CLUB RISK MANAGEMENT
A Practical Resource for Clubs and Centres
Yachting Australia
January 2013
Supported By
Disclaimer
This document provides general information and guidance relating to risk management practices at sailing
clubs and training centres, which was current at the time of production. The information contained in this
communication does not constitute advice and should not be relied on as such. This resource may be
affected by changes to legislation. It is not exhaustive in its coverage of rights or obligations under any law.
Yachting Australia, its officers, employees and agents, do not accept liability, however arising, including
liability for negligence, for any loss arising from the use or reliance upon the content of this paper. No liability
or responsibility is accepted for the consequences of any inaccuracy, completeness or currency of the
material included in this paper, and persons relying upon it do so at their own risk, absolutely.
Users of this template are encouraged to obtain professional advice on the relevant legislation and to
exercise their own skill and care in relation to any material contained in this paper.
Use the table below to provide the version number, the author, the date of the version, the name of the
person providing approval, the date that it was approved, and a brief description of the reason for creating a
revised version.
Version
#
1.0
Implemented
By
<Author name>
Revision
Date
<mm/dd/yy>
Approved
By
<name>
Approval
Date
<mm/dd/yy>
1.1
<Author name>
<mm/dd/yy>
<name>
<mm/dd/yy>
Reason
Initial Risk Management
Plan draft
<reason>
2
YACHTING AUSTRALIA
RISK MANAGEMENT FOR AFFILIATED CLUBS AND CENTRES
CONTENTS
1.
INTRODUCTION
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
1.9
2.
3
4
4
4
4
5
5
5
5
6
THE RISK MANAGEMENT PROCESS
2.1
2.2
2.3
2.4
2.5
2.6
2.7
3.
OVERVIEW
PHILOSOPHY
BACKGROUND – DUTY OF CARE
OBJECTIVES
WHAT IS RISK MANAGEMENT?
WHICH RISKS NEED TO BE MANAGED?
THE AUSTRALIAN STANDARD
THIS RESOURCE – SCOPE AND LIMITATIONS
WHO SHOULD BE INVOLVED?
ACCOUNTABILITY
OVERVIEW
COMMUNICATION AND CONSULTATION
ESTABLISHING THE CONTEXT
RISK IDENTIFICATION
RISK ANALYSIS
RISK EVALUATION
RISK TREATMENT
MONITOR AND CONTROL
7
8
9
9
10
12
13
13
RISK MANAGEMENT TABLES
2.1
2.2
2.3
2.4
OVERVIEW
ON-WATER
OFF-WATER
ENVIRONMENT
CLUB/CENTRE SAILING OPERATIONS
4.
CLUB/CENTRE RISK TREATMENT PLAN
5.
GUIDE TO AN INCIDENT MANAGEMENT PLAN
ONE PAGE SUMMARY
5.1
PURPOSE OF AN INCIDENT MANAGEMENT PLAN
5.2
HOW TO CREATE AN INCIDENT MANAGEMENT PLAN
5.3
WHAT TO INCLUDE IN AN INCIDENT MANAGEMENT PLAN
5.4
REVIEW AND RESPONSIBILITY
5.5
INCIDENT REPORTING AND REVIEW
15
17
23
27
32
37
38
39
39
39
47
48
3
Introduction to the Club Risk Management Template
Safety is Yachting Australia’s first priority. Proper risk management processes can contribute to maintaining
a safe environment for sailing activities. Safety is about the protection of people, physical property and
organisations.
Risk management also assists clubs to meet their duty of care. Risk management involves putting processes
in place to make sure that:



The hazards (or unwanted events) associated with proposed sailing activities have been
comprehensively and systematically identified, assessed and recorded.
Controls have been identified and put in place to keep risks at an acceptable level.
Checks are made, and evidence maintained to confirm that the controls are in place and effective.
Most clubs and classes will already have a number of controls in place to reduce risk levels. These may
include things like:






Posting the weather forecast on the noticeboard for race days
Requiring competitors to wear personal flotation devices
Making competitors sign on and off when racing
Requiring people to be trained or licensed before driving safety craft
Requiring people to be trained before acting as instructors or coaches
Having first aiders available on race days
The problem for some clubs and classes, however, is that they have not approached the process of
identifying hazards and assessing the appropriateness of controls as a rigorous or comprehensive process.
The main purpose of this manual and the tool that Yachting Australia, with the assistance of its State
Associations and OAMPS Insurance Brokers, has developed is to provide clubs and classes with guidance
and tools that can be used in this process.
Whilst the manual is based on available Risk Management Standards and recognised best practices, it
should not be considered a definitive resource. However if it is followed and regularly reviewed by the key
people, the resource may help the club meet its duty of care.
In addition to the risk management guidance, Section 5 introduces the concept of an Incident Management
Plan and outlines the procedures a club should enact should an incident occur. Leading industry practice is
to incorporate these two important safety components into an overall Safety Management System (SMS) or
Safety Management Plan (SMP). Future development of this resource will concentrate on outlining all the
components that are appropriate for sailing clubs to adopt in preparing a SMS/SMP.
Yachting Australia would sincerely like to thank the following organisations and all those who participated in
the Risk Management Forum for their role in creating this document; representatives from Yachting NSW,
Yachting Victoria, Yachting South Australia, Yachting Queensland, Yachting Tasmania and OAMPS
Insurance Brokers.
4
1.
INTRODUCTION
1.1
Philosophy
Yachting Australia and its State Associations recognise the risks associated with conducting sailing races
and activities (including training) at clubs and centres. To assist volunteer club and centre officials (including
volunteers and instructors) to minimise these risks, Yachting Australia with the assistance of its State
Associations has developed a basic risk management tool which can be implemented with a view to
providing a safer sporting environment and experience for sailors. This tool is primarily intended for use by
clubs who may also conduct training activities as part of their operations. This template may also be used by
commercial centres where training is their sole activity.
1.2
Background – Duty of Care
Club, centre and race officials owe a duty of care to participants in sailing races and activities where there is
a reasonably foreseeable risk of harm or injury to participants as a result of their actions. In exercising this
duty of care, the law requires officials to take reasonable steps to reduce the likelihood of injury to
participants as a result of those risks which are foreseeable. Each club and training centre should refer to
their state legislation for more information.
This is the rationale which underpins any risk management program. In this case, the process of identifying
risks involved in conducting sailing competitions and activities, and then adopting strategies and actions
designed to reduce these risks wherever possible.
1.3



1.4
Objectives
To reduce the incidence of injury to participants, officials and other persons associated with club/centre
sailing competitions and activities.
To provide a fun, healthy and safe sporting environment for individuals to participate and enjoy the sport
of sailing.
To minimise potential club/centre liability as a result of poorly managed sailing competitions and
activities.
What is Risk Management?
Risk management is the process of systematically eliminating or minimising the adverse impact of all
activities which may give rise to injurious or dangerous situations. This requires the development of a
framework within which risk exposure can be monitored and controlled. Risk management is a tool by which
persons involved in sport can seek to meet their duties and responsibilities, and minimise their exposure to
liability.
Risks which can be covered by a risk management program include:


Physical Risks – Injuries to participants and the public
Legal Risks – Losses and costs arising from legal actions for breach of a common law or statutory duty
of care and compliance requirements


1.5
5
Financial Risks – Increased insurance premiums, costs associated with injuries for business reasons,
loss of financial stability and asset value, replacement costs and earning capacity and increased external
administrative costs
Moral and Ethical Risks – Loss of quality of participant experience and confidence, adverse publicity and
damage to image or reputation.
Which Risks Need to be Managed?
Importantly, the law does not require clubs/centres to provide a completely risk free environment. Indeed, by
agreeing to participate in sailing activities, participants will be taken to have consented to those risks which
form an inevitable aspect of the activity. Clubs/centres will not be required to take steps to counter risks
where it would be unreasonable to expect a club/centre to do so in the circumstances. Clubs/centres will
however be expected to adopt reasonable precautions against risks which might result in injuries or
damages which are reasonably foreseeable.
1.6
The Australian Standard
The approach adopted in this resource is based on the Australian Standard’s Handbook on Risk
Management HB 246:2010 and Risk Management – Principles and Guidelines AS 31000:2009.
This resource has sought to simplify the steps set out in the Australian Standard, and includes the following
stages:








1.7
Communication and Consultation
Establish the Context
Risk Assessment
Risk Identification
Risk Analysis
Risk Evaluation
Risk Treatment (action plan)
Monitoring and Review
Club Risk Management – Scope and Limitations
This resource has been developed specifically for the sailing component of club/centre activities. As such it
does not address risk management considerations for other elements of club/centre operations such as
governance, administration, finance, insurance or planning.
The resource is not a definitive resource that will make your club/centre litigation proof or completely failsafe. However, if followed and regularly reviewed, it is likely to increase safety and may serve as a useful
defence to claims for breach of duty of care.
Risks will vary depending upon the circumstances and the ways in which each club/centre operates. It is up
to the Committee and key people in your club/centre when using this resource to think about other risks not
identified here, and plan for their treatment accordingly. “Other Local Risks” should be included in this
process where indicated in the Risk Management Tables.
1.8
6
Who Should be Involved in the Risk Management Process?
Successful management of risk will reflect the expectations and mandate of those at the top (e.g. Board,
Flag Officers, Principals, Chief Executive Officers and Management). It is critical that these people express
the mandate and commitment. Leadership from the top will shape the culture, and the culture will either
encourage or discourage effective risk management.
It is important that all “key” people from the Committee to race officials, instructors, volunteers and other
stakeholders, are involved in each step of the risk management process. Key people such as your head
coach/instructor or senior race official have the training and knowledge that is required when risk questions
regarding sailing races and activities are asked. Do not try to complete the risk management process in this
resource without consulting with other key people in your organisation. Failure to do so may result in the
responses being flawed and a less than adequate document.
Finally, all involved in yachting have a responsibility to take a pro-active approach to the identification and
management of risk in all of their training and participation activities.
1.9
Accountability
The club/centre should ensure that there is authority, accountability and appropriate competence for
managing risk. This can be facilitated by:
 Identifying the risk owner who has the authority to manage the identified risk
 Identifying who is responsible for managing the risk management framework
 Identifying other responsibilities of people at all levels in the club/centre
 Establishing internal reporting and escalation processes
As officers of the organisation, the Board, Principal, Flag Officers and key management and officials all have
a responsibility to be diligent in how the organisation exercises its objectives. Due diligence requires that,
among other things, the people in positions of power ensure that the organisation has available and uses,
appropriate resources and processes to minimise risks.
All clubs/centres should have a nominated officer to be responsible for the reviewing and updating of the risk
management tables. However, this does not absolve the club officers or principals of their responsibilities.
7
Implementing a Risk Management Process
The key steps of the risk management process should involve:










Working out the scope of the activities that are going to be covered (i.e. what is in and what is out)
Systematically identifying, recording and assessing the hazards (unwanted events) associated with
these activities (usually completed as a group).
Identifying and recording the controls that are already in place to reduce the level of risk associated with
these hazards
Assessing the level of risk with the controls already in place
Determining whether the level of risk is acceptable (they are not acceptable if they are ‘Extreme’)
Deciding if ‘High’ or ‘Moderate’ risk has been reduced to as low as reasonably practicable (ALARP)
Determining the additional controls required to bring the level of risk down to an acceptable level
Developing a list of actions (also called risk treatments) to put these controls in place
Ensuring that the actions/risk treatments are completed
Ensuring that all identified controls are implemented and effective
Importantly, risk management is not something that is done once, ‘ticked off’ and put on a shelf to gather
dust. Risk management must be a continuous process that must be revisited in a systematic manner on a
regular basis and whenever either of the following occurs:


Something has, or is proposed to be, changed from the situations that were assessed. This could be a
change to the training activities, numbers or types of rescue craft, race formats or times, types of boats
or courses that are being run, or the introduction of overlapping courses.
When there has been an incident or emergency, to establish whether the correct controls were in place
and what needs to occur in the future.
This manual is largely focussed on the first three parts in the four part cycle in Figure 1. However, clubs and
training centres must have systems in place to make sure that the monitoring of controls is carried out.
Without this last step, the risk management process is incomplete leaving sailors at risk and clubs, classes
and officials exposed to potential litigation.
8
2.
THE RISK MANAGEMENT PROCESS
Figure 1
2.1
Communication and Consultation
It is essential that all club/centre members and participants in programs and activities are aware of the risk
management program and are consulted in its development, implementation and evaluation. It is equally
essential that this communication process begin early and continue to be maintained at all stages of the
consultation process.
Effective communication ensures that those accountable for implementing the risk management process and
stakeholders understand the basis on which decisions are made, and the reasons why particular actions are
required.
Membership of clubs is constantly changing and as such the clubs should ensure that new members are
introduced to the risk management policy and obligations as part of their induction into club life. Similarly,
entrants in competitions and races that are not members of your club should also be made aware of the
club’s risk management procedures and any rules with which they must comply.
2.1.1


Examples of Communication Strategies
To Members :
o Publish an explanation of its existence in the club newsletter (Congratulate and thank the
people who have completed the document)
o Post it in the members section of the club website
o Put a one page summary on the noticeboard and point to the details on the website
o Invite members to contribute to its the development of the document
To Race Officials, Instructors and Coaches (on water personnel):
o Conduct an annual Risk Management Update for all on water personnel
o
o
o
2.2
9
Before every on water session mention the RMP and IMP in your crew briefing
Provide copies or website links for more information
Laminate relevant pages such as the IMP Contacts page and make sure there is a copy in
the sailing office, starting tower and on every safety boat as appropriate
Establishing the Context
Establishing context defines the basic parameters through which the risk management process is considered
and forms the groundwork for the rest of the risk management process. Establishing the context is
concerned with:
 Understanding the club/centres objectives
 Recognising the features of the environment, or circumstances, inside and outside the club/centre which
can give rise to uncertainty and risks to its objectives
 Internal and external stakeholders
 The club’s/centre’s risk criteria against which it will evaluate the acceptability of risks that have been
considered
Where a club/centre may have complete control over its objectives, it pursues these against the background
of their internal and external environment. The club/centre cannot control all aspects of these environments
and so is exposed to uncertainty. Articulating the club’s objectives should also consider the club’s legal
charter, its constitution or by-laws. Objectives are typically expressed in a strategic plan or business plan and
budget, or in statements such as an Annual Report.
The internal environment includes features such as governance structures, roles and responsibilities. It may
include assets or even intangible assets such as experience based skills or intellectual property. These
contexts should take into account the relationships the club/centre holds, and the expectations it has, and
must meet. The environment importantly considers the people engaged, whether they are paid or voluntary,
and their capabilities.
Environmental factors external to the club/centre may include relevant laws, regulatory codes of behaviour,
media, sponsorship, trends, the economic climate and relationships with external stakeholders. It is important
to include any public perceptions, community trust and the wide range of recreational and sporting
opportunities sought by participants.
Stakeholders are those persons or organisations that can affect, be affected by, or perceive themselves to
be affected by a decision or activity of a club/centre.
2.3
Risk Identification
The first step in our risk management program is to identify what risks exist (or may exist in the future) within
our sailing races and activities. It is important that people who are regularly involved in the sport are involved
in identifying risk areas. Officials, instructors, coaches and even participants should be consulted. There is
no substitute for actual practical experience in working out why accidents occur, or what presents a potential
problem.
There are a number of things that must be considered in identifying risks:




The age of participants, experience, type of fleet
The type of activities conducted
Injury history (including type of injury and cause)
How operational procedures are conducted, and whether there have been any previous problems
10
For the purposes of the present project, we have identified four Risk Categories. We have also identified a
number of common risks which fall within these categories. Your task is to assess and treat (where
necessary) these risks in the context of your club/centre and its activities. Space has also been provided
under each category for you to identify additional risks which are particular to your club/centre.
2.3.1
Risk Categories:
(a)
On-Water
This category includes all of those risks associated with the conduct of sailing races and sailing activities
once the participants have left shore. On-water risks will vary depending upon the nature of the activities,
experience of participants and organisers and the location(s) in which they are conducted.
(b)
Off-Water
This category refers to the risks involved in activities which immediately precede and follow our on-water
events and activities. Launching and retrieval of boats, rigging and preparation activities of race organisers
and instructors should all be considered in this regard.
(c)
Environment
The physical environment in which we conduct club/centre events will necessarily include risks to personal
safety and property damage. This category is not concerned with the on-water environment, but rather
focuses on the club/centre and surrounding environments which are utilised by members, participants, and in
some circumstances, the general public.
(d)
Club/Centre Sailing Operations
This category includes members, officials, participants, parents, visitors and spectators who may be involved
in club/centre sailing activities. The club/centre owes a duty of care to those people who may be affected by
its actions and therefore should ensure that it takes steps to manage the risks which may confront
club/centre personnel, in addition to those risks which arise as a result of their conduct.
2.4
Risk Analysis
Having identified the risks involved in club/centre activities we need to analyse them in order to better
understand them. This analysis provides input to the evaluation of the risk and whether or not it needs to be
treated. It also assists in the selection of risk treatments once evaluation determines that treatment is
required.
Central to this analysis is the assessment of the identified risks in terms of their likelihood to occur and the
seriousness of the consequences arising from their occurrence.
Each identified risk must be rated. These ratings describe:
1.
2.
3.
The chance of the risk occurring (likelihood)
The loss or damage impact if the risk occurred (severity)
The priority or degree of urgency required to address the risk
In order to systematically assess the risks identified in the first stage of the process, we apply the risk rating
scales set out below in Tables 1 – 3. The risk rating scales will allow you to rate identified risks and then
identify risk management priorities.
11
2.4.1 Likelihood
The likelihood is related to the potential for a risk to occur over an annual evaluation cycle.
Table 1:
Rating
A
B
C
D
E
Likelihood Scale
LIKELIHOOD
The potential for problems to occur in a year
ALMOST CERTAIN: Will probably occur, could occur several times per year
LIKELY: High probability, likely to arise once per year
POSSIBLE: Reasonable likelihood that it may arise over a five-year period
UNLIKELY: Plausible, could occur over a five to ten year period
RARE: Very unlikely but not impossible, once in 100 years
2.4.2 Severity
The severity of a risk refers to the degree of loss or damage which may result from its occurrence.
Table 2:
Rating
A
B
C
D
E
Severity Scale
POTENTIAL IMPACT
In terms of the objectives of the organisation
CATASTROPHIC: One or more fatalities.
MAJOR: Permanent disabling injury. Vessels lost or damaged beyond
repair.
MODERATE: Serious reversible injury requiring medical treatment and
rehabilitation. Vessels unable to complete series, race or passage.
MINOR: Reversible temporary illness/injury requiring medical treatment.
Damage to equipment that requires repair before being operable.
NEGLIGIBLE: Minor injuries possibly requiring first aid. Minor damage to
equipment.
Having assessed each risk in terms of its likelihood and severity we are in a position to prioritise the risks to
assist in the decision making of what action is warranted to manage the risks (where possible).
12
2.4.3 Risk Impact
The risk impact matrix determines the severity of the risk and the impact it could have on the organisation. It
provides an indicator to assist in the decision making of what action is warranted for the risks.
Table 3:
Risk Impact Matrix
A
B
POTENTIAL IMPACT
C
D
E
Extreme
(1)
Extreme
(1)
Major
(2)
Major
(2)
Medium
(3)
Extreme
(1)
Extreme
(1)
Major
(2)
Medium
(3)
Minor
(4)
Extreme
(1)
Major
(2)
Major
(2)
Medium
(3)
Minor
(4)
D
Major
(2)
Major
(2)
Medium
(3)
Minor
(4)
Minor
(4)
E
Medium
(3)
Medium
(3)
Minor
(4)
Minor
(4)
Minor
(4)
A
L
I
K
B E
L
I
H
O
C O
D
Key:
1
2
3
4
Extreme risks that are likely to arise and have potentially serious
consequences requiring urgent attention
Major risks that are likely to arise and have potentially serious
consequences requiring urgent attention or investigation
Medium risks that are likely to arise or have serious consequences requiring
attention
Minor risks and low consequences that may be managed by routine
procedures
Once risk impact has been determined the committee can evaluate what response is necessary to make the
risk tolerable to the organisation.
2.5
Risk Evaluation
The purpose of risk evaluation is to assist in making decisions about which risks need treatment and the
priority for treatment implementation. These decisions are based on the risk analysis.
13
Risk evaluation involves comparing the level of risk analysis with risk criteria established when the context
was considered. It involves determining what risks are tolerable to the organisation having regard to the
organisation’s attitude to risk.
2.6
Risk Treatment (Action Plan)
Risk treatment is the process to modify risk. It involves selecting one or more options for modifying risks and
implementing them. This stage is all about identifying and testing strategies to manage the risks which have
been identified and subsequently evaluated as posing a real risk to participants. Ideally officials will work
together to brainstorm a variety of treatment strategies and then consider each strategy in terms of its
effectiveness and implementation. This will necessarily involve some “reality testing” of risk treatment
strategies as officials determine what reasonable steps they may take to reduce the impact of the risk
arising.
If your club/centre has assessed a risk and the risk has rated highly you will need to carefully consider
necessary policies, procedures and strategies to treat the risk. If a risk is identified as “Extreme”, a
club/centre must ensure that it is addressed and controls are put in place to reduce its severity and
likelihood. These will include what is needed to treat the risk, who has the responsibility and what is the
timeframe for risk management. These elements will comprise your action plan. If your club/centre already
has a strategy in place to address or manage an identified risk, insert details of that strategy in the space
provided. If not, you will have to devise a strategy.
The action plan may also include a list of resources that are available as part of the risk management
process. These will be essential for the effective implementation of any emergency plan and it is critical that
staff or volunteers have the knowledge of what and where they are.
2.7
Monitor and Control
It is very important that officials review the risk management plan at the end of the competition, activity,
program or season. The risk management plan should be a fluid document which is regularly updated to take
account of changes within the club/centre.
The keeping of records and the continued evaluation of the risk management plan in the light of such records
is crucial. Your risk management procedures should include the documentation of any accidents, as well as
information on the effectiveness of the risk management plan. Statistics on continuing injuries or accident
occurrences should be used to determine whether there are specific activities that require either increased
precautions or supervision.
It is suggested that the club/centre use methods such as:
 Assigning a key person to be responsible for overseeing the risk management activities
 Developing checklists for any given activity or risk control to ensure the operator knows and
implements the controls
 Periodically checking that procedures are being observed, that equipment is in place and being
maintained
 Periodically reviewing the risk register. This is a mandatory action if circumstances or activities
change within the club/centre or its environs.
 Provide a report to the committee at periodic intervals
 Make the club’s/centre’s risk management activities a standing item on the club/centre committee’s
agenda
14
Risk management plans cannot remain static. They should be approached and maintained as a live
document. Risks can change according to changes in legislation, development of safe practices and
techniques, and developing technology in the sport of sailing. Constant evaluation and updating must be
done to take account of developing trends and the organisation’s own experience.
PLEASE NOTE: This resource is a guide. The risks which have been included under the respective Risk
Categories in the following Risk Management tables were identified by volunteer club officials in a workshop
convened by Yachting Australia. There will be circumstances where risks which are particular to your
club’s/centre’s sailing activities may not have been addressed. Space has been provided for you to identify
and address these.
15
Identifying Risks and Controls
The risk management process includes identifying risks, categorising them and developing control strategies
to mitigate those risks.
A club may draw on its key people, those with experience in risk management and those with extensive
sailing, racing and training knowledge, to undertake this activity.
It is effective to be organised and list the categories of risk, and identify the various problems or incidents
that could occur. For each of these hazards, the club should devise a way of controlling it, and then assign
responsibility and a time frame for its implementation.
Hazards change; new ones develop and others may cease, as a result of changing circumstances or the
environment at the club. It is important that the risk identification and control process is always alive and
frequently reviewed.
17
YACHTING AUSTRALIA – CLUB/CENTRE RISK MANAGEMENT TABLES
ID
No.
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
A
D
2
Control
Revised
Likelihood
Revised
Severity
B
E
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
BOM,
Seabreeze,
Local
Airport, IMP
Principal
Race Officer
On Water
1
Weather/Environ
ment/Seastate
Severe weather
changes (including
squalls, electrical
storms) resulting in
sailors and officials
being exposed
during events.
SAMPLE ONLY
2
3
4
Dangerous sea and
wave conditions
result in capsizes,
personal injury or
boats being unable
to get off the beach
or return to shore
safely.
Sunstroke /
sunburn /
dehydration to
sailors and /or
officials.
Seasickness of
rescue craft
personnel resulting
in not being able to
provide effective
rescue capabilities.
 Weather forecast.
 BOM Duty
Manager contact
details.
 Post forecast on
noticeboard.
 Create a contact
list.
 Management plan.
 Briefing.
 Emergency
procedures.
4
Yes
Timeframe
18
ID
No.
5
6
Hazard
8
9
10
11
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
C
B
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
IRPCS, YA
Blue Book,
RRS
Senior Race
Officer/
Instructor
Prior
to
Regat
ta
Sailors and race
officials develop
hypothermia.
Participating
Boats
Collision of boats
resulting in
personal injury
and/or major
damage disabling
boat(s).
SAMPLE ONLY
7
Initial
Likelihood
Personal injury to
crew member(s)
Inexperienced or
disabled boat(s)
lose control and get
into difficulties
which require
external
assistance.
Crew member(s)
fall overboard and
require external
assistance to locate
and recover.
Crew member(s)
trapped underwater
in a capsized boat
Collision of boat
with submerged
 Clear pre-race
instructions
 Limit number of
entries
 Training of
competitors in race
rules
 Application of
IRPCS
2 Yes
19
ID
No.
12
13
14
15
16
17
Hazard
object resulting in
personal injury or
major damage to
boat.
Inadequately
prepared or
maintained boats
that are dangerous
and likely to create
a safety incident
Missing boat(s)
either during a race
or failing to
complete a race
Dangerous
interaction with
commercial vessels
or other
recreational boats.
Personal injury to
swimmers following
a collision with a
competitor,
participant or
official boat.
Potential collisions
between boats of
different classes in
multi-class events.
Electrocution of
sailors as a result
of low overhead
power lines on
waterways.
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
 Approach electricity
distributor to
discuss options
available such as:
 Putting overhead
wires underground
 Erect warning signs
near ramps
 Flags or insulated
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
20
ID
No.
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
cable to replace
overhead open
conductors
18
19
20
21
Race Management
and Equipment
Mechanical
breakdowns / gear
failure in rescue
vessel(s) resulting
in being unable to
provide effective
rescue capabilities.
Fire/explosion (e.g.
on Rescue Craft)
resulting in
personal injury to
crew and inability to
provide rescue
service.
Delay in attending
to a medical
emergency / injury
occurring mid-race
with potential to
aggravate the
condition of the
injured person(s).
Prevailing weather
conditions prevent
rescue vessels
being able to
remain on station
or fulfil their role.
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
21
ID
No.
Hazard
22
Injury to person(s)
in the water from
rescue and race
official boat
propellers.
Inadequate or
insufficient safety /
rescue equipment
provided by race /
event organisers.
Failure to conduct
pre and post event
boat counts
resulting in missing
personnel.
Failure by race
officials to deploy
rescue boats as
required by
emergency
circumstances.
23
24
25
26
Communications
Loss of primary
communications
resulting in race
officials being
unable to provide
and coordinate
effective rescue
services.
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
22
ID
No.
27
Hazard
Training
Insufficient
supervision of
juniors in training
exercises resulting
in accidents or
injury.
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
23
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
C
B
2
Control
Revised
Likelihood
Revised
Severity
C
C
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
Off-Water
1
Improper use of
crane resulting in
injury.
SAMPLE ONLY
2
3
4
5
6
Persons sustaining
injury from slipping
on launching ramp.
Theft or damage of
participant’s boats
or gear due to poor
security or storage
of equipment.
Personal injury to
sailors and public or
property damage
arising from persons
and vehicles
passing through
rigging areas.
Equipment left lying
around posing risk
of injury.
Placing heavy
equipment and
boats high up in
storage racks
resulting in injury or
damage during
retrieval.
 Only trained
personnel to use
equipment
 Club will conduct
training of
personnel
 Club will roster
trained personnel
on duty
2
Yes
Equipment
Officer
Preseaso
n
24
Hazard
7
8
9
10
11
12
Sailors leaving
rigging trailers on
roads or at the
water’s edge
unsecured, causing
damage to vehicles,
trailers, or the
public.
Beach trolleys lost
after being left
unattended in
shallow water.
Inexperienced or
careless persons refuelling power boats
resulting in burns
and property
damage.
Failure of
participants to use
and/or officials to
check sign-off
sheets resulting in
missing person
going unnoticed.
Personal injury and
property damage
arising from rigging
accidents such as
falling masts,
objects falling from
heights or wire
breaking under
tension.
Glass or needle
stick injuries to
sailors in launching
and rigging craft on
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
 Wear shoes
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
25
Hazard
uncleaned beaches
and foreshores.
13
14
15
16
17
18
19
Inaccurate
interpretation of
weather reports
resulting in sailors
heading out to sea
in dangerous
conditions.
Careless loading /
unloading and
laying of course
equipment may
result in injuries.
Inadequate
compliance checks
conducted on boats
participating in
club/centre
activities.
Poor handling of
disputes and
grievances resulting
in dissatisfaction
amongst sailors and
potential legal
exposure.
Broken glass in the
club/centre
surrounds.
Dangerous
beach/sea
conditions during
launching and
retrieval of boats.
The packing and
unpacking of
shipping containers
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
26
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
during special
events.
Injuries resulting
from walking
through a boat yard.
Club members and
guests under the
influence of drugs
or alcohol on
premises.
Poor food handling
practices resulting
in food poisoning.
Burns received from
cooking equipment.
 Fence off for
authorised persons
only
 Drug and alcohol
policy
24
Gas bottles.
 Material Safety
Data Sheet
25
Other Local Risks:
20
21
22
23
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
27
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
B
C
2
Control
Revised
Likelihood
Revised
Severity
C
C
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
Environment
1
Injury to sailors and
non-sailors in boat
park from
unfastened boats
and equipment.
SAMPLE ONLY
2
3
4
Non-compliance
with OH&S
regulations
resulting in
personal injury.
Storage of
equipment
inappropriate for
junior and senior
members resulting
in personal injury or
property damage.
Inadequately
licensed or trained
persons given
access to or charge
over the operation
of mechanical
equipment such as:
 Tractors
 Winches
 Winch cables
 Cranes
 Restrict access to
boat park to those
people requiring
access where
possible
 Clearly designate
rigging areas and
enforce rule
 Boats must be tied
down
2
Yes
Signs, duty
officers
Property
Officer
Prerace
seaso
n
28
Hazard
5
6
7
8
Insufficient fire
safety measures in
place such as
supply of
extinguishers and
communicated fire
drill procedures.
Risk of personal
injury to workers
and members
arising from poor
scaffolding/ladders
and machinery in
boat yard:
 Trolleys
 Climbing mast
Electrocution of
sailors and public
as a result of low
overhead power
lines in rigging/
public areas and
road crossings.
Unsuitable storage
of rescue,
maintenance and
safety gear
resulting in poor
repair and
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
 Regular fire drills
 Approach
electricity
distributor to
discuss options
available such as:
 Putting overhead
wires underground
 Erect warning
signs near ramps
 Flags or insulated
cable to replace
overhead open
conductors
 Approach local
government for
grants
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
29
Hazard
9
10
11
12
13
subsequent failure
when used by
officials or
participants.
Member, public and
boat access points
to the club in
disrepair or unsafe
condition leading to
personal injury.
Risks associated
with use of club
facilities for
functions by
members and
public (requires
further in-depth risk
assessment by
appropriate club
personnel).
Environmental
damage and
subsequent liability
resulting from
inappropriate
maintenance of
drainage and
effluent.
Insufficient
attendance to spills
and breakages
which may cause to
injury to persons.
Injury, damage,
complaints or
antisocial behaviour
associated with use
of club for social
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
30
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
functions.
14
Injury/damage
associated with
lifting slings.
15
Damage and injury
associated with
dinghy masts falling
over.
16
Maintain and
review Safety
Equipment register.
Inadequate storage
of hazardous
materials/dangerou
s goods.
External
contractors that
may be unfamiliar
with club/centre
safety protocols.
17
18
19
20
21
Unsafe boat trolleys
and cradles to
comply with
appropriate
standards.
Inexperienced kite
boarder launching
and retrieving
boards and sails.
Inappropriate
storage of firearms
resulting in theft or
 Ensure there is an
inspection regime
in place to check
tags
 Drop and secure
masts for boats
stored on
lawn/beach when
winds are in
excess of 25 knots
 Check tags on fire
extinguishers
 MSDS on display
on notice boards
and on club web
page
 Maintenance of
tools and
equipment must
comply to
Australian
Standards
 Boat trolleys and
cradles to comply
with appropriate
standards
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
31
Hazard
injury.
22
Other Local Risks:
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Control
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Person
Responsible
Timeframe
32
Hazard
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Controls
Club/Centre
Sailing Operations
1
2
3
4
Equipment
Lack of appropriate
first aid equipment
readily available to
treat injuries or
accidents as they
occur.
Club/Centre
Management
Incorrect or
inadequate
provision of
personal
information.
Appointment of
inexperienced Race
Officer resulting in
poor decisionmaking.
Insufficient support
for Race Officer
(RO) resulting in
too many
responsibilities
placed on RO and
subsequent
possible neglect of
duties.
 Contact your state
association to
arrange a NOP
training course.
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Responsible
Person
Timeframe
33
Hazard
5
6
7
8
9
Appointment of
insufficiently trained
or qualified
volunteers into key
officiating positions
resulting in poor
decision-making.
Appointment of
unqualified or
insufficient
competent
coaches/instructors
resulting in poor
instruction to
participants.
Poor planning by
coaches/instructors
of training sessions
resulting in
insufficient
supervision of
juniors or
dangerous activities
due to weather
changes.
Insufficient
consideration of
abilities, health and
needs of different
age groups in
planning on-water
activities resulting
in personal injury.
Poor promotion of
emergency
procedures and
contact numbers to
club members.
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Controls
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Responsible
Person
Timeframe
34
Hazard
10
11
12
13
14
Lack of
appropriately
trained or qualified
first aid officer(s)
present during
conduct of
club/centre
activities resulting
in poor injury
management.
Poor
communication to
emergency service
providers of
club/centre location
and access details
resulting in delay in
emergency
treatment.
Poor induction of
officials and
communication of
responsibilities and
duties of key
officials resulting in
confusion and
possible neglect of
tasks.
Insufficient
provision of training
to key club officials
resulting in poor
decision-making
and club
management.
Poor food
management and
handling
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Controls
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Responsible
Person
Timeframe
35
Hazard
15
16
18
Initial
Severity
Initial
Risk
Rating
B
C
2
Controls
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
C
C
2
Is This Risk
Acceptable?
Yes or No
Resources
Responsible
Person
Timeframe
procedures in
catering and
canteen areas of
club/centre may
breach regulations
(more in-depth risk
assessment
required by
appropriate
personnel).
Breakdown in chain
of command.
Member
Protection
Harassment of
participants /
members from
officials or other
participants /
members.
SAMPLE ONLY
17
Initial
Likelihood
Parents abusing or
harassing officials,
members and other
participants due to
dissatisfaction with
procedures or
results.
Possibilities of posttraumatic stress for
volunteers/participa
 Develop Member
Code of Conduct
 Promote Code and
educate members
Yes
Code of
Conduct
Club
Committee
Jan
2013
36
Hazard
19
nts/officials/
involved in serious
accidents /
emergencies.
Inappropriate
personnel
interacting with
children.
Initial
Likelihood
Initial
Severity
Initial
Risk
Rating
Controls
 Working with
children check/
Blue Card
 Ensure your club
complies with the
relevant state
legislation
Revised
Likelihood
Revised
Severity
Revised
Risk
Rating
Is This Risk
Acceptable?
Yes or No
Resources
Responsible
Person
Timeframe
37
The following form may be used to record the details of risk identification, its mitigation and controls, and who
the responsible persons are etc. as shown in the sample, for any given risk.
CLUB/CENTRE RISK TREATMENT PLAN
RISK CATEGORY:
[insert relevant category
ie. On-water,
Environment, Personnel
etc]
RISK IDENTIFIED
[as per Risk Audit and
Action Plan]
Responsible Group / Person:
Ref: [cross reference to
Risk Audit and Action
Plan]
Risk Rating: [1 and 2 risk
ratings must have risk
treatment developed]
[insert group / individual]
Pre-emptive Actions: [what steps will be taken to minimise the risk arising in
the first place?]
Proposed Response: [what steps will be taken if the risk does arise?]
Resource Requirements: [what resources are required to treat the risk? ie
human, financial etc]
Time Frame (for pre-emptive actions to be completed by):
Anticipated Risk Period (for which the proposed response is applicable):
Compiled By:
Reviewed By:
Date:
Risk Manager of
Club/Centre
Date:
38
Implementing an Incident Management Plan
A club should accept that despite preparing and implementing a Risk Management Plan sometimes
accidents do happen, and that it needs to be prepared for the possibility. To help with this, it is important that
a club has a plan in place in case of such an accident.
This plan is usually called an Incident Management Plan (IMP). This document will clearly describe the club’s
procedures that need to be used should an incident occur. The IMP will normally map out topics such as
those listed below, but may vary depending on what the club’s activities are; offshore or inshore, dinghies or
keelboats, even training or social activities.












Cover Page and Table of Contents
Charter or Terms of Reference
Organisational Chart showing what roles are at the club
Outline of responsibilities of each role
Communication Protocols
Review and Debriefs
Incident severity (escalation/delegation)
Crisis Management Centre
Emergency procedures, checklists or flowcharts
Safety/emergency equipment lists
Sailing areas and facility maps
Contact details for key people
The plan needs to be maintained and shared with those people involved in running sailing/training activities.
Copies may be kept throughout the club, and periodic briefings may be held to ensure people know what to
do in case of emergency and in the lead up to a major event.
If an incident does occur, it is important to review how it was handled by the people in positions of
responsibility at the time, and reassess the relevance or applicability of the IMP.
If a starting point is needed, sample IMPs that are already in use can usually be sourced from other clubs. It
is recommended that the State Association coordinate sharing of existing IMPs.
39
5.
GUIDE TO AN INCIDENT MANAGEMENT PLAN
5.1
Purpose of an Incident Management Plan
The purpose of the Incident Management Plan (IMP) is to document and explain the roles and procedures
the club has put in place to manage any incident that may occur during an event or activity, which requires
emergency assistance.
5.2
How to create an Incident Management Plan
Your club may have the internal resources in volunteers or staff with expertise in this field to write one from
the beginning. Alternately, many major clubs or events have IMPs for their activities and you may be able to
source a sample from a similar club to yours to use as a starting point. Your State Association is best placed
to coordinate the sharing of documents between clubs.
5.3
What to include in an Incident Management Plan
A club’s IMP will vary in the context of its activities and location, a club may even hold several different
versions for major events, domestic events and training. It is up to each club to determine what is best for its
own circumstances and develop its plan accordingly. Typically an IMP may include the following:
5.3.1
Cover Page
An IMP should have a clear cover page showing what it is.
5.3.2
Table of Contents
A table of contents showing the sections and page numbers should be included.
5.3.3
Terms of Reference
The Terms of Reference should outline the purpose of the IMP, the parameter within which it may be
applied, what it considers to be an incident or emergency, and importantly who it applies to.
40
5.3.4
Organisational Chart
An organisational chart visually sets out the structure of personnel and their roles that are involved in any
incident related operations. This will vary depending on the size of the club or event, or the focus of the
activity; roles may be amalgamated or diversified depending to the club’s circumstances.
Club Flag Officers /
Board
Incident Director
Media Spokesperson
Club Manager
Incident Manager / Team
Leader
DSC Principal
Police /
Water Police
Race Officers
Incident Management
Team
Media Director
Media Team
Instructors
Other Agencies:
AMSA, VMR
Ambulance
5.3.5
Assistant
Instructors,
Mark Boats
Outline of Responsibilities
In the IMP the Club should provide details of what the expectations and parameters are for each role in its
organisational chart. Guidance follows below:

The Incident Director is responsible to the Club Committee / Board for the overall management of
the incident and in particular managing the external communications in relation to incident. This
includes relatives of event participants or trainees, media, sponsors and any other external
stakeholder. The Incident Director will provide strategic support to the Incident Manager (IM) and
ensure the Incident Management Team has adequate access to resources to be able to
appropriately deal with an incident. An Incident Director will establish incident headquarters if a major
incident eventuates. Typically the Incident Director will be one of the senior officers of the club.

The Incident Manager (IM) is responsible to the Incident Director for the operational involvement
in the incident and will be responsible to the Police / Water Police and other response agencies.
The Incident Manager is responsible for notifying the Incident Director in the case of a moderate
incident. The Incident Manager is responsible for informing the Incident Director if a major incident
develops and then subsequently to keep the Incident Director briefed on key developments throughout
the Incident. It is recognized that fatigue is a factor to be avoided during the management of a
protracted incident. The Incident Manager will take control of the incident, be responsible for all
communications with the media in the case of a minor or moderate incident and needs to be careful
not to get distracted by outside influences.

The Race Officer may act as Incident Manager for the duration of minor incidents. The Race Officer is
responsible to the Incident Manager for the operational management of moderate and major
41
incidents until the Incident Manager has taken control. Thereafter the Race Officer will provide on
the water support as required by the Incident Manager. The Race Officer may well be the first person
to notify the response agency of an incident and will be the main point of contact with the response
agencies and other response stakeholders until the Incident Manager has taken control.

The Instructor may also act as Incident Manager for the duration of minor incidents and play a similar
role to the Race Officer in the case of an incident during a training activity.

The Assistant Instructors and Mark Boats involved in a training activity or event will provide forward
communications and assistance as requested by the Instructor or Race Officer.

Incident Management Team (IMT) members undertake responsibilities as directed by the Incident
Manager, such as maintain detailed log books, respond to enquiries other than media, maintain
listening watch on HF, VHF, TV and domestic radio, and any other duties as directed by the Incident
Manager.

The Media Spokesperson, if assigned, will be the only person authorised to speak and liaise with
the media on behalf of the club for the duration of an incident.

If the club or event is large enough to have a media team in place, the Media Director is responsible to
the Incident Director and oversees the media team. The Media Director may be required by the Incident
Director to prepare a media strategy; provide media coaching for the Media Spokesperson; prepare
Press Statements; manage media interviews; and coordinate any input that may be required in the
case of special events.
5.3.6
Incident Management Team Duties
The IMP should detail the duties and expectations of the Incident Management Team. Such duties may
include:
 Coordinate the management of an incident concerning the safety of competitors in the race or
participants in the training activities
 Provide the liaison with other agencies (e.g. Police, Emergency Services)
 Receive notification of, and undertake assessment of an incident
 Coordinate the enquiry centre, if activated
 Maintain communication with the racing fleet and co-ordinate the activities of race participants as
deemed necessary and appropriate
 Control and coordinate media management activity
As and when an incident escalates to the point where large numbers of enquiries are expected from friends,
relatives and the general public, the IMP may outline how the IM may establish an Enquiry Centre and
advise the media of the relevant contact number with a request that they notify the public of this
arrangement, or make provision for the police to set up their own enquiry centre.
Any stakeholder may make the notification of a potential situation which may be assessed as an 'emergency'
situation or ‘incident’. The IMP may comment how notification of a situation for assessment may come from
almost any source such as:
 Any competitor or competing boat.
 Local Volunteer Marine Rescue organisation.
 The Sailing and Assistant Instructors
 Race Management team.
 Police or AUSAR.
 Media.
 Failure of yacht to report.
42
 Weather Report.
 Other.
Notification could be made by:

Radio (HF or VHF).

Telephone/text message.

Media report.

Other.
The IMP should provide guidance on how the Incident Management Team should log notifications and what
details should be included such as time, date, name of person reporting, telephone number or contact details
and details of the report.
5.3.7
Communication Protocols
The communication protocols for any given party in the IMP need to be defined and may warrant their own
section. This section should outline how communications during the time of an incident will be handled, such
as the use of mobile phones or broadcast radio channels, and when external authorities, family or medical
services should be contacted and by what means.
5.3.8 Incident Severity (escalation/delegation)
The IMP will assign responsibility, typically to the IM, for making an initial assessment of the level of the
incident reported. The assessments may be classified as major, moderate or minor incidents. The IMP may
describe how on receiving notification of an incident or circumstances that may lead to an 'emergency'
situation, the IM will assess the situation and, if deemed appropriate, escalate it to the emergency services
that are best equipped to deal with the circumstances. Under circumstances where a ‘Mayday’ or ‘Pan Pan’
call has been transmitted, the IM will be notified by the appropriate agency already managing the incident.
The IMP may require that, when making an assessment of the situation, if the IM is in doubt as to the level of
potential crisis involved, they shall make the more severe interpretation of the situation.
Assessment
MAJOR
MODERATE
MINOR
5.3.9
Response
Immediate
Activate Incident Management Team
Notify Police (Emergency Services)
Notify Incident Director.
Incident Management Team put on standby by IM
Notify Police (Emergency Services)
Notify Flag Officers.
IM on standby in case of escalation
Incident report completed and filed
No further action
Crisis Management Centre
An event or club may have an assigned area or room for crisis management. In smaller clubs or when
running domestic activities, this may be the club’s sailing or general office. For larger or special events there
may be a designated room or location. The IMP should describe where this is, what its purpose is, if and
when, or how it is to be used.
5.3.10 Review and Debriefs
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The IMP should outline how the club will conduct a review of its procedures, or debrief, after each moderate
or major incident.
 Review usually chaired by Incident Director or IM.
 The debrief should be well controlled and not be allowed to degenerate into a witch hunt or a
congratulatory exercise.
 The review outcomes need to be thoroughly documented and shared within the club.
 The aim of the review is to examine the procedures and what went wrong and what was done
correctly.
 Look at the reliability of information received and the effectiveness of communications used. How
effective was the information received? How good was the equipment on hand during the
emergency? Discuss any other relevant matters pertaining to the emergency.
 Identify the good points of the procedures and also the parts of the plan that did not work so well.
 Produce a final report, signed and dated.
 Modify the Club’s Incident and Emergency Plan as required.
5.3.11 Safety Equipment Checklists
Safety Equipment should be listed in the IMP so that people involved know what equipment is available and
ready for use. This may be presented as a simple table as follows:
Emergency Control Committee Equipment
 Copy of Incident Management Plan
 TV set
 Fax, Phone(s), preferably dedicated to the management of the Emergency
 Email
 Relevant charts
 HF and VHF transceivers
 Sat phone
 Stationery, including suitable log and note books for record keeping
 Pens, pencils and highlighters.
 Whiteboard and pens.
 Key organisation and personnel contact details
 Full details of participating yachts including emergency contact list for each
yacht.
 Any other resources that may be required for efficient operation of the
Incident Management Plan
A club should modify or add to its checklist of equipment required to adequately control an emergency or
incident.
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5.3.12 Sailing Areas and Facility Maps
It is important to describe where course or training areas are, and also the location of facilities ashore. Ideally
this would be done using visual aids such as a diagram or chart. This is critical for people involved in an
incident to know where to go to bring injured people, find key people outlined in the organisational chart, or
to meet emergency services. A sample inclusion could be:


Primary Evacuation Location for Ambulances or other emergency services:
Wharf A at 53 Greenpark Road on WNW corner of Club
5.3.13 Contacts
Contact details for all parties mentioned in the IMP should be provided in a clear and detailed way. A sample
table is provided below for guidance:
Name
Club House
Commodore
Incident Director (by roster)
Club Manager
Club Media Officer
Incident Manager
Instructor
Assistant Sailing Instructor
Race Officer (by roster)
Race Committee Vessel
2nd Race Committee Vessel
Ambulance
Police
Water Police
AMSA
Bureau of Meteorology
Local VMR (Coastguard etc.)
Telephone
Radio Channel
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Harbour Control
Commercial Vessels contact
Add other contacts as required
5.3.14 Emergency Procedures, Checklists and Flowcharts
Useful resources that may be incorporated into an IMP include standard procedures and checklists for the
use of the people involved. These could range from the general daily preparation of safety equipment and
related vessels, or details of how to act in the case of an incident. A sample procedure for a hypothetical
scenario follows:
Scenario: A small keelboat participating in an inshore race during the day runs aground and is stuck fast.
One person falls into the water when the boat runs aground. The boat begins to take on water.
Immediate actions of the Instructor / Race Officer:
 Ensure all other persons are on board and are safe.
 Commence emergency response rescue as per emergency rescue plan.
 Radio for any assistance required:
o State boat name and location, and the type of rescue assistance needed.
 Issue personal safety equipment to crew members and have other equipment to hand.
 Determine if other boats are in immediate area and contact if necessary.
 Clear equipment and fittings to enable access by rescue craft / persons.
 Keep rescue crew informed about current situation.
 If man over board recovery is not imminent, notify race control on radio channels or Water Police on
Channel 16.
 Implement Incident Management Plan level as appropriate
 Alert Incident Manager
 Request ambulance if required
More advanced checklists may be provided for off the beach dinghy events, keel boat events, or even for the
benefit of boat crews, such as those provided below:

Sample Dinghy Event Checklist
Off-the-Beach Checklist
Pre-Race Preparation Note: RO (Race Officer) = Off-the-Beach Race Officer
o As per RO / Rescue Boat Checklist including confirming if any First Aid trained personnel rostered
on
o Confirm which IM and Incident Director are on roster
o Procedure to be followed by all Race Officials (RO's) when NOTIFYING INCIDENTS
o Immediately notify Incident Officer of nature and location of incident
o Assess nature of incident and decide on Incident Priority Level
o If external emergency assistance Water Police direct - RO to coordinate assistance with Water
Police
o RO/IM to keep a log of all calls and events relating to all incidents
Incident /Response (If in doubt on Priority - Escalate)
Notification or observation of a MINOR INCIDENT
o Instruct support vessels to standby and assist as required and coordinate additional resources if
appropriate
o Rescue boat to provide feedback to RO if further assistance is required
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o Storm Imminent - If instructed by RO notify fleet of impending storm and quickest safe location to
shelter
o RO to reassess incident priority based on feedback and escalated priority level if required
Notification, observation or escalation to a MODERATE INCIDENT
o Call Water Police and request assistance as appropriate
Note: Water Police will coordinate involvement of all other emergency response agencies
o RO advises IM of nature and location of incident
o IM takes control of coordinating involvement as directed by Water Police
o RO and rescue boats to provide assistance as appropriate until directed by IM of further actions
o Advise Incident Director of nature and potential outcome of incident
o Storm Hits Fleet - Rescue Boats to overturn yachts and recover crew and advise IM/IO of additional
assistance required - IM to coordinate additional craft and involvement of Water Police
o IM assess appropriateness of current priority level and escalate if appropriate
Notification, observation or escalation to a MAJOR INCIDENT
o Call Water Police and advise nature of incident and location
o Provide support and assistance as required by Water Police - coordinated by IM
o Contact Incident Director who will set up Incident HQ

Sample Keelboat Event Checklist
Keelboat Checklist
Pre-Race Preparation Note: RO (Race Officer) = Principal Race Officer
o Undertake preparation as per any checklist and publish latest weather forecast
o Confirm which IM and Incident Director are on roster
Procedure to be followed by all Race Officials (RO's) when NOTIFYING INCIDENTS
o Immediately notify Incident Officer of nature and location of incident
o Assess nature of incident and decide on Incident Priority
o If yacht requires external emergency assistance Water Police direct - RO to coordinate assistance
with Water Police
o RO/IM to keep a log of all calls and events relating to all Incidents
Incident /Response (If in doubt on Priority - Escalate)
Notification or observation of a MINOR INCIDENT
o Instruct committee vessel to standby and assist as required and coordinate additional resources if
appropriate
o Race committee boats to provide feedback to RO if further assistance is required
o RO to reassess incident priority level based on feedback and escalate priority level if required
Notification, observation or escalation to a MODERATE INCIDENT
o Call Water Police and request assistance as appropriate
Note: Water Police will coordinate involvement of all other emergency response agencies
o RO advises IM of nature and location of incident
o IM takes control of coordinating involvement as directed by Water Police
o RO and race committee boats to provide assistance as appropriate until directed by IM of further
actions
o Advise Incident Director of nature and potential outcome of incident
o Potential threat of extreme weather - RO considers postponement or change to course selection if
race has not commenced - Advise fleet by radio VHF and HF
o RO to assess appropriateness of current priority level and escalate if appropriate
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Notification, observation or escalation to a MAJOR INCIDENT
o Call Water Police and advise nature of incident and location
o Provide support and assistance as required by Water Police - coordinated by IM
o Contact Incident Director who will set up Incident HQ as per IMP

Sample Checklist for a boat’s crew or skipper
Incident Guide for Skippers
PRE EVENT PREPARATION BY THE SKIPPER AND CREW
o Ensure that your Special Regulations Equipment Compliance Form is current and appropriate for the
category of the event
o Ensure that all required Safety Equipment is on board and in good working condition as declared on
your Compliance Form
o Check event entry rules to establish if there are any specific safety requirements
o Have appropriately experienced crew on board to cope with the conditions likely to be experienced
o Brief your crew on emergency response in the case of an incident including location of Safety
Equipment and roles and procedures to be followed
o Ensure your crew is familiar with your yacht's Man-Over-Board (MOB) recovery procedures. It is
recommended to practice this before the event.
o Have crew on board with a Senior First Aid Certificate (Note requirements of YA Special
Regulations)
o Have crew onboard with a Marine Radio Operators Certificate of Proficiency (Note requirements of
YA Special Regulations)
o Check position of preferred evacuation locations for injured persons.
NOTIFICATION OF INCIDENTS FOR THE EVENT
o Where a yacht requires emergency response the yacht should use the standard marine emergency
call procedures (MAYDAY or PAN-PAN)
o MAYDAY - Only used if a vessel or person is in grave and imminent danger and requires immediate
assistance
o PAN-PAN - Used when a Mayday distress signal is not fully justified - vessel requires assistance but
is not in grave or imminent danger or if an urgent safety message concerning safety of the vessel or
person
o If the incident does not merit a Mayday or Pan-Pan call, but emergency assistance is required, call
the Water Police as the primary agency responsible for coordinating emergency response. Water
Police can be contacted:
on VHF Ch 16 or HF 4125, 6215 & 8291 or
TELEPHONE ………………………………
o
In the case of an incident not requiring Emergency Response contact:
The Club on Ch 16 (Calling) … (Working) or HF 4483 or on (..)…………….; or
o
Dependent on which vessel is on duty:
(Boat phone number …………………)
The club should modify checklists as appropriate for its circumstances, resources and activities.
5.4
Review and Responsibility
The IMP needs to be regularly reviewed by a person who has been specifically assigned the responsibility
for doing so. It is recommended that reviews be reported to the committee or board so that the club’s
directors are aware of the effectiveness of the club’s safety procedures and make any decisions to assist
their development.
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5.5
Incident Reporting and Review
In many states major and moderate incidents must be reported to the State Maritime Safety Authority. Clubs
need to be familiar with the Regulations in each state and comply with them. Any incident reported should
also be reported to the State Association who will inform Yachting Australia. A Club or Centre should keep a
record of all incidents and should regularly review this to determine opportunities to improve its Risk
Management Plan. A copy of a suggested Club / Centre Incident Reporting form will be made available soon.