ii. Staff safety and well-being
Purpose
This procedure outlines the process for ensuring the safety of all departmental staff during intervention with children and families, and the management of stress, vicarious trauma and critical incident stress.
Because this procedure may affect any person working for the department, not just CSOs and team leaders, the generic term staff is used to refer to any departmental employee.
Authority
- Policy No. 409-1: Zero tolerance of workplace aggression
- Policy No. 411-1: Peer Support
- Policy No. 412-1: Employee Support
- Policy No. 413-1: Post Incident Support and Debriefing
Workplace aggression
The delivery of child protection services presents a range of challenges to the safety of staff. On one hand the community has an expectation that timely intervention will occur. On the other hand, the degree of risk associated with cases varies greatly according to individual circumstances. Children and families subject to departmental intervention may have experienced, or been responsible for, harm or abuse, or may be the victims or perpetrators of crime, and may view departmental intervention as intrusive and a first response may be to direct aggression towards staff.
Workplace aggression, particularly client-initiated aggression, is not limited to the physical workplace or to 9am-5pm working hours. A multi-dimensional approach, taking into account individual, organisational and situational variables is required in managing the risk of client-initiated aggression towards staff.
In managing aggression towards staff, it is important that both proactive pre-incident management and responsive post-incident strategies are implemented.
Key principles for the management and control of workplace aggression
The key principles for the management and control of workplace aggression are:
- inappropriate behaviour towards staff and clients in the workplace will not be tolerated and the department will make every reasonable effort to prevent it occurring;
- inappropriate behaviour must not be accepted, excused or tolerated. All inappropriate behaviour must be addressed;
- information (via pamphlets or posters) should be available to clients advising that inappropriate behaviour will not be tolerated, and that action will be taken against such behaviour; and
- staff will be supported by the department in ensuring their own personal safety as first priority over the needs of organisational demands.
Zero tolerance of aggression
Before contact with clients, staff should always adhere to risk management processes and endeavour to use their skills in preventing or defusing hostility. Whilst it is acknowledged duties performed by staff may bring about adverse responses from clients, it is not acceptable to tolerate aggression, as outlined in the levels of aggression table below.
| Level | Behaviours (examples) |
|---|---|
| 1 |
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| 2 |
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| 3 |
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The level of behaviour gives an indication of the level of action required, as outlined in the levels of action table below. Staff need to make an assessment of the situation to determine what action/s are most appropriate, for example, it may be necessary to respond to a Level 2 behaviour, with a Level 3 action.
| Level | Action |
|---|---|
| 1 | Secure immediate safety using appropriate actions. For example, ask the aggressor to refrain from inappropriate actions, explain the consequences if the behaviour continues, press the alarm button, leave the room, ask the aggressor to leave the office, provide the aggressor with time to 'calm' and then re-engage. Document the incident in an electronic case note. Where appropriate, advise a senior workgroup staff member of the incident and the action taken. |
| 2 | As above, and consult with line management about the incident and future contact with the aggressor. Complete a 'WIRF investigation form'. Enter the appropriate alert on the person's electronic record. Advise other workgroup members if appropriate. In consultation with a team leader and legal services (if required), provide the aggressor with a 'Letter to aggressive client', outlining the inappropriate behaviour/s, expected behaviour and the department's commitment to take action against continued inappropriate behaviour. |
| 3 | Includes:
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The actions above are suggestions only. Workgroups may develop local arrangements for responding to incidents of aggression and situations may require more than one action to be taken. Staff who are unsure about actions required to diffuse aggression in the workplace should consult with a line manager or a Senior Workplace Health and Safety Advisor.
Managing aggressive behaviour
When faced with aggressive behaviour, staff will:
- secure their own immediate safety before completing or continuing with organisational demands;
- secure the safety of others, for example, in an office-based situation:
- ensure other staff are aware of the situation;
- ensure all potential factors that may exacerbate the situation are minimised;
- ensure all doors and exits are secure to prevent the client from entering the work space;
- ensure all staff are aware that they should not enter the administration area or other area (for example, an interview room) where the aggressive person is situated; and
- restrict access to the area by other persons until the situation has calmed down;
- endeavour to defuse the situation, if and where possible. This may include strategies as listed in the levels of action table, and/or other appropriate techniques developed with line management and workplace health and safety representatives;
- consult with line management and/or workplace health and safety representatives in relation to your assessment of the situation and potential control measures; and
- seek the involvement of the QPS, if required. Refer to the Levels of aggression table for the appropriate response.
Avoiding client aggression at the office
To avoid client aggression at the CSSC, staff will:
- ensure reception points are attended promptly when clients arrive or are waiting;
- greet clients politely and with respect;
- identify others who may be called upon to deal with known aggressive clients;
- obtain advice from others in the office if you cannot answer a client's query;
- maintain a professional approach and endeavour to keep your composure if the client is offensive or abusive; and
- offer to have your line manager attend to the client if you are uncomfortable with a situation.
When situations become threatening or violent, staff will:
- call for assistance (security or the QPS) and give details of the location and nature of the incident;
- stay out of danger if not directly involved and leave the area if safe to do so;
- assess the situation carefully before undertaking any physical intervention. This should only occur as a last resort, when no other option seems viable, or in order to prevent serious injury;
- where injuries have occurred, only attempt assistance where there is no risk. Do not place more people in danger; and
- as a follow up, consider the need for debriefing, either internally through the Peer Support Program, or through the Employee Assistance Service provider.
If there is a duress alarm system in place, staff must ensure that they are familiar with the procedures for use. Duress alarm systems are tested on a regular basis by a person delegated by a Senior Workplace Health and Safety Advisor. Testing is also recommended prior to the attendance of a high-risk client, where advisors will monitor the test.
General precautions for work conducted away from the office
When organising home visits, supervised contact visits, transporting clients and any other activity undertaken with clients away from the CSSC, staff will:
- collate relevant information about the clients and their situation, for example, access electronic and paper files, other staff and the QPS;
- determine the degree of risk involved, and where appropriate, insist on being accompanied by another departmental officer;
- use of assistance from the QPS, if there is any information that may suggest there is a personal risk;
- advise a team leader of the arrangements before departing and seek approval for the arrangements;
- comply with the 'staff whereabouts' process and always ensure that a team leader knows the destination and expected time of return; and
- carry a mobile phone, GPS tracking phone or, particularly in rural or remote areas, a satellite phone and consider presetting any numbers that could be useful.
During home visits, staff will:
- park close to the home, preferably within sight of the house and the public, with the vehicle in a position that will allow for easy departure;
- listen for sounds of disturbance and check for anything unusual when approaching the home, for example, unusual smells or evidence of drug or alcohol use on the front lawn or deck;
- stand back a little from the door and not directly in front of it. This will give the other person space and will present less of a target;
- give your name and present the departmental identification card;
- not enter unless invited to do so, or if it appears safe to do so;
- observe the state of the house and note possible avenues of exit;
- ensure there are clear paths to the entry points, and ensure that clients do not restrict these pathways (for example, avoid being trapped in a corner of a room where there is no clear exit);
- leave immediately if the situation appears uncontrollable and attempts to defuse have failed;
- if unable to leave, distract or refocus the attention of the other person and leave promptly when the opportunity arises; and
- be aware of other specific procedures that may apply for staff working in rural and remote locations. Refer to the CSSC manager or team leader for further details.
When planning supervised contact visits staff will:
- choose a venue that is safe and accessible to others;
- consider meeting at departmental premises if a significant risk has been identified in conducting the visit away from the CSSC;
- ensure that those involved in the supervised visit are fully aware of the arrangements beforehand, for example, who is to be present, the time, date and location and the expected conduct of those involved;
- end the visit if the client becomes abusive or aggressive;
- where appropriate, reschedule the contact at a later time; and
- call for assistance if necessary.
When transporting clients staff will:
- insist that a second person accompany them if the client has a history of aggression towards staff, or if there is some other indication of risk;
- seat the client in the rear seat, directly behind the passenger seat next to another staff member, if there is an indication of risk;
- move into the slow lane, and consider pulling over and calling for assistance, if under threat while driving; and
- consider using a taxi and sit next to the client in the back seat.
Following an incident of aggressive behaviour
Following an incident of aggressive behaviour, staff will:
- take time to acknowledge their exposure to aggression and the impact this has had. Discuss the incident with a line manager, workplace health and safety representative, peer support officer, a colleague, the Employee Assistance Service or another person who can provide support and assistance;
- consult with their line manager about future contact and interactions with the client. Involvement with the QPS may be required;
- communicate to the aggressor the inappropriateness of his/her actions, the triggers of the incident, the department's policy in relation to zero tolerance, the ramifications of the incident, future expected behaviours and future communication arrangements; and
- record the information in the appropriate formats, as per relevant departmental
reporting policies:
- a 'critical incident report' form;
- a 'WIRF investigation form'; and
- case notes.
Team leaders or line managers should discuss and communicate with workgroup members the importance of employee safety, and methods and processes to ensure the safety of the workplace.
Managing stress
Work related stress comes from the many and demanding tasks in child protection and the time limits imposed in child protection work. Mental, emotional and physical exhaustion can also occur following long-term involvement in demanding situations, such as chaotic client families, highly anxious and demanding clients and abused children desperate to see their families.
To manage general stress, staff will:
- be prepared (learn as much as possible about child protection work and the roles and emotional challenges associated with being a worker in a child protection system);
- take adequate breaks;
- exercise (physical activity and recreation helps to dissipate stress);
- avoid the use of alcohol and drugs as a means of coping with the pressures;
- discuss any work-related issues with a colleague, peer support officer or line manager;
- attend regular professional supervision;
- seek additional supervision, where required; and
- discuss relevant issues with a peer support officer or, where necessary, with an Employee Assistance Service counsellor.
Managing vicarious trauma
Child protection work involves exposure to emotionally disturbing information about children and families. The capacity to empathically engage with this information and listen, validate, understand and respond to the trauma of others is a vital aspect of service delivery. Exposure to traumatic material involves risk to the emotional and psychological health of staff. These risks can lead to vicarious trauma.
Vicarious trauma, the debilitating emotional and psychological impact of connecting with the traumatic and disturbing life events of other people, is an insidious form of stress and is pervasive in child protection work.
Vicarious trauma accumulates over time, through interactions with a variety of clients and can change the staff member's overall view of the world and the people around them. It can affect cognitive functioning and values and can be as debilitating as primary trauma.
To reduce the risk, and manage vicarious trauma, the following strategies may be useful for staff:
- be aware that there is a normal emotional reaction to the work of the department;
- discuss any work-related issues with a colleague, peer support officer or line manager;
- talk to a colleague, peer support officer or line manager supervisor, or if necessary, an Employee Assistance Service counsellor;
- take responsibility for your self-care and balance work demands and personal life;
- where available, access professional supervision networks and forums; and
- challenge yourself to grow professionally by working on a variety of cases, creating a plan of professional education and attending professional forums.
Managing critical incident stress
A critical incident can be defined as an event, outside the range of usual human experience, such as a child death or serious injury, threat to or assault of a worker, which has the potential to easily overcome a person's normal ability to cope with stress. It may produce a negative psychological response in a person who was involved in, or witnessed, such an incident.
It is generally recognised that critical incidents can have a significant impact on a person. Some may be affected to the extent that the incident lives on in their mind, and various symptoms may develop which create difficulties in their functioning in normal day-to-day activities. Such reactions are not considered abnormal.
As a first response, staff may choose to discuss the issue with a nominated peer or line manager, or seek individual support through the department's Employee Assistance Service. In addition, Critical Incident Stress Debriefing (CISD) may be provided by professional psychological debriefers from the department's Employee Assistance Service. It usually involves all staff who were directly involved in, or who witnessed, the critical incident. Any person involved in a critical incident can request debriefing.
Preferably CISD is carried out after all initial post incident enquires have been completed, such as police reports and medical attention, where required. Critical incident debriefing should occur between 24 and 72 hours after a critical incident, to be most effective. This can be arranged through a peer support officer or line manager.
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- Last updated
- 30 June 2007
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