action to resolve the
complaint. If the complaint is found to be valid, action may include any combination of the following,
▪ Asking for an apology
▪ Creating an agreement with the offender that will stop the behavior of concern
▪ Conciliation/mediation conducted by an independent/impartial third party to seek a
mutually acceptable solution
▪ Disciplinary action in the form of verbal, written or final warning or dismissal
▪ All violence will be reported to the police.
In determining the action to be taken, the following factors will be considered,
▪ Severity and frequency of the behavior
▪ Whether there have been previous incidents or prior warnings.

CONTRACTORS
SC is committed to ensuring that all workers under its control, including contractors and sub-
contractors have a safe and healthy environment in which to perform their duties. Contractors are
likely to be workers employed by SC to undertake specific task; the delivery/pickup of goods,
tradespeople undertaking repair or maintenance work within the workplace. To achieve this
objective, it is recognised that contractors need to be:
▪ suitably experienced to perform the tasks
▪ in possession of all necessary licenses, permits, registrations and insurance required to perform
the works safely and in compliance with appropriate regulations
▪ notified of any potential hazards associated with the location or use of the area where the works
are to be carried out
▪ made aware of SC emergency procedure

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If reasonable and if the work will involve high risk task, have completed the Detail WHS Induction
Check list for contractors (Attachment 5). All contractors must abide by SC WHS requirements which
will be advised to them before engagement.

DANGEROUS GOODS AND HAZARDOUS SUBSTANCES

Hazardous substances are chemicals, organic matter and other substances which pose a health risk
when people are exposed to them. These may include glues, paints, solvents, corrosives, adhesives,
thinners, cleaning solutions, chemicals, flammable and Dangerous Goods. Dangerous goods are
hazardous substances that are also explosive or flammable in nature with storage required that is fit
for purpose. All chemicals will be included in the hazardous substances register and have their
current Safety Data Sheet (SDS) present for each chemical on the register. All workers shall have
access to information about the chemicals in the event of a spillage or exposure, even where SC
workers and volunteers would normally use the chemicals directly. Quantities of hazardous
substances stored for use shall be kept to a minimum.

A hazardous substances register will be developed to record any substances purchased or used by
the (see Attachment 11). This will be reviewed on a regular basis.

ELECTRICAL SAFETY
Failure to maintain electrical equipment in a safe condition, or to use equipment in accordance with
manufacturer's instructions may result in injury or death to workers or other parties. All electrical
equipment must be protected from damage, used safely and checked regularly. In addition, there
are other requirements that must also be implemented for 'specified electrical equipment'. These
requirements include combinations of testing and recording and connection to safety switches.
Regular inspection and testing of in-service electrical equipment by a competent person is a way to
ensure this safety duty is met. The WHS legislation requires that electrical equipment is inspected
and tested in accordance with Australian Standard 3760:2010 In-service safety inspection and
testing of electrical equipment. Only authorised electrical personnel are to perform installation,
inspection, testing and labelling activities.

Testing Frequency:
The frequency of inspections that are outlined in Section 2 of the Standard, AS/NZS 3760:2010 are
recommended but can be varied subject to a risk assessment. The Australian standard includes a
table that sets out testing and inspection intervals for various types of equipment from 3 months
(for equipment that is high use, high risk, or hire equipment) to up to 5 years (for equipment that is
not open to abuse, flexing of cords, etc.). In addition to the regular testing and inspection, the

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standard specifies that electrical equipment is to be inspected and tested: before return to service
after a repair or servicing, which could have affected the electrical safety of the equipment, and
before return to service from a second-hand sale, to ensure equipment is safe. Generally, the
following should be followed,
▪ tools and leads: every 12 months (low use)
▪ Safety Switches: monthly
▪ Offices: every 3 to 5 years
▪ Residual Current Devices:
The fitting of Residual Current Devices (RCD) on certain equipment can considerably reduce the risk
of electrocution. An RCD (also known as a safety switch) works by detecting a current leakage. When
RCD detects this current leakage, it turns the power off almost immediately. Whilst an electric shock
may still be received, the duration will be shortened reducing the risk of serious injury.

Unsafe Equipment:
Equipment that may be unsafe should be withdrawn immediately from service and have a label
attached warning against further use. Arrangements should be made, as soon as possible, for such
equipment to be disposed, destroyed, or repaired by an authorised repair agent or competent
person. The SC Electrical safety policy provides further information in relation to this work place
hazard and its management. This Policy is included in the WHS Policies and Procedures Manual.

Confined Spaces
All confined spaces are to have signage with access strictly controlled. Entry requires the issue of a
confined spaces permit on each occasion. No employee or contractor will be issued a permit to work
in any confined space on the property unless they are trained and supervised. When working in a
confined space a trained bystander must be present always. A register of identified confined spaces
and entry permits is maintained at the office.

FALLS FROM HEIGHT

There is a risk of serious injury from falling when working above ground height. No worker will work
at height without ensuring that ladders, steps and handrails are secure or fall prevention/arrest
harnesses are in place.
▪ Workers working at height are made aware of the hazards and risk management procedures
▪ Fall arrest or fall prevention harnesses are provided and used
▪ Workers are instructed in the correct use of fall prevention or fall arrest harnesses.
Contractors will ensure that they:

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 ▪ Observe and apply risk management procedures when working at heights
▪ Use the required personal protective equipment (PPE) where indicated.

MANUAL HANDLING
Manual handling is any task that requires you to push, pull, lift, carry, move, hold or lower any
object, person or animal. Manual tasks include tasks that have repetitive actions, sustained postures
and may involve exposure to vibration. The types of injuries related to manual handling include
repetitive strain injuries, muscle injuries, tendon and ligament injuries, bone injuries and injuries
from falling objects.
Manual Handling hazards are managed at SC by a risk management process in order to prevent or
minimise the risk of injuries and injuries from falling objects. The process involves conducting a risk
assessment on manual tasks carried out in the workplace, working out how to address any
problems, choosing and implementing appropriate solutions, and following up to check that the
solutions work. Examples of manual handling task in the Soul Café environment include,
▪ lifting and moving equipment
▪ transporting merchandise
▪ stacking boxes or crates
▪ general repairs

Preventing Manual Handling injuries

Decide what changes can be made to reduce the risks of injury. If possible, select permanent
changes (such as workplace layout, tools and equipment).
▪ avoid double handling of items
▪ provide mechanical aids (Trolley, Pallet Jack)
▪ redesign the task (such as rotating workers)
▪ identify changes that are possible immediately, and those that may take time to implement
▪ document your risk control decisions for each task assessed, and set timelines for changes
▪ trial the changes in consultation with workers before making them permanent
▪ provide training if new equipment is introduced.

When loading/unloading vehicles,

▪ use lift equipment wherever practicable, otherwise
▪ prepare by stretching and warming up, especially after prolonged sitting in the vehicle
▪ slide the item as close as possible to you before lifting
▪ keep you back straight and bend your knees when lifting

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 ▪ put loads down in the same way they were picked up
▪ where possible store frequently used items at a suitable height; between waist and shoulder
height, which reduces the need for forward bending when lifting, and
▪ whenever possible use trolleys for moving larger and heavy items

PLANT AND EQUIPMENT

The definition of venue equipment encompasses hand tools either powered or non-powered
(electric drills, hammers) and extends to kitchen machinery, office furniture and any other
equipment used for work purposes.

Risk Management
A risk management process is a systematic method for making plant as safe as possible and can also
be incorporated into other workplace risk management systems. This risk management approach
should be undertaken before purchasing of, or alterations to plant, changing the way it is used,
relocating it, or if additional health and safety information becomes available.

Maintenance and repair

Equipment must be maintained and cleaned following the procedures recommended by the
manufacturer or by designer the competent person. Only a competent person may inspect and
repair damaged plant. Unsafe and/or malfunctioning plant and equipment can be identified by any
manager, worker, volunteer or contractor by a number of methods such as:
equipment inspections;
▪ verbal reporting of equipment malfunction to the appropriate manager
▪ hazard and incident reporting
Once identified, the unsafe or malfunctioning equipment should be reported to the appropriate
manager for repair to be organised. Equipment which has been identified as unsafe should be
disconnected from the power supply and clearly labelled as unsafe and not be used. If possible the
equipment should be moved to a location where it is not accessible.

Record Keeping
Records of inspection, testing and monitoring are required to be maintained by SC. As minimum
records should include details of inspections, maintenance, repair, calibration and alterations.

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PERSONAL PROTECTIVE EQUIPMENT
Personal Protective Equipment (PPE) may be required to protect workers and volunteers during
general, specific and hazardous tasks. PPE is the least effective way to control risk and is always the
last resort to protect workers. The types of PPE used might include:
▪ respirators and masks
▪ foot protection (safety shoes and boots)
▪ body protection (high visibility clothing, long sleeves, wide brimmed hats, gloves)
▪ helmets
▪ any substance used to protect health, for example, sunscreen.
If required, workers are obliged to use PPE when required and when reasonably practicable. Other
requirements include:
▪ workers should be fully trained in the safe use, storage and maintenance of PPE
▪ PPE must be checked before use for the correct type, fit and undamaged
▪ do not reuse disposable, contaminated or damaged PPE
▪ store PPE correctly.

SLIPS, TRIPS AND FALLS

Slips, trips and falls are one of the major types of accidents in workplaces and may be due to poor
housekeeping practices such as water or oil spilt. Material placed untidily or using walkways for
storage can also be a cause of these types of incidents. When assessing the potential for slips, trips
and falls, make sure you look at out of sight areas such as storage rooms, stairways and workshops.

Prevention
Reduce the risk of injury by following these guidelines,
▪ avoid walking on slippery floors
▪ keep floors free of water and grease
▪ clean floors regularly
▪ post warning signs around spills or wet floors
▪ install non-slip tiling or other non-slip floor products
▪ use rubber mats in areas where the floors are constantly wet
▪ use non-slip footwear
▪ clean up spills immediately
▪ install adhesive strips and slip resistant paint to improve slip resistance. The best method
will depend on the existing floor surface.
▪ use floor cleaning products to remove oil and grease.

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 ▪ agree on written standards with contract cleaners to ensure that any cleaning agents leave
the floor in a non-slip condition.
▪ use storage areas for equipment and be alert to the dangers of leaving boxes, rubbish, bags
and furniture in walkways, entrances and exits.

DRUGS AND ALCHOL

SC maintains the right to refuse work at any worker, volunteer or contractor who, in the opinion of
management, is in an unfit state to perform their work in a safe manner. To assist in these
requirements, SC workers, volunteers, contractors and visitors shall observe that,
▪ No alcohol may be consumed or permitted on property at any time unless expressly
authorized by management and only when work is completed for the day.
▪ No illegal drugs shall be consumed or permitted on property at any time or under any
circumstance
If, in the opinion of management, a worker is unfit to work safely, they will be sent/taken home
Workers who are taking prescription medication that may affect their safety at work (that cause
drowsiness), are to inform management of the circumstances so that appropriate duties may be
assigned. SC encourages all employees not to smoke. Please do not smoke in any vehicle or building.

UV RADIATION
Ultraviolet radiation(UV) exposure can cause sunburn, skin and eye damage and skin cancer. UV
protective clothing, hats, sunglass and SPF 30 sunblock will be provided as PPE and are required to
be worn for outdoor tasks.

VEHICLES
Alcohol and Drugs
SC managers and workers must not drive a personal or SC vehicle or work-related business in
circumstances where that member would breach applicable road transport law by driving under the
influence of alcohol and drugs.

Licences
SC managers and workers who are required to drive a vehicle on work related business must hold a
current valid driver’s licence of the appropriate class and notify the Office Manager if the licence is
suspended or revoked. A copy of the current driver’s licence must be provided to the Office Manager
or their delegate to be retained on file.

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Mobile Phones
The use of a hand held mobile telephone while driving is a safety risk and is against the law. SC
managers and workers are not to use hand-held mobile telephone while driving a motor vehicle or
other motorized equipment.

Seat Belts
It is a legal and SC requirement that seatbelts are worn at all times in a moving vehicle.

Smoking
Smoking in any SC vehicle by either drivers or passengers is prohibited.

Load Restraint in Vehicles

All equipment in vehicles must be restrained firmly to avoid the risk of the items becoming airborne
and causing missile injuries in the case of a vehicle collision. The tension in the load restraining
straps should be checked regularly during the journey. Distribute the load evenly within the vehicle
Ensure no loose items are within the passenger area as they may become projectiles in the event of
an accident. Do not exceed load/weight capacity of the vehicle.

WORKING ALONE
The risk of injury or harm for people who work alone may be increased because of difficulty
contacting emergency services when they are required. Emergency situations may arise because of
the sudden onset of a medical condition, accidental work-related injury or disease, attack by guests,
or by exposure to the elements. The consequences of an incident arising when working alone may
be very serious, so SC managers, workers and volunteers shall implement the following for each
alone work task,
▪ a telephone call to home base on arrival and departure at a work place.
▪ development and approval of trip itineraries for extended trips and adherence to the
itinerary
▪ pre-trip agreement on departure and arrival times.
▪ pre-arranged mobile phone calls at scheduled times
▪ appropriate first aid kit

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PART D: FORMS AND CHECKLISTS
ATTACHMENT 1—EMERGENCY CONTACTS LIST
To be displayed in appropriate location/s
CONTACTS
POLICE (local station):
EMERGENCY SERVICES (police, fire)
UTILITIES – Electrical
UTILITIES – Gas
UTILITIES – Sewerage and Storm Water
DOCTORS SURGERY ADDRESS
PHYSICAL SITE ADDRESS
ADJACENT OCCUPANTS
ADJACENT OCCUPANTS
FIRST AID OFFICER/S
PHONE
02 4929 0711
000
NA
Westpac Branch Manager
1/82 Brunker Rd, Adamstown / 49 52 3700
Level 1, 49 Hunter street Newcastle NSW 2300
Westpac Bank 02 4920 4455
City Pharmacy 024929 2866
Maria Thomas 0421 973 925
Sue Prosser 0410 586 543
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ATTACHMENT 2—HAZARD/INJURY/INCIDENT REPORT FORM
PART A: HAZARD/INJURY/INCIDENT REPORT (to be completed by the involved worker or manager)
What type of report is this (select or circle the
type)? HAZARD INJURY INCIDENT

Is this a ‘Notifiable Incident’ (selector or A notifiable incident means: the death of a

circle)? YES NO person, or a serious injury or illness, or a
dangerous incident.
DETAILS OF THE PERSON MAKING THE REPORT
SURNAME: GIVEN NAME:
POSITION: DOB:
MOBILE: EMAIL:
WITNESS / OTHER PARTIES INVOLVED - DETAILS
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
DETAILS OF INCIDENT
TIME OF
DATE OF INCIDENT: AM / PM
INCIDENT:
LOCATION OF INCIDENT:
NAME OF PERSON INJURED If
applicable
NATURE OF INJURY If applicable
PART OF BODY INJURED
DESCRIPTION OF INCIDENT
DESCRIBE EXACTLY WHAT OCCURRED AND ANY CONTRIBUTING FACTORS (If more space is needed please
use the back of this sheet):

Treatment Outcome Nil Required First Aid Medical GP Hospital

(circle)

Signature of Person Making the Report

Date of the Report
Signature of Team Leader

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DESCRIPTION OF INCIDENT Page 2.
DESCRIBE EXACTLY WHAT OCCURRED

PART B: HAZARD/INJURY/INCIDENT REPORT CORRECTIVE ACTIONS

To be completed by the Office Manager
WHAT NEEDS TO HAPPEN to ensure that similar incidents do not
BY WHEN PERSON RESPONSIBLE
occur in the future or to minimise the risk?

PART C: HAZARD/INJURY/INCIDENT REPORT SIGN OFF (to be completed by the Office

Manager)
Signature of Office Manager
Date Closed

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ATTACHMENT 3—WHS INDUCTION CHECKLIST FOR NEW
WORKERS / VOLUNTEERS

Inductee Name
Position/Job Title
Supervisor Name
Date of Induction
Preferred Shift Information

Introduce other Staff and the Supervisor

Introduce First Aid Officer & show location of First Aid Supplies
Explain and Demonstrate Emergency Procedures
Show Location of Exits
Show location of work, toilet, drinking water and eating facilities
Show where to store personal items
Provide appropriate Induction / Role Information (circle) Kitchen
Floor Team
Attending Service
Administration
Explain WHS consultation, process and show location to access WHS Policy,
Procedures and Safety Data Sheets for Equipment Use.
Explain Hazard, Injury and Incident (HII) Process and Provide HII Form
Explain Child Safe Organisation Policy and provide access to policy/training.
Explain Confidentially Policy and provide location / access.
I authorise Soul Café to use my name and / or photographs of myself taken Yes / No (circle)
whilst undertaking activities for Soul Café in any publications used for
promotion purposes.
Explain that they are not authorised to speak on behalf of Soul Cafe to media
or in public forums.

WHS Induction Conducted by:

Person Providing Induction Signature:
Inductee Signature:

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ATTACHMENT 4—WHS INDUCTION FOR CONTRACTORS/VISITORS
WELCOME TO THE SOUL CAFÉ SAFETY BRIEFING FOR CONTRACTORS / VISITORS

Visitors / Contractors
All visitors / contractors are to report to Level 1 to the Office Manager or delegated person to sign in
/ out of the attendance register.

Contractors
▪ indicate the location and duration of the job
▪ sign in/ out of Level 1 Soul Café Attendance Register
▪ advise of the status of the job before leaving the site
▪ remove all job and personal rubbish
Additionally, the contractor may be required to,
▪ Produce a copy of their Safety Management Plan, including use of personal protective
equipment and controls for site specific hazards, including signage and removal of job and
personal rubbish
▪ produce Public Liability Insurance documentation before work is commenced.
▪ Complete a Prohibited Employment Declaration concerning tasks requiring specific training
or licenses
Hot Work (If applicable):
▪ A Hot work permit for welding, soldering, acetylene torch, or other related heat or spark
producing operations must be obtained from the Soul café Office Manager prior to starting
any Hot works. Hot Work signage must be displayed on the site.

Contractor / Visitor Emergency Procedures

▪ In a life-threatening emergency DIAL 000 For Fire, Police and Ambulance.
▪ In all cases advise a Soul Cafe staff member.
▪ Follow Direction of Soul Café staff in the event of an evacuation.

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Contractor / Visitor Evacuation Procedures

EMERGENCY EVACUATION
IN CASE OF EMERGENCY:
Remain Calm and Don't Panic.

R – Rescue and relocate anyone in immediate danger

A – Alert Fire Warden (Team Leader / Office Manager or delegated person)
C – Call 000 Fire
E - Evacuate Immediately (if needed) as directed by the Fire Warden or using the site map (STAIRS
ONLY THROUGH FIRE EXIT DOORS, ACROSS THE ROAD TO ASSEMBLY POINT).

ASSEMBLY POINT LOCATION:

Across Hunter Street in front of the ‘Lock Up’
REMAIN AT ASSEMBLY POINT UNTIL EMERGENCY CREWS ARRIVE
AND GIVE FURTHER INSTRUCTIONS

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ATTACHMENT 5 - WHS TRAINING REGISTER
Who was trained / job title
Reason for training
Duration of Training
Who provided the training
Method of training er. On the
job, theory, practical
Location of Training
Scheduled date
Date Complete

Who was trained / job title

Reason for training
Duration of Training
Who provided the training
Method of training er. On the
job, theory, practical
Location of Training
Scheduled date
Date Complete

Who was trained / job title

Reason for training
Duration of Training
Who provided the training
Method of training er. On the
job, theory, practical
Location of Training
Scheduled date
Date Complete

Page 39 of 81
ATTACHMENT 6—WHS RISK ASSESSMENT PROFORMA
Workplace location:
Name and position of person/s conducting assessment:
Date:
HAZARD What is the Hazard?

IDENTIFICATION What injury, illness or consequence could occur?

RISK List any Control Measures already implemented.

ASSESSMENT Risk Level

Describe what can be done to reduce the harm.

RISK CONTROL Whom Responsible

When By

Are the Controls Effective? (Revised Score)

REVIEW
Date Finalised.

CONDUCTING A RISK ASSESSMENT

Step 1: Identify the Consequences—or how severely could it hurt someone
Step 2: Identify the Likelihood—or how likely is it for an injury to occur
Steps 3 & 4: Identify the Risk Priority Score—to prioritise your actions
Step 5: Apply the hierarchy of hazard control
Step 6: Identify who, how and when the effectiveness of controls will be checked and reviewed

Page 40 of 81
Once the risk assessment process has been completed, those hazards identified as being a VERY
HIGH RISK or HIGH RISK should be addressed as a matter of priority. In considering options for
controlling the identified risks, the hierarchy of controls helps to ensure that the most effective
controls are implemented.

Risk Control Hierarchy

▪ ELIMINATION: this is the best control measure. E.g. remove a trip hazard.
▪ SUBSTITUTION: e.g. substitute a hazardous chemical with a less hazardous substance.
▪ ISOLATION: e.g. barricade off the area where the hazard is present.
▪ ENGINEERING: e.g. re-design of tools and equipment, provision of load shifting equipment
(trolleys etc).
▪ ADMINISTRATIVE: e.g. written procedures, training, warning signs.
▪ PERSONAL PROTECTIVE EQUIPMENT (PPE): Introduce PPE only when other control measures
cannot be implemented or as a supplement.

ATTACHMENT 7—WHS HAZARD INSPECTION PROCEDURE

Identify hazards at Soul Café by,
▪ Conducting regular systematic inspections of the workplace
▪ Observe what hazards exist in the workplace and ask “what if?”
▪ Listen to feedback from people working with the task
▪ Maintain records of processes used to identify hazards

Frequency
LOCATION FREQUENCY BY WHOM
Ground Floor Entrance Ongoing Office Manager
Stairwell Ongoing Office Manager
Lift Ongoing Westpac
Fire Exit Stairwell Annually Westpac
Level 1 - Office Areas Annually Office Manager
Level 1 – Meeting rooms Annually Office Manager
Level 1 – Kitchen Monthly Westpac
Level 1 – Storage Area Monthly Kitchen Manager
Level 1 – Server Area Annually Westpac
Level 1 – Medical Reception Annually Doctors
Level 1 – Toilet Area Ongoing Office Manager
Level 2 – Sound Desk Annually Floor Manager
Level 2 – Café Floor Area Ongoing Floor Manager
Level 2 – Stage Area & Equip Annually Floor Manager
Level 2 – Baby’s Room Annually Floor Manager
Level 2 – Kitchen Area Monthly Kitchen Manager
Level 2 - Pantry Monthly Kitchen Manager

Page 41 of 81
Check
▪ Air quality—extraction systems and ventilation
▪ Amenities—ventilation, slip/trip hazards, cleaning and hygiene
▪ Asbestos—register, management plan, condition
▪ Chemicals/dangerous goods—storage, labelling, spills, safety data sheets, PPE
▪ Electrical—leads, loading, testing and tagging
▪ Fire/emergency/first aid—communication, fire extinguishers, first aid kits
▪ Office/buildings—cleanliness, equipment serviceability, space, ergonomics
▪ Workshops—walkways, waste, storage, tools
▪ Lighting—adequacy, glare, cleanliness, repair
▪ Storage—adequacy, compatible materials, design, repair
▪ Machinery—guarding, maintenance, calibration
▪ Manual or mechanical handling—loads, equipment, training
▪ Stock work—yards, dairy, shearing, mustering, transport
▪ Noise—noise levels, designated zones, use of PPE
▪ PPE—availability, purpose, repair
▪ Premises security—adequacy, lighting
▪ Miscellaneous issues

At the end of the inspection a report should be drafted detailing all the safety hazards identified. The
report should provide a description of the risk assessment undertaken for each of these items and
the risk rating allocated to each. This is done by considering the following,
▪ The frequency of persons exposed to the hazard—days per week, times per day.
▪ What the consequences might be—personal injury, environmental damage, associated costs
or losses to replace or repair— how severe the outcome.
▪ What systems are currently in place, how effective are they or what other information is
required

Page 42 of 81
 ATTACHMENT 8—WHS HAZARD INSPECTION QUICK CHECKLIST
WORK HEALTH AND SAFETY HAZARD INSPECTION SUMMARY

Location details: Date of Inspection:

Inspection undertaken by: Accompanying Manager:

Accompanying HSR:
P
Ref Identified Hazard/ Recommended r To be endorsed by Office Manager
Location
Number Issue Control Measure i Completion Review
o To be actioned by: Date: Date:
r
i
t
y

QUICK HAZARD INSPECTION CHECKLIST

Area Assessed:

Date:
ITEM COMMENTS

Are the following safe and fit for purpose? Answering "No" will require corrective action stated in Comments

1. Buildings
▪ air-conditioning
▪ ventilation
▪ adequate lighting
▪ glare problems
▪ ergonomics
▪ amenities clean
▪ amenities serviceable
▪ slip/trip hazards
▪ electrical testing/tagging
▪ smoke alarms
▪ fire extinguishers
▪ safety signage/ information

2. Chemicals
▪ appropriately stored
▪ excess quantities beyond immediate use
▪ decanted materials labelled
▪ Safety Data Sheets available
▪ spills procedure
▪ first aid
▪ PPE
▪ All Electrical
▪ leads, plugs, switches in good condition
▪ leads safely positioned; any temp leads; tagged
▪ tagging current
▪ RCD testing

Page 43 of 81
3. Fire & Emergencies
▪ fire extinguishers/hoses checked and serviceable
▪ exit signage
▪ exits clear
▪ signage of HSRs, FAOs, Fire Wardens
▪ designated assembly areas

4. First Aid
▪first aid kits adequately stocked
▪first aid kits clearly located
▪first aid room adequately stocked
▪ FAO appointed and trained

5.Workshops
▪ machine guarding in place
▪ safety lockout procedures observed
▪walkways clear
▪waste disposal
▪ housekeeping
▪ storage
▪ maintenance
▪ electrical
▪ battery recharging area
▪ designated noise zones
▪ PPE
6. Walkways, stairs and landings
▪ surface in good condition
▪ no clutter, trip hazards
▪ rails stable

7. Storage and manual handling

▪ adequate for needs; items appropriately stored
▪ safe work method statements for hazardous tasks
▪ loads configured to reduce risk
▪ lift equipment provided and serviceable training in manual tasks

8. Stockwork
▪ safe access
▪ protective railing
▪ stairs, handrails and ramps in good condition
▪ mustering routes established
▪ communication
▪ PPE
▪ workers trained
▪ workers supervised

9. Noise
▪ PPE available for designated noise zones

10. Security
▪ Visitor procedures
▪ Signage
▪ lighting

11. Miscellaneous (list)

Page 44 of 81
ATTACHMENT 9— ASBESTOS REGISTER

ASBESTOS REGISTER
Work Site
Name of Competent Person
Date of Identification
Type of Asbestos
Condition of Asbestos
Specific Location of Asbetos
Is this an inaccessible area?

Page 45 of 81
ATTACHMENT 10 – HAZARDOUS SUBSTANCE REGISTER

SOUL CAFE
CHEMICALS INDEX
WORKPLACE Soul Cafe LOCATION Newcastle REVIEW DATES As Shown on
Notations

Maximum Date of PRA

Manufacturer/ Storage Hazard SDS issue
CHEMICAL PRODUCT Use stored Hazard class & other Risk Notations
supplier Location category date
quantity Assessment*

7
PARTE E OTHER POLICIES AND
PROCEDURES
SOUL FOOD HANDLING POLICY AND
PROCESSES
If you’re a Soul Café food handler, making sure you don’t contaminate food through illness or unclean habits is
very important to keep food safe to eat.

What are the requirements?

Under Standard 3.2.2 - Food Safety Practices and General Requirements, as a food handler you need to do
whatever you can to make sure you do not make food unsafe or unsuitable.

Soul Kitchen Volunteers are provided with the ‘Food Standards Code of Australia and New Zealand’ and additional
Health and Hygiene Information as a part of their induction and sign a form, to say that they have received this
information and understand the requirements of this information when volunteering at Soul.

Food Standards Code Australia And New Zealand

http://www.foodstandards.gov.au/code/pages/default.aspx

(1) A food handler must, when engaging in any food handling operation:
(a) take all practicable measures to ensure his or her body, anything from his or her body, and anything he or
she is wearing does not contaminate food or surfaces likely to come into contact with food;
(b) take all practicable measures to prevent unnecessary contact with ready-to-eat food;
(c) ensure outer clothing is of a level of cleanliness that is appropriate for the handling of food that is being
conducted.
(d) only use on exposed parts of his or her body bandages and dressings that are completely covered with a
waterproofed covering;
(e) not eat over unprotected food or surfaces likely to come into contact with food;
(f) not sneeze, blow or cough over unprotected food or surfaces likely to come into contact with food;
(g) not spit, smoke or use tobacco or similar preparations in areas in which food is handled; and
(h) not urinate or defecate except in a toilet.

(2) A food handler must wash his or her hands in accordance with subclause (4):
(a) whenever his or her hands are likely to be a source of contamination of food;
(b) immediately before working with ready-to-eat food after handling raw food; and
(c) immediately after using the toilet.
(3) A food handler must, when engaging in a food handling operation that involves unprotected food or surfaces
likely to come into contact with food, wash his or her hands in accordance with subclause
(a) before commencing or re-commencing handling food;
(b) immediately after smoking, coughing, sneezing, using a handkerchief or disposable tissue, eating, drinking or
using tobacco or similar substances; and
(c) after touching his or her hair, scalp or a body opening.
(4) A food handler must, whenever washing his or her hands:
(a) use the hand washing facilities provided;
(b) thoroughly clean his or her hands using soap or other effective means, and warm running water;
(c) thoroughly dry his or her hands on a single use towel or in another way that is not likely to transfer
pathogenic micro-organisms to the hands.

Additional Health and Hygiene Information

Be clean and careful
• wash and dry your hands thoroughly

Page 48 of 81
 • stop hair, clothes, jewellery or phone touching food or surfaces (e.g. tie hair back, remove loose jewellery,
cover open sores)
• don’t touch ready-to-eat food with your bare hands - use tongs or gloves
• wear clean clothing and aprons
• do not eat, spit, smoke, sneeze, blow or cough over food or surfaces that touch food.

You need to tell your Team Leader if you think you are sick or have contaminated food in any way.

Wash your hands properly

• use the sink provided just for hand washing
• wet your hands under warm running water
• lather them with soap and thoroughly scrub fingers, palms, wrists, back of hands and under nails for about
15 seconds
• rinse hands under warm running water
• turn off taps using a paper towel or elbow
• thoroughly dry your hands with a single-use towel.

When to wash your hands

• before you start handling food or go back to handling food after other tasks
• before working with ready-to-eat food after handling raw food
• after using the toilet
• after smoking, coughing, sneezing, using a handkerchief or tissue, eating or drinking
• after touching your hair, scalp, nose, etc.
• after doing anything else that could make your hands dirty, like handling garbage, touching animals or
children, or cleaning duties.

What if I’m sick?

Some illnesses can be passed to people through food – these are called foodborne illnesses (e.g. gastro and
hepatitis A). If you know or think you have a foodborne illness (e.g. you have vomiting, diarrhoea or fever):

• tell your Team Leader

• do not handle food if it’s likely to become contaminated
• only return to food handling when a doctor says you are well enough (usually 48 hours after symptoms
have stopped).

If you have infected sores on your hands, arm or face; or any discharges from your ear, nose or eyes (such as a
cold). You can continue to handle food provided you take extra precautions to prevent food being
contaminated. For example, cover the skin sore or take medication to dry up the discharge.

Preparing food
Before preparing food, make sure that hands, clothes, equipment and kitchen surfaces are clean. They will also
need to be kept clean throughout food preparation.

Cleaning and sanitising utensils

There are three steps needed to effectively clean and sanitise utensils:
• washing;
• sanitising; and
• drying.

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Utensils such as cutting boards, bowls and knives need to be thoroughly washed in warm soapy water. After
washing, the utensils should look clean and there should be no food or anything else visible on them. Effective
cleaning will remove most of the dangerous bacteria present. Sanitising will then kill any that might remain.

Where possible use the dishwasher as it is very effective at sanitising if it has a hot wash and drying cycle. All
utensils must then be thoroughly dried before they are re-used. Air-drying is best but tea towels can be used if
they are clean.

Temperature control
The food safety standards specify that potentially hazardous foods must be stored, displayed and transported at
safe temperatures and, where possible, prepared at safe temperatures. However, you can also use time, rather
than temperature, to keep food safe. This method is explained under ' The 2 hour/4 hour guide'.

Cooking
Always cook food thoroughly.

Cook chicken, sausages and hamburgers until juices run clear - beef steaks can be cooked to preference.
Cooking will reduce dangerous bacteria to safe levels if it is done properly. Remember that some food-poisoning
bacteria can protect themselves from cooking and while they will not be present in enough numbers to make
someone sick just after the food is cooked, they can start growing again if the cooked food is left at
temperatures between 5°C and 60°C for too long. Therefore, cooling cooked food quickly is so important.

Wherever possible, try to cook food as close to the time that you will be serving or selling it. For example, if you
can, take the food to the event and cook it there. This reduces the chance of the food becoming contaminated
after it has been cooked. It also means that there won' t be enough time for food-poisoning bacteria to grow to
dangerous levels on the cooked food before it is eaten.

Cooling food
If you decide you want to pre-cook food and then cool it, you will need to ensure that the food is cooled rapidly
to 5°C. If a large container of cooked food, for example a beef curry, is placed in a refrigerator for cooling, it can
take as long as 24 hours to cool to 5°C. This is very dangerous as the centre of the food will remain warm and
allow food-poisoning bacteria to grow to dangerous levels.

The Food Safety Standards require cooked food to be cooled to 5°C within 6 hours. The food must be cooled
from 60°C to 21°C within 2 hours and from 21°C to 5°C within a further 4 hours. Safe cooling can be achieved
by:
• removing the food from the stove top, oven or other heat source after it has cooked;
• allowing the food to initially cool outside the refrigerator - but make sure it is placed in the refrigerator
as soon as any part of it drops to a temperature of 60°C; and
• placing the food in shallow containers.
Use a thermometer to check that the cooked food is being cooled within the 6-hour time limit.

Reheating food
Cold food (which is to be served hot) will need to be quickly and thoroughly heated at the event until it is
steaming hot and then kept hot until it is served. It is best to re-heat the food to a temperature of 70°C and hold
the food at this temperature for at least two minutes. Use your thermometer to check that all of the food
reaches at least this temperature.

Page 50 of 81
Keeping food hot
Hot food will need to be kept hot (60 ° C or above) at the event. This could be achieved by using gas or electric
appliances. Safe temperatures are 5°C or colder, or 60°C or hotter. Potentially hazardous food needs to be kept
at these temperatures to prevent food-poisoning bacteria, which may be present in the food, from multiplying
to dangerous levels. These bacteria can grow at temperatures between 5°C and 60°C, which is known as the
temperature danger zone. The fastest rate of growth is at around 37°C, the temperature of the human body.

What foods are potentially hazardous?

Foods normally considered to be potentially hazardous are:

• raw meats, cooked meats and food containing meat, such as casseroles, curries, lasagne and meat pies
• dairy products and foods containing dairy products, such as milk, cream, custard and dairy-based
desserts
• seafood (excluding live seafood) and food containing seafood, such as seafood salad
• processed fruits and vegetables, such as prepared salads and ready-to-eat fruit packs
• cooked rice and pasta
• processed foods containing eggs, beans, nuts or other protein-rich food, such as quiche and soya beans
• foods that contain any of the above foods, such as sandwiches, rice salads and pasta salads.

The food safety standards also require you to have a thermometer if you prepare, handle or sell potentially
hazardous food. This will enable you to check that safe temperatures are being maintained.

If potentially hazardous foods have to be cooled, their temperature should be reduced as quickly as possible.
The temperature should fall from 60°C to 21°C in less than two hours and be reduced to 5°C or colder in the
next four hours. It is difficult to cool food within these times unless you put food into shallow containers.

Keeping food cold

When you are preparing food, make sure that you have enough refrigerator space or insulated boxes with ice
bricks to store the food. It is important to remember that refrigerators do not work properly when they are
overloaded or when food is packed tightly, because the cold air cannot circulate.

If you are running out of room in your refrigerator, remove foods that are not potentially hazardous, such as
drinks. The temperature of these foods is not critical and they can be kept cool in insulated containers with ice
or ice blocks.

Keeping food hot

If you are keeping food hot on cooktops, in ovens or in bain marie units, the equipment needs to be set high
enough to ensure that the food remains hot ( 60 ° C or hotter).

The 2 hour / 4 hour guide

Although potentially hazardous food should be kept at 5°C or colder or 60°C or hotter wherever possible, this
food can be safely between 5°C and 60°C provided it is between these temperatures for less than four hours.
This is because it takes more than four hours for food-poisoning bacteria to grow to dangerous levels.
The 2 hour/4 hour guide applies to ready-to-eat potentially hazardous food. It provides guidance on how long
this type of food can be held safely at temperatures between 5°C and 60°C and what should happen to it after
certain times.
The times refer to the life of the food, including preparation and cooling, not just to display times, so remember
to add up the total time that the food has been between 5°C and 60°C.

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Total time limit between 5°C and 60°C What you should do
Less than 2 hours Refrigerate or use immediately
Between 2 hours and 4 hours Use immediately
More than 4 hours Throw out

Using a Thermometer
A thermometer is essential in ensuring that food is kept at safe temperatures. If your organisation prepares,
handles or sells any potentially hazardous food, it must have a thermometer which is accurate to ±1°C. This
means that when the thermometer shows a temperature of 5°C, the actual temperature will be between 4°C
and 6°C. The thermometer must be available for use when foods are being prepared, so you may need more
than one if foods are prepared in different places.

How to clean and sanitise your thermometer

As the probe of the thermometer will be inserted into food, the probe must be cleaned and sanitised before it is
used to measure the temperature of the food. This is especially important when the thermometer is used to
measure the temperature of raw food and then ready-to-eat food, for example raw chicken and cooked
chicken. To clean and sanitise your thermometer:
• wash the probe to remove any grease and food particles;
• sanitise the probe using alcohol wipes or very hot water; and
• thoroughly dry the probe using a disposable towel or let it air dry.

Checking temperatures of food

• Determine the warmest area of a coolroom or the coldest area of a hot display unit.
• Insert the clean, dry probe into the food.
• Remember that temperature readings are not instant- wait until the temperature has stabilised before
reading.
• Stabilise the thermometer between measuring hot and cold foods by allowing the thermometer to
come back to room temperature.
• If the food is packaged or frozen, place the length of the probe between two packages of the food.

Remember that the temperature at the centre of food may be different from the surface temperature. For
example, when cooked food is being cooled in the refrigerator, the centre of the food will take the longest to
cool. Therefore, when checking the temperature of this food, make sure that you check the centre.

How to check the accuracy of your thermometer

Thermometers have to be accurate to ensure that temperatures are correctly measured. Ask the company that
supplied your thermometer how often the thermometer should be checked for accuracy. It is best to have your
thermometer regularly checked and maintained by the supplier of the thermometer. However, if you would like
to check the accuracy of your thermometer yourself, use the following method.

• Place some ice into a container with a small amount of cold water. The ice should not float if the
correct amount of water is used.
• Mix into a slurry and insert the thermometer probe.
• Leave it for about three minutes.

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 • Check and note the temperature. It should read 0°C.
• Do this three times and compare the temperatures recorded.
• If they vary by more than 1°C, get your thermometer checked by the supplier.

After a power failure

http://www.foodauthority.nsw.gov.au/foodsafetyandyou/keeping-food-safe/flood-fire-power-cut-emergiences

It is useful to make a note of the time the power failed.

Keep it cold! If the power supply is out for more than 4 hours, food in fridges can spoil. Keep the refrigerator
door closed as much as possible. A closed refrigerator should keep food cold for 4 hours. If food that’s meant to
be in the fridge is allowed to warm for 2 hours or more, avoid eating it.

Freezers will usually not defrost and allow food to spoil for at least 24 hours, provided the door has been kept
shut. If frozen foods have thawed, they should not be refrozen but should be kept cold and eaten as soon as
possible.

Resources
Food Standards Australia New Zealand provide the below guides
http://www.foodstandards.gov.au/foodsafety/standards/Pages/Guide-books.aspx

Safe Food Australia – a comprehensive guide to Standards 3.1.1, 3.2.2 and 3.2.3

Food Safety: Skills and knowledge for food businesses (PDF 1 MB) – a guide to specific requirements on skills
and knowledge in Standard 3.2.2

Temperature control of potentially hazardous foods (PDF 71KB) – a guide to the requirements to keep
potentially hazardous foods under temperature control in Standard 3.2.2

Food safety programs (PDF 357 MB) – a guide to Standard 3.2.1

Food safety programs for food service to vulnerable persons (PDF1.4 MB) – a guide to Standard 3.3.1.

Page 53 of 81
SOUL CHILD SAFE ORGANISATION POLICY
Introduction
Our policy guides Lifeshapers Family Services (Soul Café [SC]) workers (employees, contractors, labour
hire workers, outworkers, apprentices, students or volunteers) on how to behave with children who
may attend SC with their families. SC does not provide direct programs for children but a free food
service for the poor and needy that is open to the public. The policy focuses on how we can promote
the safe participation of children who may attend SC with their families.

Policy Statement
SC is committed to providing a safe and secure environment for all its employees, café guests, and
volunteers and particularly to children, aged and vulnerable people. SC aims to reduce the risk of
abuse occurring, and to ensure that a caring and appropriate response is taken should abuse occur.

Authority
The policy was developed by the SC Operational Management Team and approved by the
Lifeshapers Family Services Trustees. It was first adopted for use at SC on 8 February 2016 and
further updated on the 11 April 2016.

▪ The date of this review is the 17.04.2018.

▪ The policy will be due for review again on the 17.04.2020.

Lifeshapers Family Services Trustees and the SC Management Team are committed to implementing
this Child Safe Organisation Policy and providing Child Safe Organisation information and training to
all SC workers (employees, contractors, labour hire workers, outworkers, apprentices, students or
volunteers).

All workers (employees, contractors, labour hire workers, outworkers, apprentices, students or
volunteers) receive a copy of the SC Child-safe Organisation Policy, Code of Conduct and the Hazard /
Abuse / Incident reporting process in their Induction.

Workers attend or have provided to them SC Child-safe Organisation Training.

All policies and training for SC Child Safe Organisations are available on the SC website
www.soulcafe.org.au and is distributed annually through the SC Volunteer ENews.

Page 54 of 81
Definitions
Abuse, can consist of one or more of but is not restricted to the following:

Elder Abuse, a single or repeated act, occurring in any relationship where there is an expectation of
trust, which causes harm or distress to an older person.

Physical Abuse, any non-accidental physical injury resulting from practices such as:

▪ hitting, punching, kicking (marks from belt buckles, fingers), shaking, burning (irons,
cigarettes), biting, pulling out hair, alcohol and/or other drug administration.
Sexual Abuse, any assault or abuse of a sexual nature, sexual molestation, indecent exposure,
sexual harassment or intimidation.

Emotional Abuse, the chronic attitude or behavior of one person which is directed at another
person, or, the creation of an emotional environment which erodes a person’s self-esteem and social
confidence over time. Behaviours may include:

▪ Insulting, bullying, devaluing, ignoring, rejecting, corrupting, isolating, terrorising or other

extreme acts in the aged or vulnerable person’s presence.
Financial Abuse may include:

▪ Activities by an attorney in violation of their powers, duties and responsibilities under an

Enduring Power of Attorney (EPA),
▪ Misappropriation of money, valuables or assets,
▪ Forging signatures on cheques,
▪ Denial of access to personal assets,
▪ Accessing a person’s funds electronically and/or
▪ Forced or unauthorised changes to legal documents.
Financial abuse may also occur where a person takes advantage of an older person who has already
lost (or is losing) capacity, by coercing or arranging for the older person to sign an EPA in
circumstances where the older person is unable to understand the nature and effect of the
document.

Neglect, characterised by the failure to provide for basic needs. Any serious omission or
commission which jeopardises or impairs a person’s health or development.

Child, any person under the age of 18*.

*Legally, a “child” is generally defined as a person who is under the age of 18 years. ... However, for the
purposes of the Children and Young Persons (Care and Protection) Act 1998 (NSW) (s 3) a distinction is made
between a “child” — aperson under 16 and a “young person” — a person who is aged 16 or 17.Dec 11, 2017
Section 6 - Children and young people
https://www.judcom.nsw.gov.au/publications/benchbks/equality/section06.html

Page 55 of 81
Organisation, Life shapers Family Services (Soul Café [SC]), located at 49 Hunter St, Newcastle 2300
(PO Box 686, Newcastle 2300).

Vulnerable Personal, any person who is or may be in need of community care services by reason of
mental or other disability, age or illness.

Worker, previously known as 'employee'. The term worker includes employees, contractors and sub-
contractors and their employees, labour hire employees, outworkers, apprentices and trainees, work
experience students and volunteers.

Obligations

Responsibility
The core expectations of any responsible organisation require us to treat all people with fairness and
dignity and to care for those who are less powerful and in need of nurture and protection.

Legal
All relevant organisations within Australia are bound by Federal and State legislation and principles
established through common law. SC is committed to adhering to all relevant legislation.

Community Services (formerly Department of Community Services) is responsible for overseeing and
upholding child protection in NSW. Numerous Acts (laws) help to govern and guide the process of
child protection in the NSW. The acts include:

Principal Acts:
Children and Young Persons (Care and Protection) Act 1998

Other relevant Acts:

▪ Children and Young Persons (Care and Protection) Amendment (Parental Responsibility
Contracts) Act 2006
▪ Child Protection (Offenders Registration) Act 2000
▪ Crimes Act 1900
▪ Commission for Children and Young People Act 1998
▪ The Ombudsman Act 1974
▪ Family Law Act 1975 (Cth)
Link to Australian Child Protection CFCA Resource Sheet March 2018

Ethical Behaviour
Some actions may not be regarded as abuse but are unacceptable behaviour for SC workers.

These include:

Page 56 of 81
 ▪ Inappropriate conversation of a sexual nature.
▪ Coarse language, especially that of a sexual nature.
▪ Suggestive gestures or remarks.
▪ Jokes of a sexual nature.
▪ Inappropriate touching.
▪ Inappropriate literature (e.g. PG, M, MA, R or X rated material used with Vulnerable
Persons).
▪ Recording or filming with or without prior consent.
▪ Acts of violence committed by a Worker, Leader or Volunteer in the course of an activity.
▪ Bullying in any form

Life shapers Family Services Trustees and SC Management will ensure that high standards of conduct
are maintained at all times.

Rights
Every person at SC has the right:

▪ To full and effective use of his or her personal, civil, legal and consumer rights;
▪ To quality care which is appropriate to his or her needs;
▪ To be treated with dignity and respect and to receive services without exploitation, abuse or
neglect;
▪ To receive services without discrimination or victimization, and without being obliged to feel
grateful to those providing his or her care and accommodation;
▪ To personal privacy;
▪ To be treated and accepted as an individual, and to have his or her individual preferences
taken into account and treated with respect;
▪ To select and maintain social and personal relationships with any other person without fear,
criticism or restriction;
▪ To freedom of speech;
▪ To have access to services and activities which are available generally in the community;
▪ To have access to information about his or her rights, care, accommodation and any other
information which relates to him or her personally;
▪ To complain and to take action to resolve disputes;
▪ To have access to advocates and to other avenues of redress; and
▪ To be free from reprisals, or a well-founded fear of reprisal, in any form for taking action to
enforce his or her rights.

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Working with Children Checks
SC is aware that it is illegal to employ a ‘barred’ person to work with children/ young persons – paid
or unpaid.

SC does not provide direct child services. The guests of SC are largely adults aged from 25 – 65 or
children being supervised by their own parents or guardian. The guests attending the café frequently
experience challenges associated with mental health disorders and substance abuse and are
considered vulnerable persons.

Trustees WWCC
SC trustees are required to have a current working with children’s check clearance.

Paid Staff WWCC

SC requires workers who are paid to have a current working with children’s check clearance.

Where SC has identified that an applicant has previously committed a violent or sexually related
offence, they cannot, under any circumstances, be considered for employment or engagement with
SC.

Volunteers WWCC
SC requests where appropriate for SC volunteers to have as a working with children’s check
clearance as part of its volunteer screening and selection process. If the volunteer’s role is not in
direct contact with children as a part of that role then it is not a requirement.

Contractors & Attending Services

Contractors and service providers such as Centrelink attending SC are not in a role that is in direct
contact with children as a part of their role and are not required to get a working with children
check.

WWCC Record Keeping

A hard copy of workers clearance number verification is kept in a locked filing cabinet.

An electronic ‘verification register’ and ‘role classification’ is kept on a password protected computer
with a backup hard drive. Information on this sheet includes,

▪ The Working with Children Check application number

▪ The current check status
▪ The date verified and,
▪ The expiry date of the Working with Children Check clearance

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Communication of Child Safe Policies and Practise
All new workers are issued with a copy of the SC Child Safe Code of Conduct and provided access to
the SC Child Safe Policies and Procedures. They receive annual training in SC Child Safe Practises. This
includes,

▪ Links to resources about Child Protection Legislations

▪ The Contact Details of the ‘SC Child Safe Officer’
▪ What is Child Abuse / Safe Environment resources
▪ Key Child Safe Principles at SC
1. ‘Keep and eye on kids / Be Aware’
2. Two Adults (18yrs+) Present Rule
3. Children accompanied by their parents / guardians at all times at SC
▪ The SC Child Safe Code of Conduct
▪ Support of the Child
▪ Working with Children Checks
LINK TO: SC Child Safe Organisation Training 2018

A Safe Environment
Incidents of abuse are unlikely to take place in front of another person and the presence of a witness
can assist in clarifying questionable allegations. At SC if there is a minor present with their parent /
guardian the following practises are to be followed,

▪ No worker will be alone in a room with a minor.

▪ Doors to be left open or there is a clear line of sight through the door or wall.
▪ If a minor needs assistance with toileting or changing this is to be supervised by a parent or
guardian.
▪ All personal counselling to be carried out within sight of another Worker and if it is a minor in
the presence of a parent or guardian.
If a child is present at SC without a parent or guardian, then a Child Protection report is made to
FACs / the police.

High Risk Population

SC provides a free meal service to the general public including services for the vulnerable in the
community such as the homeless, those with drug, alcohol and mental health issues. For this reason,
to ensure the safety of children that might accompany families in those services and young persons
who might be volunteering SC encourages a proactive culture of having a Child Safe Organisation.
This includes,

▪ Paid workers are required to have a working with children check clearance.
▪ Volunteers are requested to have a working with children check clearance when appropriate
for their role.
▪ Signage placed in public areas of the organisation indicating that it is a child safe
organisation

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 ▪ Workers receive annual Child Safe Organisation Trainig
▪ Workers are actively encouraged to report all concerns, behaviours or suspicious behaviour
to their Team Leader or the SC Child Safe Officer.
▪ Child Safe Practises information is included in all new workers induction package both
verbally and in writing.
▪ At SC program /events include a Child Safe Awareness - ‘Keep an eye on kids / Be Aware’
briefing.
▪ Children at SC or associated events and fundraisers are to be accompanied by a parent or
guardian and may not go to the toilet without that parent or guardian.

Reporting Abuse
SC actively encourages a culture of reporting of all suspected abuse including Sexual Abuse. An
environment where either a victim or worker feels able to report reasonable suspicions of abuse.

Reasonable Suspicion: Workers must report reasonable suspicions of abuse. Reasonable

Suspicion means fair and practical reason to believe an incident involving abuse has occurred based
on verbal communication, hearsay, rumour or observation of behaviour.

Making a Report: If there is reasonable suspicion that a person has been or is suffering abuse,
the Police and Department of Family and community services will be contacted immediately.

Child Protection Report General Public: 132 111

Mandatory Reporting Line 133 627
National Child Abuse Helpline: 1800 99 10 99.
Newcastle Police Station: 4929 0999

Supporting the Child / Person who make a Disclosure

If a disclosure of abuse is made, the person who receives the disclosure will maintain appropriate
support to the one making the disclosure. This will include,

▪ Treating each allegation seriously and not attempting to deny the allegation or minimise its
impact on the alleged victim. The matter should not be swept under the carpet.
▪ Not pushing the Member to disclose details of the alleged assault or attempting to investigate.
▪ Assuring the Member that they are understood: that their disclosure is being taken seriously;
that what has happened is not their fault, and that they are correct in disclosing the incident.
▪ Reporting the abuse
▪ Not contacting the alleged perpetrator. If the Worker or Volunteer is already providing counsel
to the alleged perpetrator, it may be advisable for another person to assume this responsibility
for the duration of any investigation.
▪ If the alleged assault has taken place recently, clothing worn by the Member should be, if
reasonably practical, retained and handed to the police for forensic examination.
▪ Maintaining confidentiality.

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Investigation
Appointment of Independent Investigator: An independent person will be appointed by SC with
the specific duty of dealing with any allegations of harm or abuse that may arise.

Documentation: The details of those reporting abuse will be kept private and confidential.

Notification of a Bar: If SC received notification of a ‘bar’ for an existing worker that person would
immediately be removed from contact with children / young persons. The individual would receive
written confirmation of the change to their authorisation status due to the ‘bar’.

Misconduct Report: Life Church & Life shapers Family Services (Soul Café) is aware that under the
legislation, reporting bodies must investigate allegations of such misconduct to make an informed
finding as to whether the conduct occurred. To determine whether the conduct meets the criteria,
reporting bodies must consider the nature of the conduct itself and the context in which it occurred.
If the investigation results in a finding that sexual misconduct or serious physical assault occurred,
the reporting body must report this finding to the Office of the Children’s Guardian. Under the Child
Protection (Working with Children) Act 2012, only findings of sexual misconduct and serious physical
assault must be reported, although the Ombudsman may report other misconduct to the Office of
the Children’s Guardian.

To submit a relevant misconduct finding in respect of a child-related worker Life Church & Life
shapers Family Services (Soul Café) will make a report to the Office of the Children’s Guardian on
(02) 9286 7219 to request authority to do so. Once permission is granted, Life Church will submit
reports online using employer login details.

All persons involved would all be offered counselling.

Dealing with Complaints

SC is committed to a safe and well-defined incident / concern reporting procedure. A child / person
can approach any person in the organisation to express concerns about their treatment and they will
be taken seriously, and all workers informed about whom they can approach to express concerns.

Dealing with Complaints Statement

▪ Everyone in our organisation should be confident that complaints will be dealt with honestly and
fairly.
▪ Everyone in our organisation should be confident in reporting inappropriate behaviour.
▪ Everyone in our organisation should report any concerns about the safety or welfare of a child or
young person immediately.
Complaints to be Reported:
• Disclosure of abuse by any person
• Inappropriate behaviour including sexual around children / young persons / aged or vulnerable
• Suspicion of abuse or harm to children / young persons / aged or vulnerable
• Any form of bullying or discriminatory behaviours against any person
• Any criminal behaviour on the part of any person

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Child Safe Officer
All complaints must be reported to the SC Child Safe Officer.

Maria Thomas
0421 973 925
manager@soulcafe.org.au

When a complaint or disclosure is referred to the SC Child Safe Officer they will take the following
action,

▪ Listen to the person making the complaint and make a record of the complaint using the 'Hazard
/ Incident/ Complaint Form'.
▪ Make a report to the Department of Family and Community Services in the case of an allegation
of child abuse.
▪ Inform everyone involved in the complaint of the requirement to make this report.
▪ If the complaint involves a worker and a breach SC Policies or Code of Conducts, the officer will
refer to the complaint to the SC CEO to take action in accordance with the internal discipline
procedure.

Student / Young Person Volunteers

It is a really great thing when students want to help with making a difference for people who are in need.
However, the challenge for SC when it comes to having students in the café is that the people we help have
very significant mental health, drug and alcohol and sometimes child protection related issues. For this
reason, we have guidelines around the age of persons who can volunteer at the café.

▪ If a student is 16- 17 years, they can volunteer on weekend or breakfast shifts providing they have
parental permission and an interview with our Kitchen Manager who makes the decision on who is on
team / rosters.

▪ If a school approaches us about a student 14 – 17years about volunteering at Soul as a part of their school
curriculum we would consider this. A letter from the school about their program and insurance coverage
is required.

See APPENDIX 4. For the Student Volunteer Application Form

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CHILD SAFE APPENDIX 1: CODE OF CONDUCT
Statement of Commitment

Soul Café volunteers and staff are committed to the wellbeing of all persons who belong to or
participate in its programs. We want children and young people who participate to have a safe and
happy experience. We support and respect our children, young people, staff, volunteers and
students.

Code

Everyone participating in the programs of Soul Café including staff, volunteers, children, parents and
visitors must keep to the following codes of behaviour:

DO Treat everyone with respect and honesty

DO Remember to be a positive role model
DO Set clear boundaries about appropriate behaviour between yourself and children.
DO Follow organisational policy and guidelines for the safety of children.
DO Always have another adult present or in sight when minors are present.
DO Keep an eye on kids / be aware.
DO Report concerns related to a child’s welfare that you believe are at risk of abuse.

DON’T Develop any 'special' relationships with children.

DON’T Do things of a personal nature that a child can do for themselves.

Page 63 of 81
CHILD SAFE APPENDIX 2 HAZARD/INJURY/INCIDENT REPORT
FORM
PART A: HAZARD/INJURY/INCIDENT REPORT (to be completed by the involved worker or manager)

What type of report is this (select or circle the

type)? HAZARD INJURY INCIDENT

Is this a ‘Notifiable Incident’ (selector or A notifiable incident means: the death of a

circle)? YES NO person, or a serious injury or illness, or a
dangerous incident. MORE AT COMCARE
DETAILS OF THE PERSON MAKING THE REPORT
SURNAME: GIVEN NAME:
POSITION: DOB:
MOBILE: EMAIL:
WITNESS / OTHER PARTIES INVOLVED - DETAILS
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
DETAILS OF INCIDENT
TIME OF
DATE OF INCIDENT: AM / PM
INCIDENT:
LOCATION OF INCIDENT:
NAME OF PERSON INJURED If
applicable
NATURE OF INJURY If applicable
PART OF BODY INJURED
DESCRIPTION OF INCIDENT
DESCRIBE EXACTLY WHAT OCCURRED AND ANY CONTRIBUTING FACTORS (If more space is needed please
use the back of this sheet):

Treatment Outcome Nil Required First Aid Medical GP Hospital

(circle)
Signature of Person Making the Report
Date of the Report
Signature of Team Leader
DESCRIPTION OF INCIDENT Page 2.
DESCRIBE EXACTLY WHAT OCCURRED

Page 64 of 81
PART B: HAZARD/INJURY/INCIDENT REPORT CORRECTIVE ACTIONS

To be completed by the Office Manager

WHAT NEEDS TO HAPPEN to ensure that similar incidents do not

BY WHEN PERSON RESPONSIBLE
occur in the future or to minimise the risk?

PART C: HAZARD/INJURY/INCIDENT REPORT SIGN OFF (to be completed by the Office

Manager)

Signature of Office Manager

Date Closed

Page 65 of 81
CHILD SAFE APPENDIX 3. LINKS TO ADDITIONAL RESOURCES
Find out more about ‘Child Safe Principles’ at http://www.kidsguardian.nsw.gov.au/child-safe-
organisations/child-safeprinciples

NSW Family & Community Services http://www.community.nsw.gov.au/preventing-child-abuse-and-

neglect

Office of the Children’s Guardian http://www.kidsguardian.nsw.gov.au

Childwise (Not-for-Profit child abuse prevention organisation) www.childwise.org.au

NSW Government Mandatory Reporter Guide https://reporter.childstory.nsw.gov.au/s/

https://reporter.childstory.nsw.gov.au/s/mrg

Page 66 of 81
CHILD SAFE APPENDIX 4. STUDENT VOLUNTEER FORM
Soul Café was established in August 2003 to serve hot meals free of charge to the highly
disadvantaged of the Newcastle region, many of whom are homeless, have mental illness,
substance abuse issues or live in poverty. Soul Café is administered by LifeShapers
Family Services which is a not-for-profit registered charity (ABN 67385398045)
providing real, relative and restorative assistance without any strings attached. We are
not government funded and rely on corporate sponsorship, donations and fundraising.

STUDENT VOLUNTEERAPPLICATION FORM

It is a great thing when students want to help with making a difference for people who are in need.
However, the challenge for Soul Cafe when it comes to having students in the café is that the people
we help have very significant mental health, drug and alcohol and other anti social issues.

For this reason, we have guidelines around the age of persons who can volunteer at the café:

1. If a student is 16- 17 years they can volunteer on weekend or breakfast shifts providing they
have parental permission and an interview with our Kitchen Manager required prior to being
accepted as a Soul Café Student Volunteer.

2. If a school approaches us about a student on a school program we require a letter from the
school about their program and insurance coverage. An interview with our Kitchen Manager is
required prior to being accepted as a Soul Café Student Volunteer.

Please complete this form and return to admin@soulcafe.org.au or PO Box 686,

Newcastle 2300

FULL NAME

ADDRESS

Home
PHONE Mobile No:
No:
EMAIL
ADDRESS
DATE OF
BIRTH
NAME:
PARENT /
PHONE:
GUARDIAN
EMAIL:
SCHOOL
NAME
NAME:
SCHOOL
PHONE:
CONTACT
EMAIL:
YEAR AT
SCHOOL
SCHOOL Referral Letter from School of Student Program / Requirements - Yes /
DOCUMENA No
TION
PROVIDED Insurance Certificate of Currency - Yes / No

Page 67 of 81
 Contact
Name:
EMERGENCY No:
CONTACT
Relationship to Emergency Contact:

IS YOUR
VOLUNTEER School Community / Work Experience – Yes / No
ING PART
Duke of Edingburgh – Yes / No
OF AN
EXTERNAL Juvenille Justice / Court Ordered – Yes / No
PROGRAM
FOOD PREPARATION SERVICE
Breakfast shift: 7:00am to 9:00am Newcastle (service 7:30am – 8:30am)
VOLUNTEER
PREFERENC
E
Monday  (Weekly) Wednesday  (Weekly)
Indicate Thursday  (Weekly) Friday  Sat  (3wk Rotation)
which type of (Weekly)
volunteer Lunch shift: 9:00am to 2:00pm (service 11:30am – 1:00pm)
role, shift
Monda Wednesda
and day you
would like to y
 Tuesday  y  Thursday 
volunteer for. Late Lunch shift: 11:00am to 2:30pm (service 11:30am – 1:00pm)
Please indicate
Monda Wednesda
at least three (3)
options that y
 Tuesday  y  Thursday 
could work for
you. Lunch shift: 11:15am to 1:30pm
(service 12noon – 1pm)
Sunday  (4 week Rotation)

EXISTING
Please list any medical conditions or any medication you take that may affect your ability to
MEDICAL undertake voluntary work:
CONDITIONS

I agree that I will not be under the influence of any alcohol or drugs whilst volunteering. Yes / No
I agree that, unless I have been specifically authorised, I may not speak on behalf of Soul Café. Yes / No
I will use my best endeavors to promote and enhance the interests and reputation of Soul Café. Yes / No
I authorise Soul Café to use my name and/or photographs of myself taken whilst undertaking volunteer
activities for Soul Café in any publications used for promotion purposes. Yes / No
DATE

STUDENT SIGNATURE:

My child is 16 – 17 years and is volunteering at Soul Café with my permission. I understand that Soul Café
serves the homeless and those with social challenges such as mental health and drug addiction - Yes / No

My child (14 – 15yrs) / youth (16 – 17yrs) is volunteering at Soul Café as a part of their school program and I
understand that Soul Café serves the homeless and those with social challenges such as mental health and drug
addictions - Yes / No

DATE
PARENT / GUARDIAN SIGNATURE:
For further info contact admin@soulcafe.org.au

Page 68 of 81
SOUL CAFÉ GUEST BEHAVIOURAL
MANAGEMENT PLAN
Introduction
SC provides a free meal service to the public including services for the vulnerable in the community
such as the homeless, those with drug, alcohol and mental health issues. There is an element of risk
attached to dealing with members of the public and those with mental health and substance abuse
challenges.

SC is committed to ensuring all workers who interact with guest are aware of their responsibilities
and are adequately supported in the event of unreasonable behaviour.

These guidelines provide practical guidance to SC workers on how to deal with Soul guests and
members of the public when they demonstrate unreasonable behaviour involving threats,
aggressive behaviour or actual violence to themselves or others.

Definitions
Soul Café (SC), Life shapers Family Services (Soul Café [SC]), located at 49 Hunter St, Newcastle
2300 (PO Box 686, Newcastle 2300).

Vulnerable Personal, any person who is or may be in need of community care services by reason
of mental or other disability, age or illness.

Worker, previously known as 'employee'. The term worker includes employees, contractors and
sub-contractors and their employees, labour hire employees, outworkers, apprentices and
trainees, work experience students and volunteers.

Guests, are those that attend Soul Café for the free meals and other services.

Floor Team Manager, is the worker responsible for the floor team operations and guest
behavioural management. This person is responsible for liaising with the SC Mental Health Nurse
for medical advice on the behavioural management of guests and for implementing the SC
policies and procedures relating to guest behaviour management.

Floor Team, are SC volunteers who assist SC guests by chatting with them at meal times, helping
them to connect with services and managing guest behaviours when their responses become
elevated.

Attending Services, are persons representing external services such as Centrelink who come to SC
during the lunch period to assist guests.

Aggressive Behaviour, unacceptably hostile behaviour towards other guests or workers that creates
an intimidating, frightening or offensive situation and / or adversely affects the SC function.

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Floor Team Manager
The Floor Team Manager, is the worker primarily responsible for the floor team and SC guest
behavioural management. This person is responsible for liaising with the SC Mental Health Nurse
for medical support for the behavioural management of guests and for implementing the SC policies
and procedures relating to guest behaviour management. This includes,

▪ Managing or monitoring guest aggressive behaviour.

▪ Education, directing and supporting the Floor Team workers during an aggressive behavioural
incident and debriefing afterwards.
▪ Inducting all new Floor Team workings.
▪ Making the decision to call and liaising with police or medical services attending during an
incident.
▪ Making a Hazard / Incident / Complaint Report after an aggressive behaviour incident.
▪ Debriefing with workers post a guest behavioural incident.

Floor Team
Floor Team workers build relationships with guests, provide support and connect them to guest
services. It is this team that is responsible for the management of guest behavior whilst they are in SC.
▪ Floor Team workers are responsible for following the direction of the Floor Team Manager
▪ Floor Team workers are responsible for ensuring that they are familiar with these guidelines and
any related procedures and put them into practice.
▪ New Floor Team workers must complete a Floor Team Induction with the Floor Team Manager

Responding to Anger
These guidelines have been taken from the ‘Model Guidelines for Managing and Responding to Threats, Aggressive Behaviour and
Violence from Members of the Public, NSW Ombudsman.

Some SC guests may be frustrated, distressed or angry for a number of reasons. These factors can
make it difficult for them to communicate effectively and for us to understand and communicate with
them. It may be that they are legitimately angry due to circumstances beyond their control, however
intimidation, threats, aggressive or violence behaviour towards any persons at SC is not to be
tolerated.

To effectively manage anger, you should first allow the person to express their frustration (to ‘let off
steam’). This will often mean the person will calm down enough to facilitate a focus on the actual cause
of that anger or other substantive cause of their concerns.

When the person has calmed down, ask for more details or clarify your understanding of their issue(s)
of concern. Allow the person to tell you about their issue(s) in their own words and encourage them
back to their point if they go off track. Repeat back to the person your understanding of their issue(s).

Page 70 of 81
You should be direct and clear about what you can and can’t do, how long it will take and what it will
involve, ensuring that the person participates as fully as possible in deciding how best to deal with his
or her concerns.

Strategies for workers responding to angry behaviours

Strategies include,

▪ remaining calm and respectful – greet the person and preferably get them to sit down
▪ using a low, calm tone of voice and a slow pace
▪ listening – don’t intervene too quickly and allow them a chance to ‘let off steam’
▪ showing you are open to their point of view and using active listening skills (eye contact,
nodding of head, open body position)
▪ acknowledging their anger without diagnosis, encouragement or criticism – feelings are real,
even if you believe they are inappropriate
▪ paraphrasing and summarising what they are saying, picking out any key points and saying
them aloud
▪ apologising without accepting blame – if any apology is deserved for some act or omission
that is our responsibility, give one. If you or SC is not at fault, you can still express sympathy
with their feelings, eg ‘I’m sorry to see that you are upset about what has happened’
▪ agreeing with the person – without assuming any blame, listen for things you can agree with
and express this. For example:

‘I agree, it would be frustrating not to receive the information in time’

‘I accept that you are really disappointed with the service you received’

▪ not debating the facts while the person is still angry

Aggressive Behaviour
The following signs or information may provide clues about the potential for a guest to engage in
aggressive behaviour or violence:

▪ appearance of intoxication or being under the influence of drugs

▪ bloodstained or dishevelled appearance
▪ pacing, agitation, tapping feet
▪ clenching of fists, jaws
▪ hostile facial expression
▪ increasing activity levels standing up frequently and entering off limit areas
▪ loud or slurred speech
▪ sarcasm, abusive swearing, threatening, caustic wit
▪ inflexibility

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▪ irritable, anxious, short tempered, tense, distressed mood
▪ not in control of emotions
▪ a known history of violence.

Strategies for workers responding to Aggressive Behaviour

Strategies for staff to deal with threats and/or aggressive behaviour include:
▪ continually assess the possibility of the situation becoming violent – are the signs abating or
becoming worse?
▪ you may need to walk away – find an excuse to do this (eg check if there is a take away meal
for the guest)
▪ take a step back to create space if you see signs of physical aggression
▪ maintain normal eye contact – deliberate eye-balling can seem very aggressive
▪ provide alternatives to the aggression by making it clear that their aggression will not achieve
their goal ( eg go for a walk and come back, have a cup of tea and then talk more)
▪ maintain non-confrontational body language – nodding and turning your ear toward the
speaker are appropriate signs that you are listening and not playing for power.
▪ Keep your hands in front of you at waist level.
▪ get something between you and them – a table or seat
▪ do not attempt to physically restrain any person or to physically intervene between other
people who are behaving aggressively toward each other
▪ withdraw earlier rather than later and offer another time to talk
▪ don’t be a hero
▪ Seek support from the Floor Team Manager and / or other Floor Team workers.

Intoxicated Guests
The factors maintaining substance use in those with mental disorders are complex. People may self-
medicate for lots of reasons, including past abuse or trauma and major mental disorders (such as
psychosis or depression). Substance abuse should be considered a comorbid issue for some people with
a mental illness.

If a SC guest is demonstrating unreasonable signs of intoxication these persons are to be management

by Floor Team Manager along with other Floor Team members. The aim is to provide a safe environment
for the person and ensure they remain free from injury and to ensure the safety of one’s self, other
guests and workers.

Strategies for Dealing with Intoxicated Guests

These include,

▪ A floor team member is to remain with a guest who is demonstrating intoxication behaviors
that are becoming unreasonable, threating or aggressive behavior until they leave SC.
▪ Hydrate them to help with nausea

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▪ Feed them as soon as possible
▪ Accompany them from the café to street level as soon as possible
▪ The guest is not able to access other Soul Services such as the Medical Clinic due to
intoxication
▪ If the floor team is uncertain about the level of intoxication and how to manage the guest,
they are to seek the assistance of the SC Floor Team Manager and SC Mental Health Nurse.
▪ If the guest behavior elevates to actual violence, then a emergency call is to be placed
immediately to the police.

Newcastle Police Station 4929 0999

AVO Guest Management

If there is an AVO and dispute going on between 2 guests who are both accessing Soul Services, the
team is to work with the guests towards strategies that will assist both guests staying away from each
other.

Strategies for Dealing with Guests who have an AVO

These include,
▪ Staying on opposite sides of the café
▪ One guest coming earlier in the meal service time and the other later
▪ Being provided food packs and takeaways and avoiding being at the café
▪ Accessing service appointments outside of the meal service
▪ Service appointment can be on level 1 rather than being in the café providing a floor team
member is available to support the guest during the appointment.

Response to a Guest with a Knife:

▪ If a breakfast or weekend team leader becomes aware that there is a guest in the café carrying a
knife they are to immediately make a police report and follow the directions of the police.
▪ Do not approach the guest about the knife as it could potentially trigger a behaviour.
▪ After the guest has left or the incident resolved the team leader should complete an incident
report (attached) and send through to manager@soulcafe.org.au or fill it out on the morning
and leave in the team leader folder. The forms are available in the WH & S folder upstairs

Newcastle Police Station 4929 0999

Guests who Request Opal Card Assistance

Guests who needs a phone or Opal card top up must be accompanied to Level 1 by a floor team
member. If a floor team member is not available, the guest will be asked to wait until it is quieter.

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When the service is very busy the floor team volunteers are encouraged to not react to the urgency of
guest but assure them they will be assisted as soon as the lunch period quietens down.

Attending Services
All new attending service persons are to be introduced to the team and complete the attending service
induction.

Level 1 Admin Support for Guests

▪ Guests coming to Level 1 for assistance should be accompanied by a member of the Floor Team.
Guests who come to Level 1 of their own accord should be referred to the Floor Team in the café
for assistance.
▪ Guests need to wait until a Floor Team member is available to aid. No immediate response
required.
▪ Access to Level 1 phone by guests will be facilitated by a member of the Floor Team at a
convenient time after the lunch service
▪ Access to funds to top up guest Opal cards will be facilitated by a member of the floor team.
Maximum credit of $10.00 available and a record of each guest’s name will be noted on the petty
cash register.
▪ Intoxicated guests will be managed by the Floor Team and Tim if he is rostered on.

Post Incident Follow Up

Following an incident that has involved unreasonable guest behaviour a ‘Hazard/ Incident / complaint’
form should be completed as soon as possible and within 24 hours. This will enable the incident to be
reviewed to ensure appropriate follow up is provided for the guest and workers support.

Dealing with people who are very demanding, abusive aggressive and/or violent can be extremely
stressful and, at times, distressing or even frightening. It is perfectly normal to get upset or experience
stress when dealing with difficult situations. Everyone reacts differently to stressful events. Stress can be
cumulative, often resulting in a strong reaction to a minor event which forms part of a chain of stressful
events.

Signs of Stress
▪ Physical signs such as shock, nausea or fainting immediately after an event, or long term
aches, pains and fatigue.
▪ Emotional responses such as anger, fear or depression – this is often reflected by crying or
feeling tearful.
▪ Difficulty in thinking clearly, making decisions or concentrating on the job.
▪ Behavioural changes such as increased irritability, withdrawing from people, insomnia,
nightmares
▪ Resorting to alcohol more frequently or in greater quantities.

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 Recognising signs of stress in yourself and others is an important step in dealing with the problem. SC
has a responsibility to support workers who may experience stress as a result of situations arising at SC.
Be aware of your own feelings when caring for a person who is intoxicated or aggressive. Arrange for
debriefing for yourself or for any colleague who may need support or assistance — this may occur with
your Team Leader or the SC Mental Health Nurse.

APPENDIX 1. FLOOR TEAM INDUCTION

I have been shown where to sign on and off when leaving and entering the building. 
I have will alert the Floor Manager or Management Team Leader on duty of my arrival. 
I have been shown the location of exits 
I have been shown the location of the toilets 
I have been shown the location of fire extinguishers 
I have been provided a copy of the ‘Emergency Evacuation Plan’ 
I understand that in the case of an emergency I am to follow the direction of the Floor Manager or
Team Leader on Duty


I have been provided a copy of the ‘Floor Team Procedures’ and understand that it is my

responsibility to read and put them into practise.

I understand that if there is an incident I am to notify the Floor Team Manager or Team Leader on

Duty and Complete a ‘Soul Café Incident Form’

I have been shown the location of the Soul Café Incident Forms 
I have been shown the location of the First Aid Kit/s 
I have been shown the location of the Defibrillator 
I have been shown where I can access Soul Café Policies 
I understand that Soul Café is a ‘Child Safe Organisation’ and have been provided with a copy of their ‘Child
Safe Code of Conduct’


I understand all personnel providing outreach services are required to keep information about the persons
that access Soul Café services confidential. Aside from special circumstances, where personnel must 
disclose information in special situations, as required by law.

I understand that I am not authorised to speak to the media on behalf of the Café. 

NAME:
SIGNATURE:

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INDUCTION DATE:

Thank you for being a part of the Soul Team!

We look forward to working together with you to assist the vulnerable in our community.

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APPENDIX 2. ATTENDING SERVICE
INDUCTION
Thank you for providing an outreach service to the guests at Soul Café. If you are unable to attend
please notify the Soul Café Admin Manager manager@soulcafe.com.au
If you have any concerns or questions, please do not hesitate to contact a member of the Management Team.

SOUL MANAGEMENT TEAM PHONE CONTACTS

Soul CEO Rick Prosser 0404 038 000 Kitchen Manager Sue Prosser 0410 586 543
Admin. Manager Maria Thomas 0421 973 925 Floor Manager Matt Nichols 0432 338 992
Finance Manager Tonya Huen 0401 011 670

1. I have been shown where to sign on and off when leaving and entering the building. 
2. I have will alert the Floor Manager or Management Team Leader on duty of my arrival. 
3. I have been shown the location of exits 
4. I have been shown the location of the toilets 
5. I have been shown the location of fire extinguishers 
6. I have been provided a copy of the ‘Emergency Evacuation Plan’ 
7. I understand that in the case of an emergency I am to follow the direction of the Floor Manager or
Management Team Leader on Duty 
8. I understand that if there is an incident I am to notify the Floor Team Manager of Management
Team Leader on Duty and Complete a ‘Soul Café Incident Form’ 
9. I have been shown the location of the Soul Café Incident Forms 
10. I have been shown the location of the First Aid Kit/s 
11. I have been shown the location of the Defibrillator 
12. I have been shown where I can access Soul Café Policies 
13. I understand that Soul Café is a ‘Child Safe Organisation’ and have been provided with a copy of
their ‘Child Safe Code of Conduct’. 
14. I understand all personnel providing outreach services are required to keep information about the
persons that access Soul Café services confidential. Aside from special circumstances, where 
personnel must disclose information in special situations, as required by law
15. Attending Services are not authorised to speak to the media on behalf of the Café.
Please direct any enquiries to the Soul CEO Rick Prosser ceo@soulcafe.org.au 
ATTENDING SERVICE ORGANISATION NAME:
ATTENDING SERVICE REPRESENTATIVE NAME:
REPRESENTATIVE SIGNATURE:
INDUCTION DATE:

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APPENDIX 3. HAZARD / INCIDENT /
COMPLAINT FORM
PART A: HAZARD/INJURY/INCIDENT REPORT (to be completed by the involved worker or manager)
What type of report is this (select or circle the
type)? HAZARD INJURY INCIDENT

Is this a ‘Notifiable Incident’ (selector or A notifiable incident means: the death of a

circle)? YES NO person, or a serious injury or illness, or a
dangerous incident.
DETAILS OF THE PERSON MAKING THE REPORT
SURNAME: GIVEN NAME:
POSITION: DOB:
MOBILE: EMAIL:
WITNESS / OTHER PARTIES INVOLVED - DETAILS
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
SURNAME: GIVEN NAME:
CONTACT
POSITION:
DETAILS:
DETAILS OF INCIDENT
TIME OF
DATE OF INCIDENT: AM / PM
INCIDENT:
LOCATION OF INCIDENT:
NAME OF PERSON INJURED If
applicable
NATURE OF INJURY If applicable
PART OF BODY INJURED
DESCRIPTION OF INCIDENT
DESCRIBE EXACTLY WHAT OCCURRED AND ANY CONTRIBUTING FACTORS (If more space is needed please
use the back of this sheet):

Treatment Outcome Nil Required First Aid Medical GP Hospital

(circle)
Signature of Person Making the Report
Date of the Report
Signature of Team Leader
DESCRIPTION OF INCIDENT Page 2.
DESCRIBE EXACTLY WHAT OCCURRED

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Page 79 of 81
PART B: HAZARD/INJURY/INCIDENT REPORT CORRECTIVE ACTIONS
To be completed by the Office Manager
WHAT NEEDS TO HAPPEN to ensure that similar incidents do not
BY WHEN PERSON RESPONSIBLE
occur in the future or to minimise the risk?

PART C: HAZARD/INJURY/INCIDENT REPORT SIGN OFF (to be completed by the Office

Manager)
Signature of Office Manager
Date Closed

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Page 81 of 81