Management of Violence and Aggression

Transcription

1 WILTSHIRE POLICE FORCE PROCEDURE Management of Violence and Aggression Effective from: Version Page 1 of 13

2 TABLE OF CONTENTS Identification... 3 Ownership... 3 Revision History... 3 Approvals... 3 Distribution... 3 Equality Impact Assessment... 3 Consultation... 4 Implications of the Procedure... 4 Training Requirements... 4 IT Infrastructureo... 4 STRATEGIC PRIORITIES... 5 RELATED POLICIES, PROCEDURES and OTHER DOCUMENTS... 5 FREEDOM OF INFORMATION ACT MONITORING and REVIEW... 5 WHO TO CONTACT ABOUT THIS PROCEDURE... 5 Version Page 2 of 13

3 Identification Procedure Title: Version: Violence and Aggression Procedure V5 Ownership Department Responsible: Procedure Owner: Health and Safety, People Services Sarah Somers, Health and Safety Manager Revision History Effective From Next Review Date: Three years or when significant changes in work activity, process or procedure occur. Revision Date Previous Revision Date NA Standard review Standard review. Summary of Changes Standard review no change other than template Review to incorporate lone working. Approvals This document requires the following approvals: Name & Title Date of Approval Version Occupational Health and Safety Committee (DCC chair) V5 Chief Officer Group Not required Distribution This document has been distributed via: Name & Title Date of Issue Version E-Brief Not required: no sig change V4 to relevant affected Staff/Officers Not required: no sig change V4 Equality Impact Assessment Has an EIA been completed? Yes No Informal assessment conducted result low risk. If no, please indicate the Date: Version Page 3 of 13

4 date by which it will be completed. If yes, please send a copy of the EIA with the procedure. Consultation List below who you have consulted with on this policy (incl. committees, groups, etc): Name & Title Date Consulted Version Occupational Health and Safety Committee V4 Implications of the Procedure Training Requirements Any perceived training requirements needed to implement this procedure should be identified here. IT Infrastructure State here whether implementation of this procedure requires any input from IT, adaption and/or addition to any IT systems or packages? Version Page 4 of 13

5 PROCEDURE PROCEDURE OVERVIEW The following procedure details Wiltshire Police s arrangements for the management of violence and aggression within the police service. Violence to staff has many interpretations and definitions. Therefore the following definition has been accepted by Wiltshire Police. Any incident in which a member of staff is abused, threatened or assaulted in circumstances relating to their work. GLOSSARY OF TERMS RIDDOR PST Term Meaning Reporting of Injuries Diseases and Dangerous Occurrences Regulations Personal Safety Training STRATEGIC PRIORITIES The Force Priorities linked to this document are set out below. Force Priorities Linked to this Policy SP4 Developing Sustainable Policing RELATED POLICIES, PROCEDURES and OTHER DOCUMENTS Occupational Health and Wellbeing Procedure Any information relating to identifiable individuals recorded as a consequence of this policy is to be processed in accordance with the Data Protection Act and the Force Data Protection Policy. FREEDOM OF INFORMATION ACT 2000 This document has been assessed as suitable for public release. MONITORING and REVIEW The Management of Violence and Aggression Procedure document will be monitored and reviewed every three years by the Force Health and Safety Manager. The Force Occupational Health and Safety Committee will be responsible for approval and monitoring the procedure document and its implementation on a regular basis. WHO TO CONTACT ABOUT THIS PROCEDURE Sarah Somers Head of Health and Safety David James Health and Safety Advisor Penny Fuller Head of Occupational Health 1. Legal Requirements Version Page 5 of 13

6 The Health and Safety at Work etc Act 1974 is the primary piece of legislation covering occupational health and safety in the United Kingdom. Section 2 of the Act requires the employer to ensure, so far as is reasonably practicable, the health, safety and welfare of all its employees. This includes the provision and maintenance of a safe working environment, so far as is reasonably practicable, without risks to health and adequate as regards facilities and arrangements for their welfare at work. Section 7 of the Act requires all employees to take reasonable care of their own health and safety and that of those who may be affected by their acts and omissions at work. It is also the responsibility of all employees to co-operate with their employer to ensure they can fulfill their legal obligations. The Management of Health and Safety at Work Regulations 1999 require the employer to make a suitable and sufficient assessment of: a) The risks to the health and safety of his employees to which they are exposed whilst they are at work; and b) The risks to the health and safety of persons not in his employment arising out of or in connection with the conduct by him of his undertaking. 2. Management of Violence and Aggression Wiltshire Police are fully committed to the safety of it s employees and have a general duty to eliminate or reduce the risk of injury to staff from violence, so far as is reasonably practicable. This will be achieved by: - Identifying and assessing the risks - Developing strategies for the prevention of violent and aggressive acts - Examining and improving working environments and administrative systems - Providing training for managers and supervisors on how to identify the impact of violence - Training for staff identified as at risk in recognising violence and aggression and how to deal with the potential impact - Investigating all reported incidents - Monitoring and reviewing the effectiveness of all the measures 3. Responsibilities Chief Constable The Chief Constable has overall and final responsibility for health and safety within the Wiltshire Police and as a health and safety policy maker is ultimately responsible for ensuring there are adequate arrangements in place to minimise the risks of violence and aggression to employees within the Force. Deputy Chief Constable (DCC) Version Page 6 of 13

7 The DCC is responsible to the Chief Constable as a health and safety policy maker for the arrangements for implementing the Wiltshire Police health and safety policy including adequate arrangements in place to minimise the risks of violence and aggression to employees within the Force. Head of Health and Safety The Force Head of Health and Safety as a health and safety planner / implementer is responsible for providing advice and information on the application of health and safety legislation within Wiltshire Police this includes the development and promulgation of adequate arrangements to minimise the risks of violence and aggression to employees within the Force. Senior Management Responsibilities Senior Managers including are responsible for Generic Risk Assessments within their portfolio and this will include an assessment of risk form violence and aggression to staff. It is their responsibility, in consultation with the Health and Safety Manager to ensure the generic risk assessments are completed and regularly reviewed in line with this policy. Senior managers can identify staff within their specialisms to carry out the generic risk assessment development on their behalf, but are still responsible for overseeing and approving all work. Once developed Senior Managers have are responsible for ensuring that risk assessments are being appropriately carried out in all areas under their direction and control. Management Responsibilities All managers and supervisors as health and safety planners and implementers will ensure that adequate arrangements in place to minimise the risks of violence and aggression to employees within the Force. Line managers must familiarise themselves with the Generic and Operational Risk Assessments relevant to their work activities, these will include the risks of violence and aggression to their staff. This will give an overview of all risks and control measures recommended for that type of working activity Police Officer, Police Staff and Special Constable Responsibilities All Police Officers, Special Constables and Police Staff have a general duty under the health and safety at work act, to look after their own safety and others affected by their undertakings and to co-operate with their employer s reasonable instructions, safe systems of work, policies and guidelines thereby enabling the Wiltshire Police to fulfil its legal obligations. Staff Association Safety Representatives Safety representatives appointed by their staff associations as health and safety implementers are responsible for employees in consultation with the employer on health and safety matters. Safety representatives can assist in monitoring arrangements to minimise the risks of violence and aggression to employees on an individual member basis. 4. Violence and Aggression Risk Assessment Version Page 7 of 13

8 Overview The process of prevention and protection begins with an assessment of the risk presented by the work activities being carried out, and this includes the risk of violence. A force generic risk assessment for the Management of Violence and Aggression has been produced but it is the responsibility of management to ensure a suitable risk assessment is produced to develop effective control measures for avoiding/managing violent situations and for reducing the effects when they occur. The results of any risk assessment must be made known to the staff concerned. The following 5 step approach must be followed when carrying out any risk assessment. All risk assessments must be completed by trained risk assessors. Please refer to the force Risk Assessment Procedure found on the Health and Safety Portal Site for further details. Step 1 Hazard Identification Step 2 Identification of persons at risk Step 3 Risk evaluation and existing control measures Step 4 Further action and control measure Step 5 Review and revise Step 1. Hazard Identification Identify potential assailants consider the full range of people staff may come into contact with. These may include members of the public calling at police stations, visiting people in their own homes, or policing the community. The handling of cash and other high value items (e.g. drugs, firearms, detained property and evidence). Consider the full range of potential offenders employees may come into contact and have an interaction with. These may include members of the public visiting police stations, visiting members of the public in their own homes and policing in the community. Work activities, which might present a high risk of violence, such as domestic violence incidents, drink or drug related incidents, mental health incidents and public disorder. Consider whether violence and aggression might increase the risks of personal injury from other sources e.g. back injury during handling, transportation or processing of an offender. Step 2. Decide who could be harmed and how Identifying who might be harmed is not simply a matter of saying all those who come into contact with the public. Consideration should also be given to the level skills and training provided to staff members as this might affect an individual s vulnerability to assaults. In deciding how people may be harmed, remember the potential effects on staff of repeated or severe verbal abuse or threats. Continued exposure to verbal abuse can create stress and anxiety, reduce the morale of staff and lead to sickness Version Page 8 of 13

9 absence. The following list gives examples of the types of activities that may present a risk of violence to peripatetic worker: Operational Policing activities Enforcement Working alone Home visits (responding to report of assault, to take statements, firearm enquiry duties etc.) Working outside normal office hours (e.g. emergency call-outs) Working in unfamiliar surroundings The following list gives examples of the types of activities that may present a risk of violence to staff in their permanent workplace: Reception and front counter duties Interviewing Custody duties Dealing with persons under the influence of alcohol, prescribed/illegal substances etc Step 3. Evaluate the Task and existing Control Measures Having identified who might be harmed and how, consider whether the precautions already in place are adequate. If not, and significant risks remain, you will need to do more. The most effective precaution is to avoid risks altogether. This may not always be possible, in which case you need to consider the steps, which can be taken to minimise the risk. In developing precautions, consider the following questions: Is there any way to change: The jobs people do and/or circumstances in which they work The workplace The information given to staff and the way it is communicated The system for sharing information The response to incidents Step 4. Identify and Implement Further Control Measures When developing and implementing control measures, consider: The Workplace Including the physical aspects of the premises or the area. The physical environment may affect the likelihood of violent incidents and the ease with which people can respond to them. Design, alteration or upgrading of work areas should include consideration of work-related violence. Some areas of police premises and grounds are open to the public. Uncontrolled access may expose staff to unnecessary risk. Risk assessments need to take this into account and to consider measures such as: Careful positioning of entrances Version Page 9 of 13

10 Good lighting of entrances and other access routes and thoroughfares Relocation of work activities which do not need to be in public areas The height and width of front counter service desks to maximise grab reach. The provision of a means of escape to a relative place of safety at 90 or 180 degrees form hte point of service delivery. Minimisation of loose furniture and fittings within public areas. Good lighting of entrances and exit routes. Emergency assistance for staff Provision of safety instructions to those attending police stations Provision of officer safety ad police staff safety training course with regards to conflict resolution and personal safety. This should include regular refresher training. Mechanical and Electrical Control Systems Overlaying the physical design of the workplace or work area are the mechanical and electrical control systems to raise an alarm response in the event of a violence and aggression incident. The risk assessments need to take this into account and to consider measures such as: Appropriate and effective means of communications to summon assistance such as telephones, mobile telephones and personal radios which must be properly maintained. Alarm systems such as counter panic alarms and personal attack panic alarms can be discreetly positioned to activate in event of violence and aggression incidents. Alarm activation response must be agreed and practiced at regular intervals. Security systems such as remote access controls, proximity card systems and close circuit television systems (CCTV) including the number and coverage of CCTV cameras. Human Factor Control Systems Finally, overlaying the physical design of the workplace and mechanical and electrical control systems is an examination of the human factor control systems. Careful consideration should be given of the following human factors control measures: Employee Training and Instruction ensure employees at risk of violence and aggression are appropriately trained and competent to identify the symptoms of violence and aggression and how to deal effectively to diffuse such incidents. Mandatory Personal Safety training is provided to all police officers and operational police staff including pcso s and detention officers. This training is refreshed annually. A Police staff personal safety course is also available through the People Development Department. These courses cover conflict management techniques, the force continuum of risk principals and practical break away techniques to assist staff who may come into contact with violence to diffuse situations where possible. Assistance and Emergency Procedures ensure any systems for the provision of assistance and supervision and emergency procedure response is practiced and aware by all employees. Version Page 10 of 13

11 Management Support Systems ensure management support systems for those employees subject of violence and aggression incidents are in place (e.g. incident reporting and investigation systems, management de-briefing, counselling and welfare support and on-going support including the possible criminal prosecution of initiators of violence and aggression towards their employees). Working patterns managers and supervisors who set staffing levels need to consider the availability of appropriate numbers of suitable trained staff required to deal with potential foreseeable violent and aggression incidents. Risk assessments provide the basis for clear written procedures for work involving a risk of violence to staff. The job descriptions, skills matrixes and role profiles identify the levels of training and competence required for the role. Step 5. Review and Revise The risk assessment must be regularly reviewed and revised in light of any significant change in process, violence and aggression risk or procedures. 5. Lone Working Lone workers are those employees who work by themselves without close or direct supervision. Working alone is not in itself against the law and it will often be safe to do so. However, the law requires employers and others to think about and manage any health and safety risks before people should be allowed to work alone. Managers and supervisors must consider the following factors before authorising employees to work alone: Can the risks of the job be adequately controlled by one person Lone workers should not be put at more risk than other employees. In order to achieve this, extra risk control measures may be necessary. Precautions should take account of normal work and foreseeable emergencies e.g. fire, equipment failure, illness and accidents. If a person has a medical condition, are they able to work alone managers and supervisors need to check that lone workers have no medical conditions that may make them unsuitable for working alone. Seek medical advice through Occupational Health and or Force Health and Safety department if necessary and consider both routine work and foreseeable emergencies that may impose additional physical and mental burdens on an individual. Why training particularly important for lone workers This is particularly important where there is limited supervision to control, guide and help in situations of uncertainty. Training may be critical to avoid people panicking in unusual situations. Lone workers need to be sufficiently experienced and fully understand the risks and precautions. Employers should set the limits to Version Page 11 of 13

12 what can and cannot be done while working alone. They should ensure employees are competent to deal with circumstances that are new, unusual or beyond the scope of training, for example when to stop work and seek advice from a supervisor or how to handle aggression. How will the person be supervised Although lone workers cannot be subject to constant supervision, it is still an employer s duty to ensure they are healthy and safe at work. Supervision can help to ensure that employees understand the risks associated with their work and that the necessary health and safety precautions are carried out. Supervisors can also provide guidance in situations where there is uncertainty. Supervision of health and safety can often be carried out when checking the progress and quality of the work. This may take the form of periodic site visits combined with discussions in which health and safety issues are raised. The extent of supervision required depends on the risks involved and the ability of the lone worker to identify and handle health and safety issues. Employees new to a job, undergoing training, doing a job that presents special risks, or dealing with new situations may need to be accompanied at first. The level of supervision required is a management decision, which should be based on the findings of a risk assessment: the higher the risk, the greater the level of supervision required. It should not be left to individuals to decide whether they require assistance. Procedures must be put in place to monitor lone workers to help keep them healthy and safe. These may include: Supervisor s periodically visiting and observing people working alone. Regular contact between the lone worker and supervisor, using mobile phones, telephones, radios or . Automatic warning devices which operate if specific signals are not received periodically from the lone worker e.g. staff security systems; other devices designed to raise the alarm in an emergency, these can be operated manually or automatically by the absence of activity. Supervisor, colleague and/or control room checks to ensure a lone worker has returned to their base or home once their task is completed. What happens if a lone worker becomes ill has an accident, or there is an emergency? Lone workers should be capable of responding correctly to emergencies. Risk assessment should identify foreseeable events. Emergency procedures should be established and employees trained in them. Information regarding premises emergency procedures and danger areas should be given to lone workers. They should have access to adequate first-aid facilities, and mobile workers should carry a first-aid kit suitable Version Page 12 of 13

13 for treating minor injuries. Occasionally, risk assessment may indicate that lone workers need first aidtraining. 6. Information, Instruction and Training The Force Health and Safety Training Strategy and Delivery Plan details training needs analysis and arrangements for the provision and delivery of training. Further details of violence and aggression training and instruction (e.g. conflict management training, self-defence personal safety and breakaway techniques training) should be directed to People Development. Version Page 13 of 13