Toolkit for managers - preventing incidents

1.1    Identifying Who is at Risk and Potential Causes of Violent Behaviour

It can be difficult to anticipate a violent or aggressive act because it is not always premeditated and does not always have an obvious cause.  It is important to recognise signs and triggers as this can often help in defusing or avoiding a potentially violent situation.  Appendix 2 will help to identify who may be at risk and which activities could present an added risk to the lone worker.  Employees identified as at risk of violence must receive appropriate training.  See section 2.4 for details of training courses.

Managers must also receive appropriate training so they can adequately identify personal safety risks to employees and carry out suitable and sufficient risk assessments.  Courses available include Personal Safety Awareness and IOSH Managing Safely.

1.2    Sharing Information and Concerns Regarding Clients/Pupils

Sharing information with colleagues, Head teachers, parents, other service providers and agencies in an appropriate way and using the appropriate security is essential, especially if there are potentially difficult circumstances - examples might include:

• Matrimonial difficulties or discussions involving custody of children can make one or other parent potentially aggressive.
• Persons with learning difficulties may exhibit unpredictable behaviour.
• Persons involved in planning disputes, school choices or enforcement may become aggressive.
• Children in care homes may have a history of violent or aggressive behaviour.
• Elderly clients and their families may have a history of aggression towards employees or other clients.
• Clients/pupils in schools and Social Care establishments may sometimes ‘target’ a particular employee.  Regular monitoring of reports should identify these trends.

Managers at all levels, in all Services and schools throughout the Council should be aware of the importance of sharing what may be relevant information with colleagues in other teams, Services or agencies and should encourage employees to do so. Any sharing of information (including personal data) must be performed in a way that does not breach the privacy rights of that individual, must be assessed to ensure that only relevant personal information is shared and must be shared using the appropriate security/protections – please check with the Data Protection team (dataprotection@buckinghamshire.gov.uk) before sharing. It often happens that after an incident someone will come forward with information or a feeling that something was not quite right, but they did not think it worth mentioning at the time.

• All information concerning clients of the Council is highly confidential but, in some circumstances, it may be necessary to inform colleagues in other Services Areas and to consider whether this information should be shared if the information could affect the safety of others.
• Social workers may have information which could be of use to Education Welfare Officers and Head teachers or vice-versa.
• Persons referring children to care homes or foster carers may be aware of a history of violence or aggression by the child or parents.

1.3    Managing Risk in Reception Areas and Information/Enquiry Desks

• Visitor access to schools and establishments should be controlled by a Reception Office or via an electronic entry system such as intercom or buzzer entry. The person authorised to give access should have a clear view of who is requesting access prior to letting them in. 
• Schools and establishments must have a signing in and out procedure, issue badges and provide basic Health & Safety information to all visitors to site. Visitors must be accompanied when in the building.
• The layout of reception desks or public counters and information desks should be such that a barrier is formed between employees and service users/parents/public and there should be easy access to a safe area or method of calling for immediate help.
• Emergency procedures should be drawn up by managers and staff.
• Alarm systems should be tested regularly.
• Emergency procedures and response to alarms should be rehearsed regularly.
• Access to private office areas should be controlled either by swipe card or digilocks. If this facility is not available, then doors should be secured (bearing in mind emergency exit requirements).
• Cash should be out of sight and cashing up should be carried out away from public view.
• Waiting areas should be as pleasant as possible.

2.3.1   Interviewing Safely

It is important to remember that most interviews will not present any danger to the persons involved.  However, there have been incidents of violence towards employees either during or prior to an interview or where clients have gained unauthorised access to administrative or office areas.

It must be recognised that such incidents can occur, so being aware of the risks and taking appropriate steps to minimise the risks is important.

Types of interview and interview environments vary widely however the following are examples of good practice:

• Interviews should be planned, and risk assessed in advance and an appointment system should operate.
• Be aware that some Services or Establishments have specific risk assessments and procedures for specific rooms or types of interviews.
• As much background information should be gathered prior to the appointment
• A way of calling for help should be arranged. This could be a colleague popping in to check, a panic button or simply leaving the door open so the interviewer is within hailing distance of colleagues.
• Ensure employees know what to do in the event of a call for help
• Interview rooms should be welcoming, well lit, comfortable and free from objects that could be use a weapon.
• The room should be laid out so that a quick escape is possible. Under most circumstances, the chair/desk position should allow the interviewer to be nearest the door (with the door behind them).
• Remove or put away items in the room that could be used as potential weapons such as scissors, large ornaments etc.
• Ensure employees have received training in interview techniques and defusing and de-escalating techniques. 

1.4    Lone Working

This guidance covers personal safety as well as violence.  It will depend on the findings of a risk assessment whether lone working is appropriate.  However, in all cases serious consideration must be given as to whether lone working is necessary at all or, whether the work can be carried out in any other way.

Both managers and employees must be involved in any decision to work alone.

Certain types of work are not suitable for lone working if there is a risk of serious injury where the employee may be unable to summon assistance for themselves.

For example:

• working at height involving the use of ladders, mobile towers etc.
• working with hazardous chemicals
• the use of hazardous machinery or tools for example chainsaws
• handling significant amounts of money

Lone working must be included in employees’ job-based risk assessment.  It may also be necessary to carry out an activity-based assessment for one-off situations which could include working alone on site during the holidays or working away from the usual place of work.

Managers must where appropriate, risk assess and draw up safe working practices for activities involving lone working for example, home visits, site visits, mobile services etc.

Contractors, for example cleaners and service engineers who are working alone, should have their own arrangements for site lone working.

Control measures may include instruction, training, supervision, protective equipment etc. Managers should take steps to check that control measures are used and review the risk assessment from time to time to ensure it is still adequate.

When a risk assessment shows that it is not possible for the work to be done safely by a lone worker, arrangements for providing help or back-up should be put in place.

Lone workers should not be at more risk than other employees. This may require extra risk-control measures. Precautions should take account of normal work and foreseeable emergencies, for example fire, equipment failure, illness and accidents.  If an employee’s role includes working at a non-BC workplace, the risk assessment should be done in conjunction with that employer. Managers should identify situations where people work alone and ask questions such as:

• Does the workplace present a special risk to the lone worker?
• Is there a safe way in and a way out for one person? Can any temporary access equipment which is necessary, such as portable ladders or trestles, be safely handled by one person?
• Can all the plant, substances and goods involved in the work be safely handled by one person? Consider whether the work involves lifting objects too large for one person or whether more than one person is needed to operate essential controls for the safe running of equipment.
• Is there a risk of violence?
• Are young or inexperienced workers especially at risk if they work alone?
• Is the person medically fit and suitable to work alone?
• What happens if the person becomes ill has an accident or there is an emergency?

1.5    Training

BC provides training for employees and their managers who lone work or may be at risk of violence.  See details on The Source or SchoolsWeb for Personal Safety Awareness Courses.  Bespoke courses that can be arranged on site for groups of people on request. E-mail the Health and Safety Team mailbox for further information handstraining@buckinghamshire.gov.uk . 

Dedicated training for Social Care staff is available via Training and Development, contact the HR ServiceDesk hrservicedesk@buckinghamshire.gov.uk for information.

1.6    Useful Equipment which may assist in Minimising Risks from Violence

It is the duty of employers and employees to plan and use safe systems of work to minimise the risk of violence. The objective should always be to prevent a possible violent situation occurring.

There may be situations when the use of electronic devices will assist in minimising the risk. Care should be taken however not to be lulled into a false sense of security, for example a mobile phone can be useful to let colleagues know about a change to a planned itinerary or to call assistance in cases of car has breakdown, but will be of little use if someone is actually being attacked.

The following items may be useful when incorporated into a planned system of work following a risk assessment.

Personal Equipment

• Mobile phone.
• Lone Worker Devices and mobile phone apps.
• Two-way Radio.
• Gas or battery-operated attack alarms (note: these devices need to be regularly tested and after approximately 5 tests the gas canister will need replacing).
• “Panic alarms” (these include handheld “screech alarms”, handheld radio operated alarms which activate a light or buzzer and fixed panic buttons).
• Dog biscuits to divert attention of aggressive dogs. Dog Dazer deterrent devices are available; however, these devices are not always effective and can give a false sense of security.
• First Aid kit.
• Preventative injections for example Hepatitis B.
• List of premises where violence has previously occurred (often used by enforcing authorities).

Aids to Site Security

• Door access equipment for example swipe cards and combination type locks.
• Entry phone systems.
• Closed circuit television.
• Toughened glass screens around reception desks.
• Extra wide reception desks to prevent assailants reaching or jumping across desks. When refurbishing or designing new reception areas the above features should be considered.
• Security lighting sometimes linked to movement detectors.
• Signing in books or systems and visitor badges.
• Adequate external lighting.
• Secure fencing and gates

It is vital that employees receive adequate training in the use and care of equipment or devices.  Procedures for using them must be regularly rehearsed and equipment tested and maintained in accordance with manufacturer’s instructions.

1.7        Following an Incident

2.7.1 Reporting Procedures

A great deal of crime and other incidents often go unreported, sometimes because they are considered too trivial to report, or there is a view that no action will be taken when incidents do occur.  Consequently, failure to report incidents gives a false picture of the real situation.

Managers and employees must ensure that all incidents, even if they appear trivial including actual violence, verbal abuse, threats (including sexual advances/threats) and deliberate property damage are reported and acted upon so that a recurrence can be prevented.  See section 3.1 of Health and Safety Policies and Procedures for full details on reporting incidents on Assessnet.

Managers and employees must understand that just because they work in a certain type of employment, they must not accept violence as “part of the job.”

It is important to record the circumstances leading to violence as this may help to identify what events may have triggered the incident and what systems or procedures may need revision.  Buckinghamshire Council as an employer has a duty to ensure a safe and secure workplace but they cannot help if they are unaware of problems.

2.7.2  Managers’ Action to be taken immediately after a Violent Incident

• Provide assistance if necessary, for the employee to go home/see doctor/attend hospital etc.
• Make time for the employee to talk to you.
• Explain the employee’s right to involve the police if they so wish. Notify police if the incident is serious. Depending on the circumstances you may have to disregard the wishes of the employee not to involve the police. In general, where a deliberate assault with the intent to cause harm has resulted in actual injury, or where an employee has been seriously threatened, the police should be called.
• Maintain regular contact if the person is off work because of the assault.
• Encourage the employee to access counselling via the Employee Assistance Programme; details can be found on The Source and SchoolsWeb.
• Ensure that the event is reported as stated in section 2.7.1
• Carry out a thorough investigation into the incident.
• Obtain written statements from witnesses.
• Review risk assessments and change procedures and practices if necessary without delay.
• Ensure other relevant employees are informed of the incident and of the changes to working practices.
• In serious cases legal help may be appropriate and managers should liaise with legal services to decide if legal support can be provided. Please note that Council’s legal services cannot be used for individual private prosecutions. Employees should be advised to seek their own independent legal advice in this regard.

2.7.3  Legal Basis

Employer’s duties

There are five main pieces of health and safety law which are relevant to violence at work. These are:

• The Health and Safety at Work etc Act 1974 (HSW Act)

Employers have a legal duty under this Act to ensure, so far as is reasonably practicable, the health, safety and welfare at work of their employees.

• The Management of Health and Safety at Work Regulations 1999

Employers must assess the risks to employees and make arrangements for their health and safety by effective:

-planning;

-organisation;

-control;

-monitoring and review.

The risks covered should, where appropriate, include the need to protect employees from exposure to reasonably foreseeable violence.

• The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR)

Employers must notify their enforcing authority in the event of an accident at work to any employee resulting in death, major injury or incapacity for normal work for three or more consecutive days. This includes any act of non-consensual physical violence done to a person at work.

• Safety Representatives and Safety Committees Regulations 1977 (a) and The Health and Safety (Consultation with Employees) Regulations 1996 (b)
  Employers must inform, and consult with, employees in good time on matters relating to their health and safety. Employee representatives, either appointed by recognised trade unions under (a) or elected under (b) may make representations to their employer on matters affecting the health and safety of those they represent.
  
  
• Any violence or abuse in relation to a protected characteristic (age, disability, gender reassignment, race, religion or belief, sex and sexual orientation) may constitute illegal harassment under the Equality Act 2010.

In addition to their statutory duties, all employers have a common law duty to take reasonable care for the safety of their employees; they have a duty to see that reasonable care is taken to provide them with a safe place of work, safe tools and equipment, and a safe system of working.

1.8        Further Information and Contacts

Health and Safety Team, e-mail healthandsafety@buckinghamshire.gov.uk

Employee Assistance Programme PAM Assist, details on the The Source and SchoolsWeb

The Suzy Lamplugh Trust, http://www.suzylamplugh.org

Guidance on Stalking,  https://www.suzylamplugh.org/Handlers/Download.ashx?IDMF=edba11db-4518-4463-b0ab-7352d268996e

The Criminal Injuries Compensation Authority  https://www.gov.uk/claim-compensation-criminal-injury

The Health and Safety Executive links to:

Lone Working

https://www.hse.gov.uk/lone-working/employer/manage-the-risks-of-working-alone.htm

A Guide to Violence at Work

https://www.hse.gov.uk/pubns/indg69.pdf