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APPENDIX 4 Personal Safety and Risk Assessments

APPENDIX 4.1 Guidance on Lone Working (extracted from guidance issued to employees by Dundee City Council)

This guidance is intended to give ALL staff guidance on how to minimise risks when working alone and in particular prevent incidents of violence and aggression arising from work activities. It covers a range of issues from traveling to dealing with people on the telephone.

1. TRAVEL

1.1 Travelling by Car

The following guidelines apply when using your car.

DO

Helpful Hints

DO NOT

1.2. Travelling by Foot

The following guidelines provide advice on keeping safe on foot:

DO

• think ahead, be alert and aware of your surroundings
• try to avoid walking alone at night
• keep to busy, well-lit roads
• walk facing oncoming traffic
• keep your hands free to defend yourself
• carry an alarm in your hand, not in your handbag or briefcase
• avoid areas where you know groups hang about
• cross the road and keep walking if you think you are being followed. Look confident and positive. Head for a busy area or open shop and ask for help, if necessary.

DO NOT

• take short cuts
• walk through poorly lit or quiet underpasses
• accept lifts unless you know and trust the driver
• switch off from the world by wearing a personal radio or stereo
• wait around unless you really have to. If you do, then keep to well lit or busy areas.

2. WORKING ALONE

General advice to all staff is to ensure that, as far as possible, you never work alone. However, it is accepted that it is not always possible for all members of staff to work in situations where someone else will be there. This includes staff who work in or more remote sites, or split site establishments, for example. Others may choose to work overtime when no one else is in the building.

In these situations or in any others where you find yourself working alone, the following should be used as a guide to help you.

DO

• try to plan it so that another member of staff is also present, if you have to or choose to work outside your usual working hours.
• inform a nominated person of your work schedule, if you have to work alone.
• ensure that you can make an external telephone call in the case of an emergency.
• tell any security personnel of your planned work schedule.
• give as much detail about your work schedule as possible to your nominated person.
• make arrangements with this person about what they should do if you don't make contact with them by a pre-arranged time.
• be aware of where the nearest emergency exit is, as well as the location of other exits from the building.
• memorise, or have close to hand, any contact number you may need.

DO NOT

• hesitate to contact security or your nominated person, if you feel uneasy in any way.
• leave the building if the threat is outside, - phone for help and remain in the building
• arrange to meet visitors when working alone.
• make it obvious that you are alone in the building.

2.1 Personal Security in Council Buildings

The following should be used as a guide to help you think about reasonable precautions you should take for your own personal security at work.

DO

• be aware of the safety strategy for your establishment and make sure that you comply with it.
• be prepared to discuss any suggestions to improve safety in your working environment with your line manager.
• take all possible precautions to ensure that you are safe at work. A healthy fear of potentially difficult situations will often prevent them from occurring.
• remember to complete an incident form, if you are the victim of a violent act.
• make sure that you know where your nearest exit is and that you can get access to it at all times.
• keep all other external doors and windows closed or locked; if possible.
• make sure that the procedures are adhered to in relation to visitors' books, signing in and badge systems.
• make sure people know where you are, and what time you are expected back. This should apply in all circumstances, whether you are travelling about, making a home visit or simply going to another part of the building.

DO NOT

• interview someone by yourself if you know they have the potential to threaten you.
• resist in the event of a robbery.
• work alone unless absolutely necessary.
• allow anyone you don't recognise to wander round the building.

2.2 Personal Belongings

DO

• keep valuables, such as money, handbags or wallets and important papers out of sight as far as possible.
• lock your desk and filing cabinet overnight.
• make sure that there is more than one copy of your office keys. This second set should be given to a work colleague or kept in a key box if available.
• be aware of all crime prevention precautions.

DO NOT

• leave anything of value lying about.
• leave money locked in a drawer or cupboard overnight. If possible, lock valuables away in a safe.
• leave keys to desks or filing cabinets in obvious places, such as under your telephone or in your pencil drawer.

2.3 Making Home Visits

You should adhere to the following guidelines if you need to make a home visit.

DO

• keep the number of home visits to a minimum.
• search the Council's Potentially Violent Persons Database before making arrangements.
• send a letter to the client, even if the visit has been arranged verbally.
• keep details of information related to visits in a central point, such as an in office diary for all staff, within your office.
• put an estimated time of return in the diary.
• find out as much as you can about the client you are visiting before you go.
• have answers to any questions the individual has already asked.
• keep calm and try to communicate with the individual if you begin to feel threatened, or the individual starts to lose their temper.
• read the section on "Helping you Cope with Difficult Situations".
• telephone your base unless you are returning directly there, once the home visit has been completed.

DO NOT

• go alone if you think that a home visit may be difficult, or if there is a history of threatening behaviour. Take another member of staff with you or, if practicable, organise the meeting within one of the Department's establishments.
• give out your private telephone number.
• lose control of the situation.
• stay if you continue to feel threatened and there seems to be no way the person is going to calm down. Make another appointment and then return with another member of staff.
• change any arrangements, without making sure that your line manager is aware of the alteration.

3. HELPING YOU COPE WITH DIFFICULT SITUATIONS

It is important to realise that normally the aggressor will be under stress. You will probably be feeling some stress yourself. It is, therefore, helpful to be able to recognise some of these symptoms.

3.1 Recognising the Danger Signals

Warning signs you should be aware of are:

• has your tone of voice changed?
• are you talking more than usual?
• are you fidgeting with something?
• has your mouth gone dry?
• is your heart beating faster?
• do you feel butterflies in your stomach?
• are your hands sweaty?
• are you getting confused?
• have you missed the point?
• have you forgotten any points you wanted to make?
• are you unable to concentrate?

3.2. What Causes People to Become Angry and Violent?

In dealing with a person who is angry and aggressive, it is helpful to know the background leading up to the situation. This should help you handle it better.

Remember That

• the person may feel frustrated at being sent from one person to another. We have all heard 'you are the sixth person I have spoken to and no-one seems able to help me. Try to avoid this happening.
• people are more aware of their rights and also have increased expectations. If these are not fulfilled frustration can spill over and turn to anger and aggression.
• alcohol and drugs are well known factors in causing people to become violent and aggressive.
• some people feel a loss of control at being confronted by "faceless bureaucrats". They react by being aggressive and trying to reassert their control of the situation.
• some people think they will get their own way by threatening and abusive behaviour - bully tactics.
• Be prepared - know the facts of the case you are about to deal with. It may make matters worse if the person feels you have not bothered to acquaint yourself with the facts.
• Be observant - watch the person's reactions and non-verbal signs and alter your approach accordingly.
• Be sensible - don't interview alone if you think the situation has the potential to become violent.

3.3. Controlling the Situation

When confronted with an angry and aggressive person, it is important that you remember three things:

• keep calm.
• communicate - try to build a relationship with the person.
• keep control of the situation.

3.3.1 Keep Calm
You need to be in control of the situation, to be able to think clearly and make the correct decisions. Calm yourself by:

• taking deep breaths.
• making a conscious effort to relax parts of your body you have tensed up.
• speak slowly and clearly.

3.3.2 Communicate
It is vital that communication is maintained between you and the client.

Remember:

• encourage the person to talk.
• reassure him/her that you are listening and trying to help.
• don't rush things. Let the person take his/her time to get their points over.
• be aware of looks/gestures that could indicate violence.
• avoid audiences. People don't like losing face in front of other people and will become aggressive and violent in a bid to avoid this.
• not all of what you say will be taken in by the person you are talking to. You should always be aware that it is not only what you say that is important but how you say it.
• in a face to face situation, if your verbal communication does not match your non-verbal communication, then the message you are trying to convey may well be misinterpreted.
• when talking to people over the telephone you should remember that your body language can't be seen and you have to adjust your tone of voice and register of language accordingly.
• be a good listener and pay attention to what is being said. Encourage the speaker by nods and gestures.

3.3.3 Don't Take Criticism Personally
ask for further explanations if it is not clear what is being said. At the end, summarise the information you have received and seek agreement.

• thank the person for the information given.
• make sure the person understands what you are saying, by following these points:
• plan what you are going to say.
• make your points in a logical order.
• don't assume that the person understands what you are saying. Keep checking that they do understand.
• if the person does not follow or understand what you are saying, explain the point again in a different way.
• don't make too many points at once. Three or four are as many as can be properly dealt with at one time.
• it may be tempting to promise something which you know will resolve the situation, but which you know is unlikely to happen - resist this temptation.
• speak deliberately and confidently.
• keep calm and relaxed.
• watch for signs that can act as an early warning of aggressive or violent behaviour.

3.3.4 Keep Control of the Situation
Once you have calmed the person down and shown understanding and offered reassurance it is time to deal with the contents of the argument.

• try to break the argument down into its component parts. There may be different solutions to each aspect of the problem.
• suggestions should always be made on the condition that the person remains calm and reasonable. No one should think they are getting their own way because they have been abusive or threatening.
• if it is not possible to meet the person's demands, offer alternatives rather than a blank NO''.
• if the answer has to be "NO", then be firm and state the reasons why the demand can't be met.
• don't rush the person into making decisions.
• be encouraging if the person starts to accept the situation and becomes less abusive.

3.4 On The Telephone

It is not always possible to be prepared to deal with an awkward situation on the telephone.

You should, however, remember the following:

• don't keep the person hanging on. If you don't have the relevant information to hand, explain that you will call back. Take the caller's name and telephone number and call back when you said you would.
• remember that the caller can't see you, so that the tone of your voice and what you say becomes very important.
• speak clearly and confidently. Don't interject or appear to put words into the caller's mouth. Let them have their say and if you have to bring the call to an end, do so firmly but politely.

3.5 Help and Support

If the incident has been particularly serious, the matter is not always finished when the aggressor has been dealt with. The person who has been involved in such an incident may suffer physical and emotional after-effects for some time. This can show itself through insomnia, depression or constantly reliving the experience. In addition, if the incident was of a violent nature the police should be involved.

Fortunately, such violent occurrences are rare. However, counselling is available for those who are distressed or upset by any such incident.

3.6 Incident Forms (See the Report Form Attached)

Staff are encouraged to complete an incident form if they in any way felt threatened or concerned by any incident. Staff may sometimes be unsure as to whether an incident was serious enough for them to fill in a form. The purpose of completing the incident form is to monitor the incidents of violence and aggression and to review ways of preventing similar occurrences.

Each incident will be examined and any follow-up or preventative action will be taken as required.

Incident forms should be completed and returned to a named person within the building. They should then be forwarded to the appropriate Manager within the Department.

4. CHECKLISTS

Most of the time we do our jobs in the same way we have done them for years, without ever thinking about whether we are putting ourselves unnecessarily at risk. The information contained in this booklet is designed to help you reduce the possibility of a violent or threatening experience. The checklist below will help you consider if the way you presently work may be putting you at risk.

• do you know what your establishment's safety strategy plan is?
• were you involved in compiling it?
• does anyone know where you are?
• do you check or vet people that you go to meet alone in conjunction with the Council's potentially Violent Persons Database?
• can you be contacted?
• is there a system for checking in and out, and do you use it?
• do you think about where you park?
• is the parking area safe, especially in the dark?
• do you use the safest route when travelling?
• do you follow the correct procedures for carrying money or valuables?
• can you avoid working alone?
• do you carry an alarm?
• have you thought about whether anyone would miss you, or how long it would be before someone missed you if you were not in your usual work location for a period of time?

It is suggested that if you answer "NO" to any of these questions you should think about changing the way you work. If you want to find out ways to do this you should read this booklet in full. Discuss any problems with your line manager.

You should also be aware of your physical environment - for example what and who is around you. This should include things such as:

• who can get in the building, as well as where and how they can get in?
• how would you know if someone were in the building legitimately or not?
• how can you get out?
• can you make contact with other people?
• how can you raise an alarm or summon help?
• is your exit route well lit?
• is your car parked in a well-lit place?
• do you pass an area where people could hide?
• are there things around that could be used as missiles/weapons?

APPENDIX 4.2 Risk Assessments - Examples of Typical Assessment Procedures

(Based upon City of Edinburgh Noise & Pollution section Risk Assessment Procedures

RISK ASSESSMENT

Risk assessment is the method of identifying a Hazard, assessing the likelihood of it occurring (Risk) and depending on the severity of the hazard and the likelihood of it occurring, a Risk Factor is produced. Both the working environment and the activities are assessed. Control measures then need to be established and introduced to manage any significant risk so as to eliminate or minimise it.

For Example

A man changing a light bulb at ceiling level.

Hazard: - FALLS AND ELECTROCUTION.

If he falls, he could incur SEVERE INJURY and the Risk of him falling is POSSIBLE. See the scale below and the resultant factors are 2 + 2 = 4 resulting in medium risk.

If he is electrocuted it could result in a Major Injury and the risk of him being electrocuted is POSSIBLE again referring to the scale below gives factors of 4 + 2 = 6 again medium risk within the medium risk category. Control measures need to be introduced which would include inter alia.

For falls - steps in good condition

For electrocution - ensure electricity supply off.

The assessments should then be prioritised according to the risk factor awarded and actioned in descending order of priority.

Scales - There are many scales available, the one used here has been developed to enable a simplified method of categorising a risk factor.

Having established this Risk Factor and introduced a control measure (Safe System of Work), it is important that this control measure is implemented and the persons involved suitably trained.

Periodic review and monitoring of the House Risk Assessments is essential. Generic Assessments have been made following the audit, and these should be checked and made applicable to the activities undertaken. The list is comprehensive relevant to the time of visit. However there may be a requirement for additional assessments to be made for activities subsequently undertaken where a significant risk is presented.

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