Preventing workplace violenceA guide for reviewing policies and practices on client-initiated workplace violence

The material in this guide has been adapted from Claire Mayhew, Prevent-ing Client-Initiated Violence: A Practical Handbook, (2000) Australian Institute of Criminology.

This edition published by the PSA, Public Service Association Te Pūkenga Here Tikanga Mahi PO Box 3817, Wellington 6140 Phone (toll free): 0508 367 772 E-mail: enquiries@psa.org.nz Website: www.psa.org.nz

September 2014

n Purpose

The tragic killing of two Work and Income staff in Ashburton on 1 September 2014 has led many organisations to review their policies and practices on client-initiated workplace violence.

This document is a guide to assist delegates and organisers engage with employers in these reviews until a more comprehensive resource can be developed. This is likely to occur following the completion of the independent review of security measures at MSD.

Preventing workplace violence

A guide for reviewing policies and practices on client-initiated workplace violence

OVERVIEW

n Introduction

Client-initiated violence is committed by individuals who have, or have had, some form of a service relationship with the organisation.

The incident may involve a “one-off” physical act of violence that results in a fatal or nonfatal injury or psychological injury; or some form of harassment that continues over time.

Sometimes both workers and other clients can be victims of the violence or the events may be repeated over time to a number of victims. The violent acts and behaviours can include:

• verbal abuse and intimidation

• threatening phone calls or letters

• stalking

• threats of harm to the worker or his/her family and friends

• destruction of property or possessions

• physical assault of some kind.

The first step in preventing workplace violence is the development of an organisational policy and strategy to control the risks. As well as the control measures identified in this guide, it is important that the organisation does all that it reasonably can to meet client needs to minimise frustrations that might lead to anger and aggression.

Comprehensive violence risk control procedures include:

Explicit management commitment: • a written zero-tolerance policy

• risk-control incorporated in standard operating procedures

• violence reporting systems

• health and safety committees.

Regular occupational violence risk audits (preferably by an outside agency:• security provisions

• the physical environment

• formal identification of high-risk clients and situations

• post-incident response plans

• introduction of appropriate interventions with formal evaluation of these.

Staffing:• adequate staffing

• job design

• reduction of stress levels

• modification of staffing procedures

• training programmes.

The checklists in this guide are a starting point but will have to be considered in the context of the circumstances and risks associated with the particular services, workplaces, and client groups.

nThe role of the PSA

The PSA, as the main union in the public sector and the publicly-funded health and social services sector, should have a central role in the development and maintenance of policies, procedures and practices to prevent and respond to acts of violence against staff, including worker participation agreements.

Our members are directly impacted by such acts; we need to be at the table as an equal party to the employer in health and safety committees and other forums where these policies, procedures and practices are developed, implemented and reviewed.

We need to be taking the initiative on these issues and not just waiting for employer initiated activities.

Health and safety representativesWorkplace violence is a health and safety issue. The PSA has members who are health and safety representatives and health and safety committee members. The PSA delegate structures must work closely with those representatives when dealing with the prevention of workplace violence and responding to incidents when they occur.

The PSA will develop resources, such as this one, to assist delegates and health and safety representatives when they engage with employers about workplace violence.

nOrganisational commitment

Does your organisation have a clear commitment to preventing violence against staff? Is this supported by a strong commitment from the chief executive? This should:

• identify the person with responsibility for implementing the violence prevention strategy

• acknowledge the chief executive’s own legal and moral responsibilities

• set out workers’ responsibilities to adhere to policies and follow directives

• contain a commitment to investigate all incidents of occupational violence and the likely consequences for perpetrators

Example of a mission statement

This organisation aims to provide a working environment that promotes courtesy, trust, equity, and mutual respect across the workforce and to clients of our services. Our mission is to achieve “best practice” in the prevention of violence.

All acts of threatening behaviour, harassment, intimidation, threats, and physical violence are expressly prohibited. In order to ensure widespread adoption of our zero-tolerance policy, a consultative framework involving management, employees, others on-site, and representatives of clients who use our services, will be maintained.

• include a commitment to manage workplace violence and other health and safety matters in managers’ job descriptions, and measured as part of performance reviews

• contain a commitment to work constructively with health and safety representatives and union representatives to prevent workplace violence.

n Client-initiated violence prevention policy

Employers should have a violence prevention policy that recognises the potential for violence during work and undertakes to do all that is reasonably practicable to eliminate or reduce the risks to everyone in the workplace.

Violence prevention strategies and guidelines must be tailored to the worksite and work process in consultation with the health and safety committee.

The policy must include:

Assessment of risk• Understanding the potential for

violence associated with the worksite and work processes and identifying groups of workers especially at risk.

• Conducting regular occupational violence audits/risk assessments

• Addressing the special risks for those working alone, off-site and after hours

Eliminating / minimising risk• The employer will take all practicable

steps to eliminate or minimise risks, and provide adequate budgetary resources;

Compliance • A requirement for clients to abide by

the violence prevention policy.

• A requirement for contractors on site to abide by the violence prevention policy, and to adopt comparable security procedures as part of normal contract conditions

VIOLENCE PREVENTION POLICY

• A commitment to providing (in consultation with the health and safety committee and union representatives) full training and regular re-training to workers who may be at risk of violence to enable them to recognise potentially violent persons or situations

• Affirmation that employees are instructed not to take risks on behalf of the employer to protect the employer’s property.

Reporting and investigating• A requirement for full reporting

of all violent incidents, including threatening behaviours, abuse, harassment, and intimidation..

• A commitment to taking seriously, and investigating, all reports from employees about the potential for occupational violence.

• All incidents are investigated through the health and safety committee.

• A statement that the organisational response to all forms of violence will be consistent with the zero-tolerance policy and without favour. The policy should require investigation of each alleged incident, and the use of mediation procedures with clients after significant aggressive behaviour—which may result in restriction of access to future services

Responsibilities• Recognistion that the CEO, all

managers/supervisors and the OHS committee are responsible for implementing and maintaining the violence prevention programme

• Identification of the contact person responsible for the implementation of the violence prevention policy and strategies.

After an incident• A requirement for the employer to

provide support and care, including counselling and professional care where appropriate, to those who have experienced a violent incident.

• A statement that the employer will agree wherever possible to a change of duties/location for a person who is unable to perform their former duties as a result of violence, without prejudice to future prospects;

Monitoring and consultation• A commitment to regularly monitoring

and evaluating the violence prevention policy and strategies in consultation with the health and safety committee and union representatives. Consultation will also occur prior to the design of any new worksite, or major change in work procedures.

• The zero-tolerance violence policy and strategies are included in orientations for new workers.

• All “at risk” staff are regularly re-trained in violence prevention.

• Violence prevention is on the agenda of each meeting of the OHS committee.

• A reporting system is instigated and maintain that ensures victims of violence can remain anonymous to protect them from fear of retribution.

• Post-incident support and counselling procedures are conducted in a manner which maintains personal confidentiality, and without prejudice.

n Communications

This sets out the elements of a communication strategy for client-initiated violence prevention.

• The violence prevention policy is communicated to all clients as far as is possible – for example, in waiting area noticeboards and through provider or client liaison group meetings.

• The code of behaviour is made clear to all clients on admission. This code includes curfew, visitors, drug and alcohol use, security and general conduct expectations.

• The violence prevention policy is communicated to all supervisors and workers through bulletin board notices, in all employment agreements, in staff newsletters and through other appropriate means – for example, changes notified with pay advice slips.

• Violence prevention information is developed and distributed through the health and safety committee.

COMMUNICATING THE POLICY

n Possible client-initiated violence security measures checklist

Employers should have security measures in place such as:

Restricted and secure areas include:• restrictive access devices for all staff,

for example card keys with photo identification.

• a requirement for clients, maintenance workers and visitors who go into restricted areas to wear short-term access badges—these are issued at reception.

• physical barriers that prevent access by clients to most working areas (and delivery bays are either locked except when in use or completely separate from other staff areas.

• security locks or bars on all public access doorways and windows.

• additional security measures in place where drugs are stored or being distributed.

• client waiting areas are comfortable, decorated in muted colours, and spacious.

Lighting and visibility include:• bright and effective lighting in all areas

of the site

• improved lighting in stairwells, car parks, and Closed Circuit Television (CCTV) where appropriate

• curved mirrors placed at hall intersections or areas where a client could conceal his or her presence

• security cameras placed in high-

SECURITY MEASURES CHECKLIST

risk areas, for example emergency treatment rooms

• checking there are no obstacles to good visibility in the grounds, for example, bushes near entrance.

Access and exit points include:• easy-to-use escape exits which are

free from obstacles, exiting in to safe areas away from public access areas

• easy-to-exit workstations in publicly accessible areas

• shatter-proof glass in windows and doors near client access areas.

Signage includes:• prominently displayed signs stating

that the premises are monitored

• posting signs that notify the public that limited cash or drugs are kept on-site.

High-risk clients and situations include:• restricting access for clients with a

history of violence. When clients with a history of violence need to be seen, additional security measures will be adopted, for example trained security guards will be present

• trained security staff escorting all high-risk clients on-site

• implementing additional security procedures for staff working late or unusual hours, travelling for work, and for those working with high-risk clients

• detailed security provisions for staff who work off-site or visit clients in their home or on another site, including the provision of mobile phones, standardised phone-in check times, and recording of client details prior to the off-site meeting

• banning all weapons (including knives and screwdrivers) and installing metal detectors at the worksite

• staff are escorted by security to parking areas after hours or in “high risk” situations.

Staff training includes:• training or re-training for staff

in appropriate responses to client-initiated violence including de-escalation and behaviour management.

• Crisis prevention and intervention training

• requiring all staff to report suspicious, violent or unusual behaviour to security.

Ongoing checks include:• maintenance, repair, testing and

monitoring procedures are checked weekly.

n Emergency/crisis response system

Employers should have an emergency/crisis response system.

This includes provisions such as:

• a sticker on every phone that states “in the event of an emergency, contact reception/security on (insert number)

• an emergency alarm button installed at reception and in all client-interview rooms

• electronic as well as manual alarm systems

• an emergency/crisis response plan

• an emergency/crisis team that includes union representation

• the emergency/crisis response team meeting regularly with the health and safety committee

• training for the emergency/crisis team members in early threat recognition

• the emergency/crisis response team liaising with relevant outside authorities

• making sure all personnel are aware of the emergency/crisis team

• having a floor/unit emergency warden system in place that is checked regularly

• planning escape routes and ensuring that they are practiced regularly.

The emergency/crisis response plan must also include the following:

• post-incident control of the immediate working environment;

• control of violent clients (with restraining provisions where appropriate);

• provision of information to law enforcement agencies;

• guidelines for provision of media statements;

• post-incident investigation and analysis; and confidential debriefing of staff.