Preventing and Managing Violence in the Workplace

Printed on: 9/01/2018 Reference No: Total Pages: Page 1 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

Preventing and Managing Violence in the Workplace Sample Procedure

1.0 Purpose

[Organization] has a duty of care towards workers to ensure that they are not harmed in any way by work activity. If violent incidents do occur the effects should be minimised.

Violence may arise in a variety of contexts in the course of providing services to clients and supported employees with disabilities.

This procedure describes requirements for preventing and managing violence in order to prevent or minimise physical and psychological injuries arising from violence in the workplace.

2.0 Definitions

2.1 Critical Incident An incident involving verbal and or physical violence by one person on others (source may be workers, parents/carers, visitors or external persons), which may result in physical and/or psychological injury. 2.2 Client-related violence Violence or aggression displayed by a client of a service, towards a worker or workers, when they are trying to provide support services to the client. 2.3 Workplace Violence Any incident where any worker is abused, threatened or assaulted in situations related to their work.

3.0 Procedure

3.1 Prevention 3.1.1 Planning – hazard identification:  All potential workers will be subject to police checks before an appointment is confirmed as permanent. (Note: it may not be practicable to complete police checks within recruitment & selection timeframes but such checks must be completed during a qualifying period).  Service provision for new and transferring clients will involve exploring past histories and associated documentation to identify whether the client is known to have tendencies for challenging, aggressive and violent behaviours. Where such history is available, care plans and Behavioural Intervention Strategy (BIS) and Response plans will be in place before the client is accepted. (Note: known history of these behaviours should not necessarily preclude service, but should inform need for staff training in relation to client).  Determine the security requirements for workers in contexts where they may be exposed to workplace violence – eg parking and access during afternoon, night and weekend shifts whether at work premises, at a client’s home or the community, provision of a safe room or security alarm devices. When these issues are considered a risk assessment should be documented.  Consider emergency management procedures, to address workplace violence incidents required. Printed on: 9/01/2018 Reference No: Total Pages: Page 2 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

 Review records of critical incidents and tracking of frequency and escalation to forecast risk of client related violence.

3.1.2 Training – (optional courses) Training is an imperative for workers who may be exposed to workplace violence to equip them to understand and safely and effectively prevent and/or manage critical incidents.

[Organization] will provide [Insert the specific course(s) used by the organisation] to workers who may be exposed to client related or workplace violence. (Note: There are many courses available and these should be assessed for the specific needs of the organisation and the workers. Some examples of available courses are listed in the appendix).

3.1.3 Activity/Task Risk Assessment Before initiating new tasks or taking clients to new locations:  consider the individual participants and their capacity to adapt to new activities/tasks in existing or new locations.  Consider plant and equipment that will be used – especially the potential for them to be used as weapons by potentially aggressive or violent clients.  Consider the work area and establish appropriate emergency response procedures in case a critical incident develops.  Consider whether staff to client ratios are adequate to respond to client’s needs.

3.1.4 Behaviour Risk Assessment When assessing an individual client consider:  Types of challenging or aggressive behaviours, and how they are directed – eg: self- harm, other clients or staff.  Contexts in which they occur, (eg: specific workers, sexual energy/frustration, in- house, in community access)  Changes to frequency and severity of behaviours – review critical incident records

3.1.5 Behaviour Intervention Strategy (BIS) Plan Where a client is known to exhibit challenging or aggressive behaviours a client related BIS plan containing strategies for managing known behaviours must be current and accurate.

A BIS Plan must be reviewed periodically and updated with the BIS Team if critical incident records indicate significant and/or prolonged change.

Ensure that this plan is communicated all permanent and temporary workers.

3.1.6 Prevention Risk Controls Once aggression and violence hazards are identified establish relevant general and specific risk control strategies (examples):  (general) Ensure staff are familiar with client files, especially BIS/Response Plans prior to support.  (general) Ensure that workers can get to and from their workplace in safety Printed on: 9/01/2018 Reference No: Total Pages: Page 3 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

 (general) So far as reasonably possible ensure that the environment, work systems and services do not provoke aggression from clients  (general) Ensure that there are adequate emergency procedures/equipment in place to implement if a critical incident occurs e.g. safe room, alarm systems.  (general) Ensure workers are trained in assault prevention strategies.  (specific) Ensure that workers are not alone when dealing with clients who are known to be potentially violent.  (specific) Ensure that workers are not alone when they have to raise and handle issues that may trigger violence, such as changing the level or type of service.  Ensure the organisation has an evacuation muster point in case of emergency.

3.2 Critical Incident Management 3.2.1 Training for frontline managers, supervisors and key workers in intervention strategies to enable them to respond appropriately to prevent or minimise aggressive and violent incidents is essential when working with clients with known potentially violent behaviours.

[Organization] will provide [Insert the specific course(s) used by the organisation] to workers who may be exposed to client related or workplace violence. (Note: There are many courses available and these should be assessed for the specific needs of the organisation and the workers. Some examples of available courses are listed in the appendix).

3.2.2 Intervention strategies Ensure staff are familiar with general strategies, their application and limitations such as:  Diversion/Redirection – distract a client by introducing an alternate focus  Isolation/evacuation to separate aggressor from others – It is important to know the limits as to how this may be achieved with or without restrictive practice permissions.  Physical restraint and Self-defence o Restraint should be used only when a person believes they are risk of injury from direct attack. The restraint should only be of sufficient force to enable the victim to minimise harm to themselves or others. o Self-defence should be used only when a person under attack believes it is life threatening. The self defence response should only be of sufficient force to enable the victim to escape further harm.

Ensure policies reflect obligation for workers to adopt strategies as provided and consequences of failing to do this.

3.3 Post Incident Response 3.3.1 In the event that a critical incident has occurred it is imperative to provide appropriate support to affected workers and clients if involved. Required support may include:  First Aid/Medical attention for injured persons  Staff and others debriefing  Trauma Counselling (EAPs) Printed on: 9/01/2018 Reference No: Total Pages: Page 4 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

3.3.2 Following a critical incident involving clients it is imperative that relevant reports and client related files are documented, reviewed and updated:  Incident Report and Investigation – to determine root causes and develop strategies to prevent future events  Client file update (BIS Plan) – to improve intervention strategies for potential future events.

4.0 References Work Health and Safety Act NSW 2011 Work Health and Safety Regulation NSW 2011 Disability Services Act NSW 1993 Standards in Action NSW 2012 Australian Standards 3745 – 2002 Printed on: 9/01/2018 Reference No: Total Pages: Page 5 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

5.0 Appendix – Available courses include but are not limited to:  ICABS Inclusive Communication and Behaviour Support  PART Predict, Assess & Respond To challenging/aggressive Behaviour  GIRT Guided Intervention and Response Training  TCI Therapeutic Crisis Intervention Training  STS Survive the Situation – Assault prevention training  Provent  Safety Strategies Printed on: 9/01/2018 Reference No: Total Pages: Page 6 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

6.0 Appendix – overview of training courses listed above

Inclusive Communication And Behaviour Support (ICABS) – 2 days The key objectives of the training program were to provide direct care staff with the skills to:  Understand, recognise and record the unique communication behaviours, skills and abilities of clients and determine the each clients' communication as symbolic, intentional informal or unintentional;  Understand and recognise the communication skills of the partners;  Recognise the communication skills used and ones that would be possible to include within the environment;  Use consistent current terminology to describe communication skills; and  Apply a range of communication strategies for the client. For example, the use of personal communication dictionaries (PCD’s), chat books, all about me books, touch cues, Key Word Signs and gestures, object symbol and multisensory environments (MSE).

Predict Assess & Respond To (PART™) Challenging/Aggressive Behaviour – 2 days PART™ Training focuses on the prevention of client challenging behaviour and aggression through:  assessing and understanding client needs and utilising positive behaviour supports  preparation of staff and the environment  identification of triggers  use of verbal de-escalation techniques  use of evasive techniques and exiting strategies where required, and  process debriefing to review staff decisions and actions, consider impact on the client and identify improvements for future service to clients and protection of staff.

Guided Intervention and Response Training (GIRT) –  Disability: Impact, capacity and awareness  The impact of trauma  Profiling – how to better understand clients  Building capacity  Requisite staff skills for implementing support  Observation and interaction strategies  Understanding incidents and minimising risks  Incident response plans  Incident reporting and follow-up  Legal and ethical considerations  Physical management strategies

Therapeutic Crisis Intervention Training (TCI) 1-2 days depending on coverage of protection strategies The purpose of the TCI system is to provide a crisis prevention and intervention model for residential child care organizations that will assist in:  Preventing crises from occurring Printed on: 9/01/2018 Reference No: Total Pages: Page 7 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

 De-escalating potential crises  Effectively managing acute crises  Reducing potential and actual injury to children and staff  Learning constructive ways to handle stressful situations  Developing a learning circle within the organization

Survive the Situation – Assault prevention training – 1 day  Legalities  Conflict Triggers  Verbal and Physical Reactions  Demeanour  Reactionary Gap  Disengagement  Emergency Responders  Personal Safety and Safety for others  Armed Hold-ups  Team work  Post Trauma Responses  The Apology  Defensive Tactics

Provent Training – assists in developing people’s knowledge, skills and confidence in their capacity to recognise, prevent and negotiate difficult situations and environments – online.  Gain knowledge about behavioural issues  Identify hazards and risks in your environment  Develop appropriate ways to proactively manage risk  Apply practical risk management systems  Recognise the obligations and responsibilities of your role  Discover your personal response profile  Build skills in responding positively to behavioural crises and incidents  Explore a range of physical management strategies (protective behaviours)  Create a safe and stress free work environment  Achieve control of challenging situations  Sustain a positive quality of life

Safety Strategies – 1 day  Prevention – forward planning strategies  Awareness – risk management skills  Avoiding conflict – safe exit skills  Defusing – conflict resolution  Remaining calm – maintain perspective  Remaining in control – achieve outcomes  Confidence – positive self-assurance Printed on: 9/01/2018 Reference No: Total Pages: Page 8 of 8 Status: DRAFT Authorised by: Last Updated: Chief Executive Officer Date Approved: To be Reviewed:

 Professionalism – high level customer service