The Client Safetycommittee (previously known as the Patient Safetycommittee) was struck in November 2008. The committee’s mandate is to review issues related to medication errors, client incidents and accidents, client falls, Pro Re Nata (PRN) medications, adverse events, quality improvement, organizational culture, root cause analysis, ensure compliance with the standards and required organizational practices (ROP’s) identified by Accreditation Canada, and, generally, advise the executive
The HAI ENG Committee mission statement: Charged with developing and maintaining an awareness of all matters that affect the safe and efficient use of helicopters to conduct electronic news gathering. The Committee makes recommendations for appropriate
Managed the Health & Safety program; included conducting safety inspections, Joint Health and SafetyCommittee Meetings, investigating accidents, providing and arranging Safety Training and managing WSIB claims. Was the management certified member on (5) Committees (Public Works, Clerical, Parks & Recreation, Fire and Police).
The Management Committee is the executive body charged with the administration of The Pony Club in accordance with the policies and guidelines established by the Board of Trustees (consulting on equestrian matters with the Equestrian Council). It will consist of the Vice-Chairman of The Pony Club, the Chief Executive, the Treasurer, the Chairman of the Training Committee, the Chairman of the Health and SafetyCommittee, a representative from the Centre Membership Committee, the Branch Operations Directors, two members elected by the Area Representatives, and one member elected by the Chairmen of the Competitive Discipline Committees. The Chairman of The Pony Club will be an ex-officio member of the Management Committee. The two elected Area Representatives will serve for a three year period. When required, an election for a new member of the Management Committee will be held at the last meeting in the year of the Area Representatives’ Committee, to take office from the following 1st January. An Area Representative who has served on the Management Committee may not immediately stand for re-election. The same Area Representative may not serve at the same time on the Board of Trustees and the Management Committee.
At the time of this inspection, the hospital did not have a formal medication safety programme in place. However, the hospital demonstrated awareness of many of the inherent weaknesses in the existing medication safety systems and had recently acted to address some of the deficiencies identified. A business case had been submitted to hospital management for a medication safety coordinator position. It was evident that a more structured approach to medication safety at the hospital was beginning to emerge. The Medication SafetyCommittee had been restructured in December 2016. As a result, Committee membership was expanded to achieve a broader representation from across the hospital. This Committee was chaired by the General Manager. However, a review of the Committee’s terms of reference and quality improvement plan indicated that the stated objective of the Committee was primarily focused on HIQA’s Medication Safety Monitoring programme. The quality improvement plan did not detail the responsible person for each action, due dates or completion dates for each action. It is important that the role and function of the Medication SafetyCommittee is further developed and enhanced into the future, and not merely a short term reaction in response to regulatory monitoring.
The Healthcare Quality and SafetyCommittee shall promote, coordinate and review efforts to improve patient safety and the quality of healthcare delivery at all sites where clinical care is provided by UTHealth faculty, staff, or trainees (students, residents and fellows). The Committee is a medical committee and a medical peer review committee established pursuant to Texas law and the guidelines of The University of Texas System. The composition of the committee, terms of membership, and the operating procedures for the committee are established by the Bylaws of the Healthcare Quality and SafetyCommittee of UTMSH (Appendix A). Changes to these committee Bylaws must be approved by a majority of the committee and submitted to the full Senate for approval.
Representatives from ICG participated in the MSHA conference on Drugs in the Work Place conducted in Hazard, Kentucky in 2004. Presently, ICG has individuals involved in the Tri-State Drug Task Force, the Kentucky Coal Association SafetyCommittee, and the West Virginia Coal Association SafetyCommittee on substance abuse in the mining industry.
The ultimate measure of the efficacy of any motorcycle rider training program is its impact on crash rates. However, in its inquiry into motorcycle safety in Victoria, the Parliamentary Road SafetyCommittee (1993) reported that motorcycle rider training has generally been found to have no effect on crash rates or, worse, that it increases the risk of riders becoming involved in a collision. For example, a US National Highway Traffic Safety Administration study demonstrates no significant differences in the crash and conviction rates over a two year period between riders subjected to no formal rider training, riders who undertake three hours of formal training and riders who undertake 20 hours of formal training. The study concluded that age, motorcycle ownership, gender, marital status and income were the statistically significant predictors of the crash rates of novice riders (cited in ibid).
The hospital has managed the re-integration of injured workers on an ad hoc basis. An effective return-to-work program is considered an essential component of a comprehensive health and safety system. The dominant view of managing accommodations at GH 2 , especially those for injured workers with permanent restrictions, has been shaped by the adversarial culture in health and safety practices. Lack of accommodations has been criticized as violating human rights law. Past experiments with aggressive return-to-work program initiatives were criticized for forcing people to work before they were healthy enough to return. The economic incentives for reducing the number of lost-time claims may be compelling, but the business case must consider how to do so in a way that builds trust and organizational commitment. The unions have suggested that there should be a sub-committee of the joint health and safetycommittee – a joint return-to- work committee.
established a company safety program and are currently maintaining it, you may use this manual to add or modify those areas of your current program that you do not feel are adequate. Either way, this manual should not be considered as the single source for meeting your safety needs. It will have to be modified and continuously improved upon by you to adequately reflect your on-going business environment. For example, if a safetycommittee meets weekly or quarterly instead of monthly, then Section II of the manual should be amended to accommodate this practice. If there is a safety rule, policy, or procedure appropriate for the work or work environment which has not been included, or if a rule included in Section VII is inappropriately written, then a new safety rule, policy, or procedure should be added to improve the manual. Likewise, if a specific rule in the Safety Rules, Policies, and Procedures section does not apply because the equipment or work operation described is not used, then that specific rule should be crossed out or deleted from the manual. If accidents occur, new safety rules should be developed and
All direct Subcontractors of TPS having more than 50 employees (approximate) involved in the construction site will be required to establish its own SafetyCommittee. This committee is to be represented by the subcontractor’s management and supervisory personnel and representatives from their lower tier subcontractors. A representative from TPS shall be invited to attend the meeting. The meeting shall be held once a month preferably after the monthly Project SafetyCommittee Meeting. The meeting shall be presided over by the subcontractor senior site management.
“The chemical industry and process engineering equipment manufacturing are important contributors to Germany's economic strength and employment. To ensure further development of this industry it is important that current and future factories designed, built and operated in Germany continue to operate at very high levels of safety. Safe facilities not only protect people and the environment against harm, they are also more efficient, since defects always mean downtime and financial loss. Safety engineering therefore promotes integrated process understanding.” This is the first paragraph of the position paper “Maintaining and improving competence in safety engineering” of the DECHEMA/GVC Research Committee "Safety Engineering in Chemical Plants", March 2004 (DECHEMA/GVC, 2004). What this paragraph says holds not for Germany only, but for many other countries. Obviously, also the reasons why such a position paper was found to be necessary hold for the situation in other countries: independent of the German initiative in 2009 a similar Dutch initiative became public (AGS, 2009). Both initiatives will be outlined in the subsections below.
● An individual’s (student/staff/visitor) lack of adherence to safety practices should be made to your principal for resolution. If concerns still persist, human resources will assist with staff issues, student issues will be addressed by the most appropriate personnel (SPED, nurses, behavioral coaches) and we advise that visitor issues be taken up with the appropriate level leader.
All employees have the right to refuse work they believe may be dangerous to their health or safety, or to that of others. Employees who are not issued nor have proper and adequate personal protective equipment, on-the-job-training, clear understanding of their job procedures or are placed in a hazardous workplace situation (working alone without a communication procedure, for example) can exercise their legal right to refuse the task at hand. The process outlined in the OHS Act (sections 19-23) for the right to refuse is: Step 1: The employee must immediately report the condition or situation of concern to their supervisor. Step 2: If after reporting the concern to their supervisor and it is not addressed and resolved, the
diagnostics and asked whether there are any quality issues with these services. VA informed the committee that the out of hospital services have been running for approximately one month and information should start to come to this committee in due course and be included in the integrated quality and performance report. TH noted that a CIS contract meeting was held on Monday where detailed information on referral numbers and patient experience was discussed and could be shared with this committee if required.
8. Exhange of views with Mr Daniel Calleja Crespo, Director General , DG ENV on the Communication from the Commission to the European Parliament, the Council, the European Economic and Social Committee and the Committee of the Regions: The EU Environmental Implementation Review: Common challenges and how to combine efforts to deliver better results
Additional members of the advisory board may be added as they are identified by the Steering Committee and approved by the Executive Committee. Current membership of the Board is attached as Exhibit C of this document. This exhibit shall be updated as parties are added or change.
documentation reviewed showed that meetings followed a standardised agenda which included feedback and consideration of the infection prevention and control programme at the hospital. Minutes of meetings reviewed by inspectors showed that attendance at meetings was good across all disciplines. The reporting structure organisational diagram for infection prevention and control provided to HIQA also indicated formal lines of communication between the Infection Prevention and Control Committee and the Antimicrobial Stewardship Committee, Environmental Monitoring Committee, Decontamination Committee and the hospital Hygiene Quality Improvement Group.