Document number: OSH/INF/OM/1297/EN
ISBN 92-2-011672-3
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Annex 1: An example time table for the training of the OSH Committee Annex 2: An example of checklist Annex 3: An example of compiled checklist |
This brief guide explains how to organise and carry out training designed to improve safety, health and working conditions in the informal sector workplaces by using the attached training materials. The training method is called PATRIS (Participatory Action Training for Informal Sector). It is based on pilot studies, extensive field experience and careful analysis of the real needs of informal sector operators. In order to encourage operators to make concrete improvements at the shop-floor level, it emphasises training methods which build upon local experience in Africa.
The implementation of this training approach is based on a participatory training method involving owners and operators in informal sector workplaces. This type of action oriented training is quite different from the usual classroom style of training. The practical and simple training method emphasises voluntary participation in the implementation of concrete improvements, the use of local examples, practical systematic activities in the participants' workplaces, the establishment of Occupational Safety and Health Committees to promote mutually supportive improvements and the use of feed-back on hazards for preventive purposes in the form a record keeping system.
The training methodology, this Trainers' Guide and its related training materials have been developed based on pilot testing in the Interdepartmental Project on the Urban Informal Sector of the International Labour Office and other technical cooperation projects. ILO's manuals "Ergonomic Checkpoints" and "Safety-Health and Working Conditions" have been used as reference materials for the training materials.
The technical content of each training activity should depend on the specific problems and possible improvements in the participants' workplaces. A number of such problems and improvements are very common on the informal sector and it can safely be assumed that they should be covered in the topics of the training. The training approach has been designed to take into account the concerns of the informal sector operators following the basic principles of the approach described above. This Trainer's Guide has been prepared so that it gives minimum information on how trainers can cover these topics briefly but effectively. The training package includes a checklist, which is the basis of the training approach and also serves as a record-keeping on occupational hazards and feed-back form for improvement. The checklist has been prepared in English, but it should be translated into local languages when necessary. The training package should also include a set of photographs and transparencies taken in the actual workplaces. Some basic explanatory notes need to be developed to illustrate typical real situations to support the training themes. The way these training materials are used are described later in this guide (see paragraph "The Comprehensive Training Course").
Based on the pilot studies and analysis of the real needs of informal sector operators the training materials are organised around the following six themes.
A. PHYSICAL ENVIRONMENT
B. PREMISES
C. ERGONOMICS
D. WELFARE FACILITIES
E. WORK ORGANISATION
F. HEALTH PROMOTION
This PATRIS training method and training package are built around a specific course design which has been tested and used successfully during the pilot activities. The course has shown to provide the necessary motivation and technical information to ensure that action is taken to improve safety, health and working conditions. The comprehensive PATRIS training course consists of the following six steps.
Step 1. Setting up of an Occupational Safety and Health (OSH) Committee. Before the course begins, participants which represent different occupations in the informal sector clusters are identified. Among these participants the OSH Committee is established based on the size of the workplace. However, for the efficient functioning of the committee, the number of the members should be from five to eight.
Step 2. A training session for the OSH committee. This training session should be organised in the informal sector's workplace/cluster or at least in the immediate vicinity of the workplace/cluster, to save time and unnecessary transportation. The length of the session may be from 3 to 4 hours (a half a day session) during which the trainer goes through the 27 subject areas under the six main themes from the checklist (see an example time table for the training session on page 6). The operators guide, is used as a reference during the training and every participant should have a copy. The training session should be as participatory as possible, including active discussions. Attached photographs, and transparencies if an overhead projector is available, will be used to support the training session, to illustrate some real situations and to arise active discussions among the committee members.
Step 3. Checklist exercise. The practical part of the course begins with an exercise based on the checklist, which will be conducted in a clear limited area (eg. a workshop or a production area) of the informal sector cluster. If the informal sector cluster is rather small involving for example 10-20 operators the whole workplace can be part of the exercise at the same time.
The members of the OSH committee, fill out a checklist and the exercise is guided by the trainer. In the exercise the committee members go through the 27 subject areas from the checklist and mark "2" wherever they estimate that the condition is satisfactory, mark "1" if they estimate that the condition needs some improvement and mark "O" when they estimate that the condition is unsatisfactory and needs improvement as a priority. Pictures or drawings can, and should be, used when necessary as guiding material during the checklist exercise. (See an example checklist as Annex 1)
After the checklist has been completed, the next step is to pick up all subject areas which has been marked with "0" or "1". These areas should then be discussed within the committee and the committee should describe and write down on the checklist what should be done to correct the situation. One or more members of the committee should be assigned to be responsible to follow-up the designed plan. The name or names will be written down in the checklist.
When the whole checklist exercise has been completed, including all the information on what should be done and after identifying the responsible persons, a date for a follow-up of the measures taken based on the checklist exercise (should be after 1-4 weeks) will be agreed and again written down in the checklist. After that, all the points should be added and the "total score"of the exercise will be written in the checklist under the appropriate column. After the checklist exercise, the checklist will serve as a feed-back form and it must be placed in a visible area in the workplace so that the operators and visitors can see it at all times.
Step 4. Implementation of the improvements. The operators in the relevant workplace will start implementing the improvements, as agreed in the checklist. The OSH committee members should regularly follow-up (at least ones per week), advising and helping them to implement the improvements, the training materials should be used whenever necessary.
Step 5. Follow-up checklist exercise. After the first implementation phase, the committee members should meet again, as agreed during the first checklist exercise, to discuss about the implementation of improvements through a follow-up checklist exercise. The same checklist is used for the follow-up checklist exercise exactly in the same way that during the first checklist exercise.
The "total score"of the follow-up checklist exercise can be compared with the previous total score and a numerical value can be assigned to the development of the situation. After the follow-up checklist exercise, feed-back is given to the operators concerning the achievements and development and other matters. The date of the next follow-up checklist exercise should be decided and written down again in the checklist. The checklist will be placed again visibly so that everybody gets feed-back on the positive results.
The follow-up checklist exercise is repeated at least three times before the course is completed in the specific workplace.
Step 5. Expansion of the activity to the other areas in the workplace/cluster by the OSH
committee members (starting from step 3). After the three follow-up checklist exercises, the
OSH committee members that went through the whole training activity should have full
understanding of the method and could be able to to expand the training to other areas of the
cluster on their own, but with close support of the committee members from other areas.
| Time | Topic |
| 30 minutes | Opening and introduction |
| 2-3 hours | Technical topics: |
| 20-30 minutes | Physical environment |
| 20-30 minutes | Premises |
| 20-30 minutes | Ergonomics |
| 20-30 minutes | Welfare facilities |
| 20-30 minutes | Work organisation |
| 20-30 minutes | Health promotion |
| 20 min | Use of checklist |
| 30 min | Summary |
| Time | Exercise |
| 30 minutes | Introduction to the checklist exercise |
| 2-3 hours | Guided checklist exercise (walk through exercise) |
| 30 minutes | Summary |
Mark "2" where ever you estimate that the condition is satisfactory,
Mark "1" if you estimate that the condition needs some improvement and
Mark "0" when you estimate that the condition is unsatisfactory and needs improvement as a priority.
Mark "2" where ever you estimate that the condition is satisfactory,
Mark "1" if you estimate that the condition needs some improvement and
Mark "0" when you estimate that the condition is unsatisfactory and needs improvement as a priority.
