Person in Charge of Accommodation: Duties and Records

Who must appoint the person in charge?

Every employer or centralised accommodation provider providing accommodation under Part IIIA should appoint at least one person in charge of accommodation.

The appointment should not be treated as a title only. The appointed person needs enough access, time, authority and information to manage the accommodation and respond to problems.

What is the person responsible for?

Act 446 describes the person in charge as responsible for:

• management of the accommodation;
• safety and health of employees;
• employee well-being;
• accommodation amenities;
• compliance with disciplinary rules determined by the employer;
• inspection of the accommodation; and
• response to workers who are unwell or complain about their health.

The person is an operational bridge between workers, the employer, the accommodation provider, maintenance teams and management.

Inspect at least twice a month

Section 24l requires the person in charge to visit and inspect the accommodation at least twice every month and keep a record of the inspection.

A useful inspection should review more than general cleanliness. It should cover:

• current worker count and room allocation;
• possible overcrowding;
• beds, mattresses and lockable cupboards;
• toilets, bathrooms and water supply;
• cooking and dining facilities;
• waste, pests and housekeeping;
• electrical faults and unsafe extensions;
• fire equipment and escape routes;
• doors, windows, lighting and ventilation;
• leaks, structural defects and maintenance needs;
• gender separation;
• signs of illness or infectious disease; and
• previous defects that remain unresolved.

Two inspections per month are the minimum frequency. Higher-risk or larger facilities may require more frequent checks.

Make the inspection record useful

An inspection record should show:

• facility name and address;
• inspection date and time;
• name and signature of the inspector;
• current occupancy;
• rooms or areas inspected;
• findings and photographs where useful;
• immediate safety actions;
• person assigned to each corrective action;
• target completion date; and
• verification that the issue was closed.

A checklist with every box marked “satisfactory” is weak evidence if it does not reflect visible defects or unresolved complaints.

Respond to health complaints

The person in charge must ensure that an employee is taken to a clinic or hospital when the worker complains about health, appears unwell or appears to suffer from a disease or medical condition. A record of the complaint should also be kept.

The operating procedure should identify:

• who workers contact during and outside office hours;
• the nearest clinic and hospital;
• transport arrangements;
• emergency contact numbers;
• who informs the employer;
• how medical privacy is protected; and
• how possible infectious-disease risks are escalated.

The person in charge should not attempt to diagnose workers. The duty is to recognise the concern, arrange appropriate medical attention and document the action.

Establish authority to fix problems

The appointment is ineffective if the person can identify problems but cannot get them corrected. Management should define:

• spending authority for urgent repairs;
• who can move workers from an unsafe room;
• who can contact electricians, plumbers or fire specialists;
• when the employer or provider must be notified;
• who can enforce house rules; and
• which events require immediate senior escalation.

Use a written appointment letter

The appointment letter should include:

• the facility or facilities covered;
• effective date;
• core statutory duties;
• inspection frequency;
• record-keeping expectations;
• reporting line;
• authority and emergency responsibilities;
• alternate contact during absence; and
• acknowledgement by the appointed person.

For multiple facilities, the organisation should ensure the workload remains realistic.

Maintain a monthly operating file

A monthly file can contain:

1. two or more inspection reports;
2. updated occupant list;
3. maintenance log;
4. worker complaints and actions;
5. medical referrals;
6. incidents and emergencies;
7. fire and electrical observations;
8. photographs of important defects and corrections; and
9. an open-action list carried forward to the following month.

Digital records are useful when they have controlled access, reliable dates and a clear backup process.

Common failures

• Appointing someone who rarely visits the accommodation.
• Using the same generic checklist for every property.
• Recording defects but never closing them.
• Failing to document worker health complaints.
• Having no alternate person during leave or night-time emergencies.
• Allowing inspection records to be altered after the fact.
• Confusing a cleaning supervisor with the broader statutory management role.

A sensible next step

Issue a written appointment, adopt one inspection and corrective-action template, and schedule the next six months of twice-monthly inspections in advance.