client services security strategy - legal aid nsw · - anger and frustration, seeking...

CLIENT SERVICES SECURITY STRATEGY

A guide for staff on how to prevent and manage aggressive client behaviour

November 2015

The Legal Aid NSW, Client Service Strategy provides the policy, guidelines and procedures November, 2015 for managing aggressive clients and difficult situations before, during and after an incident with the emphasis on keeping staff safe.

The strategy is a risk management approach, based on Comcare Australia’s Guidelines for the Prevention and Management of Client Aggression and the Department of Social Security’s dealing with Client Aggression: National Policy and Guidelines.

The policy, guidelines and procedures have been reviewed to include new procedures for using personal duress alarms, these alarms have been sent to office managers in regional offices and senior clerks, to issue to staff who attend outreach clinics or provide service in isolated areas. Full details on how to apply and use the alarm are available in the tear off section at pages xiii to xviii.

The new Incident Report Form has been included with processes for Priority 1 for aggressive clients and Priority 2 procedures for unreasonable client behaviour.

For guidance on how to manage unreasonable client conduct that does not involve aggressive or violent behaviour, staff should refer to the Unreasonable Client Conduct Guidelines. These guidelines offer guidance, strategies and script ideas about how to manage other forms of unreasonable conduct, including: ● Threats of harm and violence, ● Unnecessary and excessive phone calls and emails, ● Inappropriate demands on our time and our resources and refusals to accept our

decisions. What to do Take your copy of ‘Client Service Quick Guide’ and keep it with you.

● Emergency Operating Procedures for Fixed Duress Alarms ● Incident Report Form ● Procedures for Priority 1 Warnings ● Serious threat against staff members and/or Legal Aid NSW by clients against a

third party guidance ● Procedures For Portable Duress Alarms

Detailed information on each of these procedures can be found in the Policy and Guidelines.

Who to contact for more information or feedback? Director, Operations Support 92195800

i

Client Service Quick Guide

What is client aggression? Client aggression is defined in the Client Service Strategy as hostile, unacceptable behaviour directed against staff by members of the public. Client aggression may occur inside or outside the workplace. Other terms used to describe client aggression are ‘workplace trauma’ and ‘workplace violence’. Examples of client aggression include: ● unwelcome gestures, threatening or offensive behaviour, vulgar noises, expressions or

gestures. ● verbal abuse of either a personal or general nature by means of innuendo, raised voice,

obscenities, and racist or sexist comments, ● implied threats, ● physical violence against a person such as hitting, pushing, kicking, seizing or punching,

physical violence against objects such as kicking, defacing or destroying property.

Why do clients get aggressive? ● While the majority of our clients are polite and behave appropriately, there are times when

for a number of possible reasons the client becomes abusive or aggressive. This could be the result of a number of issues for example:

● our inability to give the client what he or she wants or perhaps the manner in which we are communicating,

● our client is under considerable emotional or physical stress, ● our client has a psychological illness, ● our client is under the influence of drugs or alcohol.

The reasons complainants engage in certain behaviours, under the NSW Ombudsmen publication Managing Unreasonable Complainant Conduct, can be summarised as:

● Emotional or psychological - anger and frustration, seeking retribution/revenge, needing to blame others, having an exaggerated sense of entitlement.

● Attitudinal - dissatisfaction with a person, agency, government or life in general. ● Aspirational - seeking "justice", a "moral outcome", a matter of principle. ● Recreational - deriving pleasure/social contact from activities associated with the

complaint process. ● The Ombudsman (2009) publication Managing Unreasonable Complainant Conduct adds

that the complainant may have ulterior motives such as harassment, intimidation, etc. or the challenging behaviour is a result of mental health issues.

ii Client Service Quick Guide

How can I best manage an aggressive situation? Whatever the reason for the aggression, staff need to ensure they keep safe in potentially volatile situation and report all incidents.

The Legal Aid NSW Client Service Strategy provides the policy, procedures and guidelines for managing aggressive clients and difficult situations before, during and after an incident. The document also includes reporting processes and forms and addresses the follow up process, which includes a review of the incidents. Operations Support Services have the responsibility for this document. Every staff member, solicitor and clerical support officer, who works directly with clients (and every supervisor who manages them), must make themselves familiar with the Client Service Strategy available on the intranet.

The Strategy is divided into four sections: 1. Policy guidelines. 2. General procedures for staff to follow in handling incidents of aggression with

clients and other difficult situations with clients - before and after an incident. 3. Information sheets and flow charts that have been produced to assist client

service staff in the following areas: ● Staff working in house, client service staff working on the counter and the telephone. ● Staff working offsite, e.g. social workers, legal officers visiting gaols. ● Staff involved in direct client contact and what do if there is a serious threat or a

threat of suicide. 4. Management Plans to ensure performance measures are established, with

review and evaluation indicators.

The Client Service Strategy includes a package of the most critical client service documents, together with a set of Information Sheets, Tip Sheets and Risk Management Flow Charts that are at the back of the document.

Where can I get more information? ● Know Legal Aid’s Unreasonable Client Conduct Guidelines (2013) ● Attend Managing Aggressive and Violent Behaviour, Demystifying Mental Illness,

Handling Difficult Calls, Interpersonal Skills and Demystifying Drugs and Alcohol training courses run regularly in Sydney and regional offices - search LMS courses for details.

● Read Legal Aid NSW Client Service Strategy (updated 2009) on the intranet. ● Read Legal Aid documents and Tip Sheets on working with difficult clients.

iiiClient Service Quick Guide

● Read NSW Ombudsmen (2009) Managing Unreasonable Complainant Behaviour (note: this document is 69 pages please print only what you need).

Regional Offices – Security Protocol

Serious threats (high level risk category) made to Legal AidNSW by clients against a third party

● If urgent, the Solicitor In Charge (or most senior person in the absence of the SIC) to contact Police immediately (and then advise the relevant Director and proceed as below). [Simultaneous contact to be made with the Legal Policy Branch as shown in the next dot point, if a client is involved].

● I f not urgent, ascertain position in relation to legal professional privilege from Legal Policy Branch (who will advise who can authorise any disclosures) and if appropriate, manner in which Police are to be contacted. This should be done in consultation with your relevant Director.

● Ascertain from Police if the person is to be charged, or if a warning is to be given to the client. Also get advice as to whether we need to take any action to improve office security if client’s reaction becomes aggressive. The availability of a photo of the client from Police will assist – see below.

● Incident Report to be submitted to Director Operations Support (and updated as required) via relevant Director.

● Consider: ► Priority 1 warning on ATLAS/CASES, which will be arranged with Director Operations Support.

► Assignment of matter ► Security issues to be employed at office such as:

- Engagement of a security guard, which will be arranged through Operations Support.

- Obtain a photo of client from Police to assist our counter staff to identify the client. - Banning from Legal Aid NSW offices.

● Staff are encouraged to use the interview rooms for meetings with clients and other visitors.

● If a staff member chooses to interview a client in their office they must only do so only if:

i. They have an established relationship with the client; ii. They are completely comfortable with the client; iii. They assess that there is absolutely no risk of an aggressive or threatening incident.

It must be recognised by solicitors that there is little support for themselves and other staff should a difficult situation arise when interviewing clients in their offices.

● At the completion of all interviews clients are to be escorted from the secure area.

vClient Service Quick Guide

Serious threat (high level risk category) against staff members by aclient or non-client

● I f urgent, with the consent (if necessary) of the staff member, the SIC (or most senior person in the absence of the SIC) to immediately contact Police (see below as to simultaneous contact with the Legal Policy Branch) and thereafter the relevant Director, to advise of the threat if they are not already aware; obtain Police advice in relation to:

► Risk assessment may be carried out by Police in some local area command (not at Central Sydney). ► What actions need to be taken at the office, at the staff member’s home and at

court or elsewhere the staff member may be engaged. ► Are criminal charges to be preferred ► I s an Apprehended Violence Order to be sought by Police (with the consent of the

staff member) [or is it to be sought by a private solicitor engaged with the consent of the Director General, Department of Justice and Attorney General (via Legal Policy Branch)].

► Obtain a photo of client to assist our counter staff to identify the client. ► Advice as to whether the office should be closed and for what period.

If not urgent, prior contact should be made with the Legal Policy Branch, if the threat is made by a client, to ascertain if any legal professional privilege issues are to be considered. They will advise who can authorise any disclosures and in what manner. Liaison should occur with the relevant Director. If the threat is immediate and involves a client, contact with the Legal Policy Branch is to be simultaneous with Police contact. ● Within Legal Aid NSW, undertake the following:

Actual Physical Violence and or Show of Weapons. Withdraw to safety; activate alarm and call the police on 000 immediately.

At Central Sydney, the security guard should be alerted and emergency procedures activated. Complete these follow up procedures: - Fill in an Incident Report Form as soon as possible. (8.4) - Record the incident on

CASES/ATLAS. - Make use of your informal opportunities to debrief. - Discuss the incident at your next formal monthly meeting.

viClient Service Quick Guide

Emergency Procedure - Duress Alarms

Interviewing Officers please read:

● A duress alarm is located under the table for your protection in the event of an emergency.

● You can activate the alarm by pressing the button. The button can be depressed using your knee or hand.

● A loud buzz will sound behind the reception desk and at the control panel on level 4 at Central Sydney and at the reception counter in the regional offices.

● The sound can be muted with a switch behind reception.

● A red light will be on in the hallway to interview rooms indicating which office has activated the alarm.

● The security guard will open the door with the following script: “Can I see you for a minute”?

● If there is a problem, leave the office in the presence of the guard.

● If the alarm was accidentally depressed, your script is: “When this client leaves I will see you”.

Should you require any further information regarding this procedure, contact the Director Operations Support Services on ext. 95800

viiClient Service Quick Guide

Incident report formThis form should be used to report:

Workplace accidents and/or physical/psychological injuries (and near misses) Violent/threatening conduct of a client or other person towards a staff member Unreasonable (but non-violent/non-threatening) conduct of a client or other person towards a

staff member

Part A: Contact details of person reporting incident Your name: Click here to enter text.

Are you making a report on behalf of another person? ☐ Yes ☐ No

If yes, what is their name? Click here to enter text.

Your telephone number: Click here to enter text.

Name of client/person (subject of the report) Click here to enter text.

Client ID (if applicable) Click here to enter text.

Other people involved in incident: (Copy and paste below if multiple people involved)

Name: Click here to enter text. Contact Details: Click here to enter text. Client: Click here to enter text. DOB/File No (if client): Click here to enter text. Nature of their involvement: Click here to enter text.

Part B: Details of incident Date of incident: Click here to enter a date.

Has somebody been injured: ☐ Yes ☐ No

If yes:

Name of injured person: Click here to enter text. Is the person a staff member: ☐ Yes ☐ No Injury sustained: Click here to enter text. Does the incident involve violent, threatening, unreasonable or unacceptable conduct by a client or other person? ☐ Yes ☐ No

If yes, did the conduct involve any of the following:

viiiClient Service Quick Guide

☐ Physical assault ☐ Verbal / Psychological abuse ☐ Sexual harassment ☐ Threats of violence ☐ Emotional conduct and behaviour directed at staff ☐ Bullying ☐ Intimidating behaviour ☐ Emotional conduct but not directed at staff ☐ Unreasonable or persistent conduct (e.g. refusal to accept a decision, repetitive requests for same

information or excessive correspondence, request for appointments to discuss the same issue, demanding responses within unreasonable timeframes.

☐ Other – describe: Click here to enter text.

DESCRIPTION OF INCIDENT (Including any UNREASONABLE AND/OR UNACCEPTABLE CONDUCT BY A CLIENT OR OTHER PERSON) Attach any relevant documents or photos

Click here to enter text.

If you included unreasonable and/or unacceptable conduct, why do you consider it to be unreasonable and/or unacceptable? For example – has it occurred before/repeatedly, caused significant disruptions to our organisation, has resource implications for the organisation or has / could raise significant health and safety issues for our staff or other persons.


What action, if any, has been previously taken to deal with/manage the client’s/person’s conduct? Attach any supporting documents. For example – warning the client/person verbally about their conduct, other previous attempts to manage the behaviour etc.


Part C: Response to the incident RESPONSE

Duress activated: ☐ Yes ☐ No if yes, by whom: Click here to enter text.

Guard notified: ☐ Yes ☐ No Name of Guard: Click here to enter text.

Call terminated: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

ixClient Service Quick Guide

Property damage: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Legal Policy Branch consulted:

☐ Yes ☐ No If yes, by whom: Click here to enter text.

Police called: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Emergency services contacted:


Medical assistance provided:


Manager advised: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Time Out: ☐ Yes ☐ No

POD advised: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Counselling: ☐ Yes ☐ No

CCTV

Did any person make reference to the CCTV cameras? ☐ Yes ☐ No ☐ N/A If yes, was it: ☐ Before ☐ During ☐ After Nature of comment: Click here to enter text. If a client was involved, did the client refuse to use an interview/conference room with CCTV:

☐ Yes ☐ No Will CCTV footage be required as evidence: ☐ Yes ☐ No Dir/ Family Law ☐ Criminal Law ☐ Civil Law ☐ Police ☐

Part D: Email electronic form to your Manager and Director, Operations Support for follow up action. (You only need to complete parts A to C. They will complete Part D.)

Manager’s name: Click here to enter text. Position: Click here to enter text. Date: Click here to enter a date.

Risk Assessment Description High Risk Event (Priority 1) Includes threats of violence and

violence ☐ Yes ☐ No

Medium Risk Event (Priority 1)

Includes emotional behaviour directed at staff, verbal/psychological abuse,

☐ Yes ☐ No

xClient Service Quick Guide

bullying and intimidating behaviour

Low Risk Event (Priority 2) Includes behaviour that is emotional (but not directed at staff), or involves persistent, voluminous, unreasonable requests

☐ Yes ☐ No

RECOMMENDATIONS E.g. Procedural review/changes required, new equipment, re-design work area, review work practices, review training standards, restrict client’s access to Legal Aid services.


CORRECTIVE ACTION PLAN DETAILS

Action Person Responsible

Date Completed

☐ The client/person has been warned about their conduct in writing, and the letter signed by the Director (if applicable) or other delegated person



☐ The client/person has been advised that their access to Legal Aid services has been restricted (must be signed off by Director)



☐ A letter has been sent to the client/other person, the letter is attached



☐ A record of my investigations/assessment and decision about the person’s conduct and all relevant staff members have been notified of my decisions.

The following alerts put on CASES/ATLAS:

☐ Priority 1 flag ☐ Priority 2 flag



☐ Staff member has completed ‘notification of injury’ form where appropriate



☐ Other actions I have taken and/or recommend (please include action taken, date implemented, responsible person, date for review):



xiClient Service Quick Guide


Incident notification – send the completed form to:

FINAL COPY OF COMPLETED FORM SHOULD GO TO:

1. DIRECTOR, OPERATIONS SUPPORT 2. EXECUTIVE DIRECTOR OR DIRECTOR OF THE RELEVANT AREA 3. PEOPLE AND ORGANISATIONAL DEVELOPMENT AT

[email protected]

.

xiiClient Service Quick Guide

mailto:[email protected]

Bomb Threat and Threatening or Offensive Telephone Calls

1. Keep calm and sound calm. Concentrate on caller's voice and background noises.

2. U se delaying tactics - Talk to the caller to gather information, ask the following questions and note their answers:

3. Record the time and date of the call and information provided on the handset screen:

Date: ___ /___ /___ Time: …………… Info on Screen: ………………………… 4. T race the telephone call

(Insert information relevant to the particular telephone system used in the agency).

5. What is the nature of the call (please circle): Bomb Threat Threat of Violence Abusive Other

6. If there’s a bomb or violence threat Who or what is being threatened (name of person or place):

7. For a Bomb Threat: 8. For a threat against a person or an abusive / other call:

a. When is the bomb going to explode? a. Was there a threat against a particular person or place?

b. Where did you put the bomb? b. If a threat of violence against a person or place is made when will it be carried out?

c. When did you put it there? c. Why are they making this call?

d. What does the bomb look like? d. What would they like to see done about the problem?

e. What kind of bomb is it? e. Any other Information

f. What will make the bomb explode?

g. Did you place the bomb?

h. Why did you place the bomb?

xiiiClient Service Quick Guide

9. Information about the caller:

a. What is the caller’s name?

b. Where is the caller?

c. What is the caller’s address and telephone number?

d. Exact wording of the telephone call

NOTE: I f there is a bomb threat or physical threat against a person or place you should alert the Police by calling 000 immediately, this may require attracting the attention of a co-worker whilst you are still speaking with the caller and indicating to your co-worker to call the Police.

10. Prolong the call if you can to obtain as much information as possible and complete the information below:

VOICE SPEECH MANNER/ ATTITUDE

TELEPHONE CALL BACKGROUND NOISE

man fast calm local music

woman slow angry STD talk

child distinct/ cultured

emotional trunk typing

unknown impeded loud public children

est. age: yrs. stutter soft private traffic

accent: nasal pleasant machines

hesitant raspy aeroplanes

uneducated intoxicated trains

foreign other: other:

other:

xivClient Service Quick Guide

Legal Aid NSW Staff Safety GPS Duress

Understanding GPS tracking The GPS device is used extensively overseas and now is available for use for the first time in Australia. Whilst the GPS duress device issued to you is very reliable and accurate (i.e. less than 10 metres in normal circumstances), the device is subject to certain geographic limitations and therefore the device cannot guarantee 100% location accuracy in every conceivable instance i.e. high-rise buildings, car parks, underground etc. The system uses global positioning satellites commonly known as GPS (similar to your car navigation system) to locate each device and transmits the device’s location to a Monitoring Centre via the mobile phone network. Obviously the devices will only be able to transmit your location when the device is in mobile phone range. This is normal.

Online Notification Form Prior to issuing the GPS duress device, the manager will be required to complete the on-line Legal Aid Duress Safety Device Notification. This form has been sent as a link and must be saved in your favourites bar for ease of use. Please fill in this form and follow all instructions on the form. This form allows Legal Aid Operations to be automatically notified of when a device is issued and it will also notify Business Risks International who is contracted by NSW Legal Aid to monitor all staff GPS duress devices. This form is important as it sets out which NSW Legal Aid staff member has the device and who to contact in an emergency.

Activating the Duress Button You have been issued with the Lola GPS device to assist security and emergency authorities to locate you in the event you have activated the duress button.

You should activate the duress button if you are:

● Threatened with violence by any person ● Actually being assaulted or ● Injured for any reason and require an Ambulance

xvClient Service Quick Guide

How to use the Device These are the following things you need to do when issued with the Lola GPS duress device. When you receive the duress device, it will be fully charged.

Step 1 Turn on the device – by pressing and holding the power button (located on the side of the unit) for 3 seconds. The GPS, GSM and SOS backlit buttons will flash and the unit will vibrate. To turn off the unit, simply press the power button again for 3 seconds and the unit will vibrate and then power down.

Step 2 Make sure you keep the Lola GPS device charged. Like all electronics it will not operate unless the battery is charged. Under normal circumstances the battery will last approximately 2 full days.

You will be issued with both a car and power adapter to charge the Lola.

Special Note: If the GSM LED flashes Red every 5 seconds indicates that the battery is low. Recharge the device as soon as possible if not immediately.

Step 3 In the event of you being threatened or requiring assistance, simply press the telephone in the middle of the device for 3 seconds (this is to stop accidental activations). The device will vibrate and the telephone ring will change colour and flash to confirm the duress signal has been transmitted to the Business Risks International Monitoring Centre.

Step 4 The device will also “open up the telephone facility in the device” so that the Monitoring Centre can monitor the current situation and be better informed as to what

Carrying of Device

.

The white LED will flash red every 5 seconds to indicate LOW battery. Recharge the unit immediately

To activate the duress button simply press here for 3 seconds

Once activated the device will vibrate and the telephone background will illuminate confirming that the duress facility has been activated

The device should be carried with you at all times and be readily available for use in case of an emergency situation. Do not leave the device in handbag, briefcase, back pack etc where you are unable to locate quickly in case of an emergency.

xviClient Service Quick Guide

Monitoring Centre Response The Monitoring Centre is staffed 24 hours a day, 7 days a week including public holidays. Upon receiving a duress activation, monitoring room staff will:

Step 1 Ring the Legal Aid staff member on the staff member’s nominated mobile phone number.

Step 2 If the mobile phone number answers the Monitoring Centre will say to the staff member, “Hi, just checking that you will be home for dinner tonight?”

If everything is OK the Legal Aid staff member is to say “Yes”. If everything is NOT OK the Legal Aid staff member is to say “No”.

Step 3 If the staff member answers “Yes” the Monitoring Centre will inform the staff member that the Duress Button has been activated and try to establish if the device is faulty etc.

Step 4 If the staff member answers “No” the Monitoring Centre will: 1. Keep the mobile phone line open 2. Listen to the GPS duress device to ascertain what is happening 3. Notify the Police on “000” and advise them of the staff member’s location and the fact that the staff

member activated a Duress Button 4. Continue to listen in to the duress device and staff member’s mobile phone to establish what is

occurring and to relay the information to the Police 5. Notify Legal Aid head office and advise them of the duress.

Special Note: The Monitoring Centre will attempt to establish if the duress activation is real prior to notifying the Police, however if in doubt they have been instructed to notify the Police.

What NOT to do to the Device When issued with a device you should NOT: ● Immerse the device in water or allow the device to come in contact with water. The device is

water resistant NOT water proof ● Keep or place the device in any hot or high humidity area ● Place the device near direct heat ie fire, heater etc ● Use chemicals, solvent or abrasive substances to clean the device ● Drop or shake the device ● Attempt to open the device

xviiClient Service Quick Guide

● Allow the batteries to run flat ● Leave the device unsecured (in a parked car or office) ● DO NOT place the device in a location that can lead to a false activation such as handbag,

briefcase, backpack etc. Switch off the device if you are: ● Refuelling your motor vehicle, ● Entering a Hospital intensive care or emergency unit or ● Boarding an aircraft

Contacting the Business Risks International 24 hour Monitoring Centre If for any reason the device is not working, or you are not sure of any instruction, telephone the Business Risks International 24 hour Monitoring Centre on 1300 760 221 and inform the operator that you are a NSW Legal Aid staff member.

Low Battery AlarmThe Monitoring Centre monitors all NSW Legal Aid GPS duress devices including “low battery alarms”. The Monitoring Centre has been instructed to send a text message to the staff member’s phone informing them to recharge the device. It is the sole responsibility of the user of the device to maintain the unit in full operational capacity by keeping the battery fully charged and turned on at all times. BRI assumes no responsibility in the operational effectiveness of the device if the battery is allowed to run flat and/or turned off and communication is lost.

Testing of Duress Function Once per week, the Monitoring Centre will make contact with you on your nominated phone number to confirm that the duress device is working correctly and will ask you to press the duress button (whilst you stay on the line). If for any reason the Monitoring Centre does not receive a duress signal they will arrange a replacement unit.

Privacy The privacy of the user who holds the device is of the upmost importance and Legal Aid and BRI can guarantee that no unlawful use of the device will take place. The only time an operator can listen into what is occurring at the device is when the device SOS is activated. In an extreme emergency the senior management of Legal Aid and BRI can disclose the number of the device to be able to connect directly to the device.

BUSINESS RISKS INTERNATIONAL 24 HOUR MONITORING CENTRE Phone: 1300 760 221 press 1 Fax: (02) 9358-6989 Email: [email protected]

xviiiClient Service Quick Guide

xixClient Service Quick Guide

xxClient Service Quick Guide

1

Contents List BEFORE THE INCIDENT Part 1 Policy Guidelines

1

1.1 Purpose (what it aims to achieve) 1

1.2 Scope of these policy guidelines 1

Part 2 Customer Service and Client Aggression 2

2.1 Client Aggression Definitions 2

2.2 Reactions to client aggression 2

2.3 Relationship between aggression and service delivery 3

2.4 Standards of customer service at Legal Aid 3

Part 3 General Principles 4

3.1 Preventative Action (before the incident) 4

3.2 Safe physical environment 4

3.2.1 CCTV 4

3.3 Security arrangements Central Sydney 8

3.4 Regional Offices 8

3.3 Access to ongoing training 9

3.6 Selection criteria for Client Service Staff 10

3.7 Effective Work Practices 10

3.8 Procedures for Priority 1 Warnings 11

3.9 Procedure for handling and reporting Malicious Phone Calls 12

DURING AN INCIDENT 17

Part 4 Managing the Incident 17

Regional Office Procedures for serious threats (High Level Risk Category) made to Legal Aid NSW by clients against a third party 18

Options for dealing with offending clients 20

AFTER THE INCIDENT

Part 5 Strategies include: 21

5.1 Immediate relief 21

5.2 Incident Report 21

1

5.3 Analysis 21

5.4 Peer support and de-briefing 21

5.5 Practical support to staff after an incident 22

5.6 Silent phone numbers 22

5.7 Accompanied home or travel by taxi 22

5.8 Financial Assistance 22

Contents List continued

Part 6

Management Plan 23 Part 7

Review and Evaluation 23

Part 8

Information Sheets and Forms 25

8.1 Security Procedures for staff at Central Sydney 24

8.2 Security Procedures for staff at regional offices 28

8.3 Security Protocol for fixed and portable GPS duress alarms 30

8.4 Incident Report Form 31

8.5 Bomb Threat and Threatening or Offensive telephone calls 35

8.6 Some Practical Tips on Dealing with Clients 37

8.7 Critical Incident Quick Tips 42

8.8 F or staff to assist clients who express an intention 43 to take their own lives

Part 9 Risk Management Flow Charts 52 9.1 Organisational Strategies 52

9.2 Risk Category - Low 53

9.3 Risk Category - Medium 54

9.4 Risk Category - High 55

2

BEFORE THE INCIDENT Part 1

Policy Guidelines

1.1 Purpose (what it aims to achieve) The purpose of this policy is:

1. T o provide a risk management plan which managers and other staff members can use to deal with client aggression and difficult situations including serious threats, which are identified as high level.

2. To provide general principles for the prevention and management of client aggression in all Legal Aid offices where client contact occurs.

3. To improve the quality of customer service, which generally contributes to the prevention of client aggression.

1.2 Scope of these policy guidelines These guidelines focus on counter and field work not involving cash transactions.

For the purpose of these guidelines client service providers have been divided into three groups.

1. In-house client service workers, that is, front desk enquiry staff. 2. Offsite staff, e.g. Social workers, legal officers visiting gaols, or doing outreach. 3. Staff involved directly with clients e.g. Legal officers interviewing clients within the office. 4. For the purpose of these guidelines “client aggression” is defined as hostile,

unacceptable behaviour directed against staff by members of the public.

Director refers to the Senior Executive Service Manager responsible for a specific area of law e.g. Director, Family or Civil Law.

Manager refers to the Senior Manager responsible for the relevant branch e.g. Manager, Grants.

Supervisor refers to the person that each staff member is directly responsible to on a daily basis including Solicitor in Charge and Office Managers.

3

Part 2 Customer Service and Client Aggression Any staff member, who in the course of official duties is the subject of harassment or aggression committed by a client, including acts committed by clients outside normal office hours, will be given all possible support.

It is accepted that clients may be distressed or anxious, but Legal Aid does not condone aggressive behaviour towards staff nor accept it as “part of the job”.

2.1 Client Aggression Definitions Definition: For the purpose of these guidelines “client aggression” is defined as hostile, unacceptable behaviour directed against staff by members of the public. Client aggression may occur inside or outside the workplace. Other terms used to describe client aggression are “workplace trauma” and “workplace violence”.

Examples of client aggression:

● unwelcome gestures. ● threatening or offensive behaviour. ● vulgar noises, expressions or gestures. ● verbal abuse of both a personal or general nature by means of innuendo, raised voice,

obscenities, and racist or sexist comments. ● implied threats, which can be seen as a serious threat ● physical violence against a person such as hitting, pushing, kicking, seizing or punching,

which is a serious threat ● physical violence against objects such as kicking, defacing or destroying property, which is

a serious threat.

2.2 Reactions to Client Aggression Reactions to client aggression may vary greatly. Common reactions are shock, anxiety, fear, depression and anger. These reactions can cause irritability, poor concentration, lack of motivation, sleeping disorders, lack of energy and a decreased ability to cope and perform in both the home and work environments. In most cases these reactions should subside rapidly. Occasionally, however prolonged reactions can occur and professional assistance will be required.

It is normal to experience some form of reaction to an incident involving aggression. Different people react differently, depending on their previous life experiences. Minor or major incidents of client aggression can lead to either a slight or substantial reaction. The response depends on the individual.

4

2.3 Relationship between aggression and service delivery A significant proportion of client aggression is directly linked with customer service delivery. Preventative work practices, such as communicating realistic waiting times to clients, monitoring waiting times, and user friendly forms, provision of clear and accurate information to our clients can help improve service delivery. Programs aimed at both improvement of customer service, and prevention and management of client aggression have the potential to improve the well-being of both staff and customers.

2.4 Standards of customer service at Legal Aid Our Clients Definition: For the purpose of this document a client is any person who seeks assistance from Legal Aid, either by telephone, in person, by letter or Legal Aid application. They may be seeking assistance for themselves or on behalf of somebody else.

Our Commitment to Service

Legal Aid NSW aims to provide courteous, timely and professional legal services to every client.

Our standards of service are to provide: ● A safe environment to you and our staff. ● Information to you on the services we offer. ● A respectful, courteous and professional service and listen to your concerns. ● Responses to your enquiries and requests for information in an accurate and timely

manner. ● Access to services between 9.00am and 5.00pm Monday to Friday (except public

holidays). ● A qualified interpreter if you do not speak English. ● Access to the National Relay Service if you are hearing and speech impaired. ● A referral to an alternate contact point if we are unable to provide the service you need.

5

Part 3 General Principles

3.1 Preventative Action (before the incident) The most important feature of the Legal Aid support is to ensure that, as far as possible, client aggression does not occur and that staff are provided with support. Legal Aid NSW always puts staff safety first.

3.2 Safe physical environment As new workspaces are designed staff will be provided with appropriate office layout designed to help minimise the potential for aggressive incidents to occur and to protect and assist staff when they come to dealing with such incidents. Existing workplaces will be reviewed and where possible, necessary structural alterations to improve personal safety will be completed.

3.2.1 CCTV Under the safe physical environment a CCTV surveillance system is installed at Central Sydney on the ground floor. The area covered includes the reception and waiting area, interview and conference rooms.

A separate policy and procedures have been developed to govern the use of CCTV cameras, which has the primary purpose of providing an additional risk management tool to the others included in the Client Service Strategy. The CCTV Policy and Procedures is also available under Ops Support – Client Services – CCTV Cameras.

CCTV PROTOCOLS Every Interview and Conference Room has a mini dome black and white camera mounted on the wall above the entry door. There is also one camera in the reception area.

● One cap is available to close off camera for Interview room 1 only. This will be kept by the Team Leader Client Services.

● The system is set up so that the recording will be activated by motion detection only i.e. if a room is empty no recording will take place.

● Conference Room 1, which has the only sound recording device, is set up for training purposes only and is adjacent to the viewing room with a one way glass panel. The viewing room (Conference Room 11) has an independent digital recording receiver linked into Conference room 1 only. Unless activated, this will remain off.

6

System Access ● The system requires users to log in via password to access the various functions. The

levels of access are controlled by the Director Operations Support who will have master access.

● Others who will have limited access for viewing footage only will be: - Team Leader Client Services - Security guard - Team Leader Property Services

● The cameras will be tested daily as part of the Security Guard/Team Leader client services duties.

● All recorded footage will automatically be deleted after 14 days.

In case of incident ● In the case of an incident the footage can be burned onto DVD and/or stored permanently

on the hard drive. Authority to do so will be under master access only. ● All access to the recorded images is to be noted in a file maintained by the Director

Operations Support Services. ● Information required includes:

• Room number • Date • Authorising officer • Reason required • Officer receiving copy of image • Incident number

● Access to recorded information will only be on the authority of: • Chief Executive Officer • Deputy Chief Executive Officer • Director Operations Support Services • Manager Administrative Services • During an incident the Security Guard will respond by investigating the room

and the Team Leader Client Services will be able to log in and view the room where the duress has originated.

• Should Legal Aid link the duress alarm system directly into the CCT system this can happen automatically.

7

Methods to be used to Measure the Effectiveness of CCTV The current methods used to measure the rates of incidents are:

● Statistical reporting of incidents from incident reports. The incident reports provide ratings to measure the level of threat/incident types.

● Statistical reporting of difficult clients face to face or via telephone by the client service team.

There is a need to record the number of incidents after the CCTV system is operational and quantitatively compare this with the number of incidents prior to the installation. It will need to be established if the CCTV cameras are effective in reducing incidents or if they are causing additional incidents. The type of incidents would need to be recorded in a manner so that an analysis of the statistics can ascertain whether the cameras are creating new types of incidents or simply affecting existing types of incidents.

To do this it is proposed to amend the existing Incident Report (Attachment A) for HO use only. Statistics generated from this report will be provided to each OH&S meeting.

Additional categories would be added such as:

● Number of times clients react to CCTV ● General inquiries related to CCTV ● Refusal to enter room with CCTV ● was a DVD of the event burned?

► Copies to: • Director Operations Support • Director Criminal, Civil, Family • DCEO • CEO

Reporting In order to create accurate details of the effects of CCTV on incidents, statistical information (APPENDIX C Page 44) will be collected in the same manner as is done so now, with the addition of the new statistics from the above checklist.

● Number of CCTV related incidents ● Level of threat affected by the presence of CCTV ● Number of enquiries related to CCTV ● Number of refusals to enter interview/conference rooms with CCTV

► Number of instances when room without CCTV used

8

► Number of instances when client simply refused advice and walked out

To assist with the trial of CCTV, qualitative data will also be extrapolated from the client service staff and interviewing officers/conference organisers. General comments can be extrapolated from the additional free text area of incident reports to gather various opinions/feelings from clients in relation to the cameras.

Thefts

CCTV cameras can also assist in the instance where property has been stolen or damaged in the absence of Legal Aid taff. There have been events where staff possessions have been stolen by clients whilst staff had temporarily left the interview room to make photocopies etc. in most cases the staff member was unaware of the theft until the client left the premises.

Police involvement Where a client or staff member is being charged by Police for an incident which has been recorded on CCTV, statistics will be recorded on the number of times footage has been required by Police.

Copies will be kept in a locked safe and only issued with Authority from either:

- Director Operations Support Services - Director, Criminal, Civil, Family - DCEO BSC/ Legal - CEO

3.3 Security arrangements for Central Sydney Central Sydney has a Security Guard and the reception desk has been designed for maximum depth between staff and clients.

Provision of duress button - Duress buttons installed at reception counter, on Levels 1 and 3 and in the public interview rooms at Central Sydney and at all reception desks all regional offices. Staff should be aware of there existence and how to operate them. Duress buttons must be tested and monitored regularly by the staff in Operations Support Services at Central Sydney and Office Managers in the Regional Offices together with any portable alarms held onsite.

Public interview/meeting rooms have a duress button. This is connected to a cord which is plugged into the floor. In the standard interview rooms, with a round table, the

9

table should be placed so that the button is by the chair nearest to the exit. The cord from the button is visible; however, the table should be placed to restrict its visibility.

Tables should be moved with care, as it is possible to break the connection, and thus disable the duress button.

All staff who interview clients are encouraged to become familiar with the location of the duress buttons and ensure the tables are placed in the appropriate position.

Provision of exit doors - Interview rooms will have two doors, one for client access, the other for staff access only. Staff should always sit at the chair nearest to the duress alarm and closest to the staff access door. Access to effective procedures - As part of our prevention and management

strategies, staff will be trained in procedures which will assist them to manage incidents with different levels of risk. Appendix E provides a flowchart of the level of risks and some suggested response mechanisms

3.4 Regional Offices Reception desks have been built to provide maximum safety with a security screen. Client service enquiry desks in regional offices have been designed to include:

● Corporate design/colours with a laminated security screen to specification ● A duress alarm at the counter

Senior Solicitors are responsible for the security procedures and for ensuring that staff are not left alone and staff should be rostered to maintain services.

In emergencies, where only one staff member is available in the office, the office door should be kept closed. A corporate sign, with a contact number, should be displayed, asking clients to call the office, or if the client is known to the staff member may allow the client into the premises.

3.5 Access to ongoing training Staff will have access to ongoing practical training, which is offered on a regular basis throughout the year. Front desk staff/reception staff, solicitors, social workers, staff with regular contact with clients will be the primary focus for training. Training will be regularly evaluated. Contact Training and Development for the latest training program.

Counter enquiry and reception areas should always be staffed with trained officers who are able to effectively handle enquiries from clients. Staff will not always have the knowledge to answer every client enquiry, so they should be sufficiently trained to

10

accept the enquiry and refer it on to the appropriate officer. Staff receiving such a referral should deal with the matter as soon as possible.

Supervisors should ensure that new staff are given on the job training in client services as soon as possible and closely monitor their performance in the early stages.

Training will include: - familiarisation with policy and procedures on the prevention and management of aggressive incidents and difficult situations - recognising potential violence. - prevention and planning for a reduction in the number of incidents. - handling aggression and learning basic coping strategies. - reacting to traumatic incidents. - post-incident procedures. - legal, ethical and moral issues in client aggression. - familiarisation with security arrangements including duress alarms.

Priority staff to be trained are: - frontline public contact staff (including client support and solicitors) - telephone contact staff - supervisors of public contact staff.

Training will take place: - at induction - be ongoing - at times of increased risk.

In the interests of staff well-being, supervisors from high risk areas should provide appropriate training in internal procedures, peer debriefing and ability to recognise behavioural changes in staff following incidents of client aggression.

3.6 Selection criteria for client service staff The criteria for the selection of suitable staff for client service including enquiry and reception functions will include:

● ability to deal effectively with people. ● demonstrated understanding of the issues faced by Legal Aid clients and willingness to

assist people from socially and economically disadvantaged backgrounds. ● commitment to providing a quality service to clients.

11

● good working knowledge of our organisation, its structure, policies and procedures. ● ability to manage an occasional stressful situation calmly and effectively.

3.7 Effective work practices Breaks and Rotation - Staff involved in interviewing clients or responding to enquiries over the counter or telephone should have regular breaks from those tasks throughout the day. In that time they can perform non-client contact duties. Where all day demands for interviewing clients exist, these duties should be rotated among available staff.

The practicality of implementing these measures will depend on number of factors such as the size of the office and the availability of experienced staff. However, supervisors should adopt these strategies as far as is reasonably possible and ensure that workload and jobs are designed in a way that improves opportunities for staff rotation and rest breaks.

Regular meetings - Staff should meet regularly to discuss issues and resolve problems. Supervisors should organise regular meetings of public contact staff so they can discuss

issues and resolve problems about staff/client relations. Other staff whose work affects the public contact staff (and vice versa) should also be invited to attend those meetings in order to improve the channels of communication and foster better working relationships.

Past and potential offenders need to be identified - Staff who know that a particular client is likely to be aggressive because of previous incidents must take appropriate action to ensure that an experienced staff member handles with that client. This may involve the Supervisor or Director. In some cases, it may be appropriate to have two staff members dealing with the client to minimise the risk of any aggressive behaviour developing.

Directors for each area and Director, Operations Support Services, must be advised of high risk clients so that the computerised client database can be flagged with authorised comments (P1). This will assist staff to deal with difficult clients.

Incident Report form must be filled out – As part of our safety procedures it is important that an Incident Form is completed. An incident report helps alert staff to future problems. The form should be filled out as soon as possible after an incident has taken place and given to the relevant supervisor who will pass it on to the relevant Director and the Director Operations Support Services for assessment and any follow up action (Information Sheet 8.4 page 31).

12

3.8 Procedures for Priority 1 Warnings The Incident Report Form is designed to identify habitually aggressive clients (i.e.,

clients who have a past record of aggression) on ATLAS/CASES. Once a form has been filled out and after an assessment by Director, Operations Support Services a decision may be made to activate a Priority 1 indicator on the Legal Aid system. It should be noted that priority 2, which is for accounts purposes, should not be used.

The indicator takes the form of a message in the comments field which will alert a staff member to the client’s previous aggressive behaviour by the short message “This client has a Priority 1 message”. Staff should click on the comment icon to see what the comments are. In Regional Offices any comments in the Priority 1 field on ATLAS/CASES are to be authorised by the Solicitor-in-Charge of the office. The Directors and the Director, Operations Support Services are to be advised by the Solicitor-In-Charge at the time of input, via e-mail, of the comments entered on ATLAS/CASES. The Deputy CEO makes the final determination in the case of a dispute or if the client is to be banned from the building.

The Priority 1 comment is not designed to be used indiscriminately or for every client who is or has been the subject of a client aggression report. Rather, it is designed to indicate those clients who exhibit some form of aggressive behaviour or who have been involved in an act of violence. An act of violence is any behaviour which is identified as high or extreme risk within the Legal Aid’s Policy Guidelines e.g. property damage, actual physical contact or use of a weapon. Legal Aid NSW has zero tolerance to acts of violence.

Directors have the delegation to determine whether a client’s behaviour warrants the input of a Priority 1 comment. This decision should be e-mailed to the Director, Operations Support Services for analysis. In making this decision, the following points should be considered:

- the nature of the client’s behaviour; - the client’s previous behaviour in the office; - any extenuating circumstances that contributed to the incident and are unlikely to be

repeated.

The existence of a Priority 1 comment on the client’s record must NOT influence an officer’s decision in respect of that client. For example if such a client attends the office requesting a new Legal Aid application, staff should not take a “speak to them and get rid of them” attitude. However, staff should be aware of the possibility of aggressive behaviour and be careful not to place themselves in threatening or potentially dangerous situations. It may be advisable in such situations to consult a senior officer.

13

Directors, Senior Managers and Staff should advise each other of any dangerous situations that they have encountered and any new Priority 1 comments at Section Meetings.

3.9 Procedure for handling and reporting malicious phone calls When a client telephones and makes a serious threat a decision may be made to activate a malicious phone call trace by the Director of the Practice area.

Any follow up action will be undertaken by the Director/Directors only and an Incident Report Form is to be sent to the Director, Operations Support Services.

Definition A malicious call is a telephone call received by a staff member that is:

● threatening, ● harassing, ● obscene or, ● offensive given the circumstances at the time

Whilst there will be calls that clearly fall under the category of a malicious call it is often a matter of judgement by the staff member whether they consider the call to be malicious or not.

Making a malicious call is a criminal offence.

Dealing with a malicious call Remain calm.

Try to calm the caller.

If this fails, inform the caller that you are unable to help them whilst they are being abusive or uncooperative.

If the caller continues to be offensive, warn them that you intend to initiate a call trace and hang up.

If the display shows the caller’s telephone number write it down.

14

If possible, write down any other information that may identify the caller (eg. sex, age, speech characteristics, background noises, etc.)

Press the MCT button on the handset. If call trace is not available the handset should not be hung up.

Reporting a Malicious Call Verbal Information Where there is a direct threat of terrorism or violence against a person or place it is imperative that the NSW Police be contacted immediately by calling 000.

If the verbal communication is nonspecific or does not pose any immediate threat to a person or place the local Police station should be called. In Regional offices the number for the local Police station should be made known to your personnel.

If the threat involves an explosive device, it is important that any standing procedures in place for dealing with such threats are closely followed in respect of evacuations or other appropriate action. Agencies are encouraged to review and practise these procedures.

In each of the above circumstances and where they exist, any other appropriate emergency personnel engaged by the agency or serving the accommodation in which the agency is located should also be advised immediately.

In all cases, where the CEO judges it necessary to inform his or her Minister, such information is to include the advice that the matter has been reported to the NSW Police who are assessing the veracity of the information with a view to determining what operational response, if any, will be taken.

The importance of recording information on the Incident Report form cannot be overstated as it may assist in the investigation of the perpetrator making the menacing call.

Immediately after hanging up the telephone advise your supervisor and complete an Incident Report Form. The report will require sufficient information to enable the designated staff to make a determination as to whether to pursue the matter further. Note on the form that the MCT button was activated and the full telephone number of the extension where the trace was initiated.

15

Once completed the form should be forwarded to the SIC/Office Manager or Section Head, the relevant Senior Executive and to the Director Operations Support Services immediately.

A call may be unable to be traced by Telstra if it is reported more than a day after the call occurred.

Written information In the event that written information of a threatening or offensive nature is received either by normal mail or electronically the action taken will depend on the nature of the threat. If the threat is nonspecific call the local police station. If the threat is against a person or place call 000 and if the threat contains specific politically motivated violence or terrorism call 000. If a threatening letter is received the hard copy of the advice and the envelope, if applicable, is to be immediately sealed in an envelope. In relation to emails, do not delete the item or forward it to any other recipient.

Responsibility of staff reporting a malicious call to Telstra

Note: Only designated staff are authorised to contact Telstra to trace a Malicious Call. Telstra maintains a list of “authorised representatives” and will not deal with persons not on the list. Legal Aid senior executives are ‘authorised representatives’.

Once the authorised representative has received the Incident Report Form a decision is made whether further action is required.

If it is decided that call trace action is warranted, the authorised representative is to contact the Telstra Unwelcome Call Helpdesk on 1800 805 996 and provide details of the call to the operator. Staff at this centre are trained to provide a range of services from basic advice for customers to liaison with the police on call tracing.

Maintaining the list of Authorised Representatives The Director, Operations Support Services is responsible for ensuring the Telstra Unwelcome Call Helpdesk has an up-to-date list of authorised representatives and to maintain records of all Malicious Call trace reports to Telstra. The Director, Operations Support Services will be the contact person for processing any information received from Telstra. Designated Staff - Call 1800 805 508 or Fax 1800 241 679 and quote date of birth. Steve O’Connor Deputy CEO Legal Richard Funston Director, Criminal Law Monique Hitter Director, Civil Law

16

Anmarie Lumsden Director Strategic Planning and Policy June Woolcott Director Operations Support Services David Fenech Manager Administrative Services

Offsite Services Offsite staff, which include home visits by social workers and legal officers, visits by

staff to gaols and community centres have unique problems, which include:

- isolation from colleagues - working in the unfamiliar environments

Legal Aid NSW is aware of the issue and minimum safety for various facilities is available on the Intranet and an Offsite Assessment Form should be filled in before commencing and sent to your Director and the Director, Operations Support.

Suggested strategies for dealing with offsite visits include: ● The first contact with clients should be made at the office, if possible. ● The records of clients with a history of aggression should be examined. ● Consideration should be given to visiting in pairs or for arranging office interviews. ● Communication links between supervisors and Outreach workers should be strong. ● Supervisors should ensure that:

- a security assessment has been completed at the premises - they have a timetable for each Outreach worker with expected locations and

expected time of return. - they are notified of any changes to the timetable. - the outreach worker makes contact with them on a regular basis and after any

high risk visits. - i n high risk jobs mobile phones or a personal duress alarm should be taken with

you.

● Offsite Staff should be trained in safe work procedures for field visits which should include the following:

- plan the visit well before commencement so that it is conducted efficiently.

- park the vehicle close to the location of the interview. - not enter properties where dogs are uncontrolled and unfriendly. - stand back from the door, not directly in front of it. This gives space to

move and is less intimidating to the client.

17

- i identify themselves, explain the reason for the visit, and explain the client’s rights to them.

- be sensitive, polite and professional during the visit. Only enter the premises, sit down or write at a table after being given permission.

- apart from friendly, introductory comments confine discussions to work-related matters.

- where possible, keep the entrance/exit in sight and stay closer to the exit than the client or others present.

- end interviews if any aggression is shown. - Report any aggressive incidents or serious threats on the Legal Aid

incident report form, which is available on the Intranet.

Rights of offsite staff Outreach staff who are confronted in a client’s home or anywhere outside the office have the right to withdraw to safety. If they have to physically defend themselves, they are entitled to use such force as is reasonable to defend themselves. “Reasonable” means that amount of force which is sufficient to stop the attacker or to prevent the staff member being injured. It should not be greater than necessary. Courts will expect a staff member to retreat whenever possible and if the choice is between hitting an attacker or running away then the latter course of action should be taken. There will be very few occasions when the only way in which a staff member can defend themselves is by harming the client but, if this is necessary, it is acceptable by law.

Legal Aid staff who are threatened outside office hours or out of the office as a result of their employment will receive the full support of Legal Aid. The safety of staff is a priority. Staff safety is more important than the security of a building or damage to property. It is important that all staff are aware of their right to refuse to continue to serve abusive clients. Senior staff will support the right of staff to refuse to deal with a client in unusually stressful circumstances. Staff may discontinue contact with clients in the following situations:

- the staff member is satisfied that all available information has been provided and believes that prolonging contact will have no constructive outcome.

- the client is becoming extremely hostile. - the client persists with offensive language or behaviour after being warned that it is

offensive and unacceptable.

Gaol Visits Minimum Standards for Outreach facilities are available on the Intranet under Minimum Safety Standards.

18

DURING AN INCIDENT

Part 4 Managing the Incident Steps in handling aggression and difficult situations There are different levels of client aggression. Clients often have justifiable reasons to be angry (they may have been kept waiting a long time or given incorrect advice). An apology in these circumstances may be enough to diffuse the situation. If an error has been made immediate remedial steps should be taken. Supervisors and solicitors should not allow the brunt of abuse to be borne by counter staff. The situation should be kept as calm as possible.

The following guidelines describe procedures to use in dealing with different levels of aggression experienced at the counter or in interview rooms.

Step 1 - Assess the risk and consider the appropriate action to diffuse the situation.

Step 2 - Choose and implement the appropriate action depending on the level of risk:

a) Low Risk: Where the client is disagreeing with you but there is no verbal or physical abuse.

Give valid reasons why a request cannot be met or why certain information is needed.

Always explain that decisions are soundly based and consistent and that the system or policy applies to every client.

If the client is still dissatisfied, call out a more senior officer to the counter to explain the reason for the decision to the client. All senior staff or solicitors requested to provide this assistance should comply with the request unless they themselves are the subject of the complaint and their dealing with the matter is likely to escalate the aggression. In this case, the senior staff member or solicitor should arrange for the supervisor to deal with the client. Supervisors and solicitors should not allow the brunt of abuse to be borne by counter staff.

If the client is still not satisfied with the decision, inform them of the formal channels of review or appeal available and what they can do to seek a review or to appeal against the decision.

19

b) Medium Risk: Where the client is disagreeing with you using verbal abuse and yelling do not respond by providing a priority service. Advise the client immediately that their behaviour is totally unacceptable and that if it continues, they will be requested to leave.

If the behaviour continues, activate the duress alarm and your supervisor; alert the security guard or Director, Operations Support Services.

c) High Risk: Where there is a stated threat of physical violence

All threats of physical violence made by clients should be treated seriously. The prime consideration for staff in these circumstances is to withdraw to safety immediately, whether at a counter or in an interview room, withdraw immediately. Activate the duress alarm and alert the Security guard.

The client should be immediately requested to leave the premises and warned that the police will be called. If they do not leave, the police should be called to deal with the matter.

At Central Sydney activate the duress alarm; alert the security guard and Team Leader Client Services or Director Operations Support.

In Regional Offices, activate the duress alarm and Office Manager/Solicitor in Charge or call Police immediately.

Regional Office Procedures for serious threats (High Level Risk Category) made to LANSW by clients against a third party

● If urgent, the SIC (or most senior person in the absence of the SIC) to contact Police immediately (and then advise relevant Director and proceed as below). [Simultaneous contact to be made with the Legal Policy Branch as shown in the next dot point, if a client is involved].

● If not urgent, ascertain position in relation to legal professional privilege from Legal Policy Branch (who will advise who can authorise any disclosures) and if appropriate, manner in which Police are to be contacted. This should be done in consultation with your relevant Director.

● A scertain from Police if charges are to be preferred or if a warning is to be given to the client. Also get advice as to whether we need to take any action to improve office security if clients’ reaction is aggressive/inappropriate to our disclosure. The availability of a photo of the client from Police will assist – see below.

20

● I ncident Report to be submitted to Director Operations Support (and updated as required) via relevant Director.

● Consider: • Priority 1 warning on ATLAS/CASES, which will be arranged with Director

Operations Support. • Assignment of matter • Security issues to be employed at office such as: • Engagement of a security guard, which will be arranged through Operations

Support. • Obtain a photo of client from Police to assist our counter staff to identify the client. • Banning from Legal Aid NSW offices. • If clients behaviour also becomes threatening to a staff member, refer to “Serious

threats against staff member”.

Serious threat (High Level Risk Category) against staff members by a client or non-client

● If urgent, with the consent (if necessary) of the staff member, the SIC (or most senior person in the absence of the SIC) to immediately contact Police (see below as to simultaneous contact with the Legal Policy Branch) and thereafter the relevant Director, to advise of the threat if they are not already aware; but in any event, obtain Police advice in relation to:

• Risk assessment may be carried out (or to be) by Police in some local area command (not at Central Sydney).

• What actions need to be taken at the office, at the staff members’ home and at court or elsewhere the staff member may be engaged.

• Are criminal charges to be preferred? • Is an AVO to be sought by Police (with the consent of the staff member) [or is it to

be sought by a private solicitor engaged with the consent of the Director General, Department of Justice and Attorney General (via Legal Policy Branch)].

• Obtain a photo of client to assist our counter staff to identify the client. • Advice as to whether the office should be closed and for what period.

If not urgent, prior contact should be made with the Legal Policy Branch, if the threat is made by a client, to ascertain if any legal professional privilege issues are to be considered. They will advise who can authorise any disclosures and in what manner. Liaison should occur with the relevant Director. If the threat is immediate and involves a client, contact with the Legal Policy Branch is to be simultaneous with Police contact.

21

Options for dealing with offending clients There are a number of options available for dealing with clients who commit acts of aggression against Legal Aid staff. The appropriate action depends on a number of factors, including: - seriousness of the incident; - client’s previous behaviour; and

- background to the Incident.

The decision as to the type of action to be taken should be made by the Director, Operations Support Services, in consultation with the Area Director and the staff involved. Manager, HRM may be contacted by staff/or managers to discuss appropriate counselling action.

Warnings The Director or most senior officer available in consultation with Director, Operations Support Services, may choose to warn clients about their behaviour following incidents of harassment. These warnings should point out that a recurrence of the behaviour will not be tolerated. The warnings may be undertaken:

● Verbally by the Director, Manager, Solicitor in Charge or Director, Operations Support at the time of the incident, on the next occasion the client comes into the office or by specifically calling the client into the office.

● In writing by the Deputy CEO, Legal Services, sending the client a letter setting out the relevant information. These letters may be translated into any language.

● By the police. At Central Sydney, the Director, Operations Support Services, may report the incident to the nearest Police Station and request that they warn the client. It is at the police’s discretion as to whether they take this course of action.

Restraining Orders In serious threats against staff or property when none of the above options has altered the client’s behaviour, a court order prohibiting the client from attending Legal Aid may be sought. This request for an AVO will be activated by contacting the Legal Policy Branch.

22

Part 5 AFTER THE INCIDENT

Follow up procedures are important as, used effectively, they become part of preventive strategies and risk assessment. The more that is learnt from past and present aggressive incidents, the likelier it is that we can continue to improve and refine our policy and procedures and to minimise client aggression in the future. They can help to protect staff members’ health and safety. Strategies include:

5.1 Immediate relief - There should be immediate relief from public contact duties allowing for other procedures to take place. Staff should be assisted to return to work after an incident once a report has been completed and informal debriefing has taken place.

5.2 Incident Report - An Incident report should be completed at the earliest opportunity. Good reporting procedures of all incidents will provide valuable information that can be used in future planning to help prevent incidents or minimise their severity.

Supervisors should be told about any witnesses to the incident so their factual statements can be obtained as soon as possible.

The Senior Solicitor, in consultation with staff, should carry out an analysis of the incident to recommend any changes to operational procedures or physical arrangements required to reduce the possibility of a similar incident occurring (e.g. future management of a particular client). This should occur one week after the incident happened, when staff involved are likely to be more settled. Based on this report the incident will be investigated by the supervisor and Director, Operations Support Services. Staff involved should be informed of the results of the investigation and preventive action taken, including flagging files with Priority 1 warnings, introducing special procedures for future contact, advising the client that aggressive behaviour will not be tolerated.

5.3 Analysis - The Director, Operations Support Services, will provide a quarterly report indicating trends and recommending action to improve preventive practices. Data collected and analysed should include the number of incidents, nature of incidents, type of customer service involved, location of incidents, impact on staff members, counselling requirements, action taken, and nature of follow-up, final outcome.

5.4 Peer support and de-briefing - Staff should informally debrief with their supervisor. Debriefing is the opportunity for staff members to ventilate feelings and relieve tension by expressing his/her thoughts and emotions about the incident.

Effective debriefing can reduce negative reactions following an incident and give staff confidence to return to work. Each staff member must be given the opportunity for debriefing within 24 hours of the incident.

23

Staff members may seek assistance through the Employee Assistance Programme on an individual basis. Alternatively, staff in your section may approach the POD Branch in order to arrange for a counsellor to undertake a critical incident debrief at the office following such an incident.

If access to critical incident stress debriefing is considered necessary or has been requested by staff, it should take place within 48 hours of the incident occurring. This type of debriefing must be provided by a professional counsellor and will be arranged by Director, Human Resource Management (POD). It is recommended that the incident be discussed at the staff member’s next formal monthly meeting. Regular meetings of public contact staff to debrief, review work practices and assess ways to improve customer service and staff support in these situations are also important.

5.5 Practical support to staff after an incident - Staff may be provided protection with assistance from the Legal Aid in several ways. Any requests for this assistance must be forwarded through the officer-in-charge, the Director, Human Resource Management or the Director, Operations Support Services and the Legal Policy Branch who can advise who can authorise any disclosures and if appropriate, manner in which police are to be contacted.

5.6 Silent phone numbers - If you have been harassed by telephone at your home address and believe it is connected to your employment with Legal Aid, contact the Director, Operations Support Services or the Director, Human Resource Management.

5.7 Accompanied home or travel by taxi - If a staff member feels unsafe following a threat by a client, another staff member should accompany them home. If the staff member is unsettled by the event, consideration may be given to meeting the cost of getting a taxi home if more practical and approved by relevant manager.

5.8 Financial Assistance Financial assistance may include the following:

- legal costs - medical costs - sick leave - compensation - costs for security measures - counselling.

Part 6 Management Plan The Director, Operations Support Services, will prepare a plan of action, to maintain the policy guidelines. The plan will include performance indicators to monitor the effect of this plan.

24

Part 7 Review and Evaluation The overall aim of this policy and subsequent procedures is to:

1. Reduce the incidence and level of client aggression. 2. Increase staff safety and support in their work environment. 3. Ensure effective management of incidents of client aggression and adequate support to

staff.

The plan will be assessed against its effectiveness in achieving these aims.

One important mechanism is to monitor the effectiveness of the plan through the Incident Report Form.

Incident Report Form All incidents of client aggression must be reported. An Incident Report Form should be completed for ALL such incidents. This form is available on the Intranet. Physical contact does not have to have been made for the incident to have negative effects on the staff member and the office in general. The purposes of reporting incidents are:

- to ensure an accurate record of the event;

- to monitor trends in client aggression; and

- to assist with the recovery of the staff member following an incident.

The original of the Incident Report Form will be kept in a folder in the Director, Operations Support Service’s office (for security reasons), a copy is sent immediately to the Director, POD and a copy is placed on the client’s file. Note: It is imperative that the names of any staff members and witnesses be deleted from the copy of the report form that is placed on the client’s file.

The Director, Operations Support Services, will transfer details from the forms to the organisations system database. Issues raised on the form other than those associated with the counselling and debriefing of staff will be referred to the Director, Operations Support Services, who has responsibility for monitoring and analysis of the information and will decide whether further action is required.

Any follow up action to be taken by the Director, POD where necessary;

25

- senior management to be kept aware of staff harassment; - statistics on the number, type and distribution of incidents to be kept.

Continual monitoring process - There are many causes of client aggression and it is important to make sure that procedures and the working environment are not a contributing factor to incidents of aggression. All staff should monitor the impact of office procedures on levels of client aggression, and raise relevant issues with their supervisors or managers or through consultative forums. Senior staff will take responsibility for ensuring there is full organisational support to implement the protocol of procedures for strategies to reduce future risk to staff.

Regular review of policy and procedures to improve existing strategies based on analysis of incident reports and staff feedback. Information gained from these sources should be used to identify ways in which service delivery could be improved, and to consider requests for further precautions to protect staff. In particular, procedures determining waiting times, a key factor leading to client frustration, should be carefully monitored and each office should have a plan for handling long waiting periods.

Regular review of work practices to assess ways to improve customer service and provide staff support in situations where they are at risk. Incident reports should be used in this process to identify habitual offenders whose files should be flagged and trigger oral or written warnings from the relevant manager where an offender appears more than once in a given period.

Regular review of physical environment to improve those aspects of the physical environment identified as provoking client aggression.

Regular review of consultative mechanisms for matters related to client aggression to ensure management, staff and unions views are incorporated into future planning. This is important because the best outcomes in future are likely to be the result of planning based on a fully consultative process.

It is particularly important that staff from risk groups should be actively involved in any risk assessment process and post-incident planning. Discussion between management and staff should take place over which situations give cause for concern and what action is needed to help staff feel secure.

Part 8 Information Sheets and Forms

26

8.1 SECURITY PROCEDURES FOR STAFF AT CENTRAL SYDNEY This sheet outlines the security arrangements for Legal Aid offices in Central Square.

● Visitors must report to the Client Service Enquiry Officer on the Ground Floor. The Security guard will issue a visitors pass, if required, and advise reception staff to arrange for the person to be collected, if needed. Please remember all first time clients must be interviewed on the Ground Floor.

● Staff are encouraged to use the interview rooms for meetings with clients and other visitors.

● If a staff member chooses to interview a client in their office they must only do so if:

i. They have an established relationship with the client; ii. They are completely comfortable with the client; iii. They assess that there is absolutely no risk of an aggressive or threatening incident.



Duress Alarm Buttons ● The front desk and all desks in the interview rooms are fitted with duress buttons. The

buttons are connected to an alarm indicator panel in the Client Service Officer’s switchboard area on the Ground Floor. The alarm also sounds on the Security Administrator’s computer and activates a strobe light in Operations Support.

If a staff member wants some assistance with a client, he/she should press the duress button. This activates the alarm and a light in the Client Service Officer’s area and a light above the door of the room they are in. When a duress button is pressed the Client Service Officer will immediately instigate the following actions:

● Check the alarm indicator panel. ● The Client Service Officer will immediately notify the Security guard, who sits at the front

desk. The Security guard will immediately go to the room where the light is indicated. The Guard will knock on the door, enter and ask if assistance is required using the emergency duress alarm protocol

27

● All staff are to become familiar with the location and functioning of the fixed duress buttons in the interview and conference tables. Staff are to sit where they can easily locate the buttons, which are not visible on entry. The chair meant for the staff member (with access to the duress buttons) is nearest the second door, so that the staff member does not have to pass the client/visitor if emergency exit is required.

● Once a duress button has been activated and the matter settled the alarm must be cancelled in Operations Support on level 4. The light outside the room will not turn off until this has been done.

● Staff who have experienced an aggressive situation with a client or visitor are to complete an Incident Report Form. This is regardless of whether a duress button was used, or whether the situation was managed successfully by the staff member alone.

CCTV PROTOCOLS ● Every Interview and Conference Room has a mini dome black and white camera mounted

on the wall above the entry door. There is also one camera in the Reception Area.

● 1 cap is available to close off camera for Interview room 1 only. This will be kept by the Team Leader Client Services.

● The system is set up so that the recording will be activated by motion detection only i.e. if a room is empty no recording will take place.

● Conference Room 1, which has the only sound recording device, is set up for training purposes only and is adjacent to the viewing room with a one way glass panel.

The viewing room (Conference Room 11) has an independent Digital Recording Receiver linked into Conference room 1 only. Unless activated, this will remain off.

System Access ● The system requires users to log in via password to access the various functions. The

levels of access are controlled by the Director Operational Support who will have master access.

● Others who will have limited access for viewing footage only will be:

● Team Leader Client Services

28

● Security guard

● Team Leader Property Services

● T he cameras will be tested daily as part of the Security guard/Team Leader Client Services duties.

● All recorded footage will automatically be deleted after 7 days.

In case of incident ● I n the case of an incident the footage can be burned onto DVD and/or stored permanently

on the hard drive. Authority to do so will be under Master access only. ● A ll access to the recorded images is to be noted in a file maintained by the Director

Operations Support Services. ● Information required includes: ● Room number ● Date ● Authorising officer ● Reason required ● Officer receiving copy of image ● Incident Number ● Access to recorded information will only be on the authority of: ● Chief Executive Officer ● Deputy Chief Executive Officer – Legal ● Director Operations Support Services ● Manager Administrative Services ● During an incident the Security guard will respond by investigating the room and the Team

Leader Client Services will be able to log in and view the room where the duress has originated.

Should Legal Aid link the duress alarm system directly into the CCTV system this can happen automatically.

8.2 SECURITY PROCEDURES FOR STAFF AT REGIONAL OFFICES ● Staff are encouraged to use the interview rooms for meetings with clients and other

visitors.

● If a staff member chooses to interview a client in their office they must only do so if:

29

i. They have an established relationship with the client; ii. They are completely comfortable with the client ; iii. They assess that there is absolutely no risk of an aggressive or threatening incident.



Serious threats made to LANSW by clients against a third party ● If urgent, the SIC (or most senior person in the absence of the SIC) to contact Police

immediately (and then advise relevant Director and proceed as below). [Simultaneous contact to be made with the Legal Policy Branch as shown in the next dot point, if a client is involved].

● If not urgent, ascertain position in relation to legal professional privilege from Legal Policy Branch (who will advise who can authorise any disclosures) and if appropriate, manner in which Police are to be contacted. This should be done in consultation with your relevant Director.

● Ascertain from Police if charges are to be preferred or if a warning is to be given to the client. Also get advice as to whether we need to take any action to improve office security if clients’ reaction is aggressive/inappropriate to our disclosure. The availability of a photo of the client from Police will assist – see below.

● Incident Report to be submitted to Director Operations Support (and updated as required) via relevant Director.

● Consider: - Priority 1 warning on ATLAS/CASES, which will be arranged with Director

Operations Support. - Assignment of matter - Security issues to be employed at office such as: - Engagement of a security guard, which will be arranged through Operations

Support. - Obtain a photo of client from Police to assist our counter staff to identify the

client. - Banning from LANSW offices. - If clients behaviour also becomes threatening to a staff member, refer to

“Serious threats against staff member”. Serious threat against staff members by a client or non client

● I f urgent, with the consent (if necessary) of the staff member, the SIC (or most senior person in the absence of the SIC) to immediately contact Police (see below as to simultaneous contact with the Legal Policy Branch) and thereafter the relevant Director, to

30

advise of the threat if they are not already aware; but in any event, obtain Police advice in relation to:

- Risk assessment may be carried out (or to be) by Police in some local area command (not at Central Sydney).

- What actions need to be taken at the office, at the staff members’ home and at court or elsewhere the staff member may be engaged.

- Are criminal charges to be preferred? - Is an AVO to be sought by Police (with the consent of the staff member) [or

is it to be sought by a private solicitor engaged with the consent of the Director General, Department of Justice and Attorney General (via Legal Policy Branch)].

- Obtain a photo of client to assist our counter staff to identify the client. - Advice as to whether the office should be closed and for what period.

I f not urgent, prior contact should be made with the Legal Policy Branch, if the threat is made by a client, to ascertain if any legal professional privilege issues are to be considered. They will advise who can authorise any disclosures and in what manner. Liaison should occur with the relevant Director. If the threat is immediate and involves a client, contact with the Legal Policy Branch is to be simultaneous with Police contact.

Within Legal Aid NSW, undertake the following:

Actual physical violence, show of weapons. Withdraw to safety; activate alarm and call the police on 000 immediately.

At Central Sydney, the security guard should be alerted and emergency procedures activated.

Complete these follow up procedures: - Fill in an Incident Report Form as soon as possible. (Appendix C) - Record

the incident on CASES/ATLAS. - Make use of your informal opportunities to debrief. - Discuss the incident at your next formal monthly meeting.

31

8.3 SECURITY PROTOCOL FOR DURESS ALARMS Interviewing Officers please read:

● A Duress Alarm is located under the table for your protection in the event of an emergency.

● Y ou can activate the alarm by pressing the button. The buttons can be depressed using your knee or hand.

● Pressing the duress button alerts the Security guard that you require assistance.

● A n audible alarm will sound at the alarm indicator panel in the Client Service Officer’s switchboard area and at the Security Administrator’s Computer in Operations Support. Both the alarm panel and control panel will indicate which room the alarm originated from.

● The sound can be muted by a switch located behind reception.

● A light will turn on in the hallway above the door of the room to indicate which office has activated the alarm.

● The Security guard will knock on the door and enter with the following script:

● “CAN I SEE YOU FOR A MINUTE”

● If the button was accidentally depressed, your script is:

● “WHEN THIS CLIENT LEAVES, I WILL SEE YOU”. If there is a problem, leave the office in the presence of the Guard. If this is not

possible, the Security guard will attempt to instigate dialog whilst waiting for the Police by asking such questions as:

● “(PRACTITIONER’S NAME) ……CAN I TALK TO YOU PLEASE”. ● “IS THERE ANYTHING I CAN DO TO HELP” ● “IS THERE ANYBODY ELSE WHO MAY BE ABLE TO HELP”?

If the practitioner is able to exit the room the client is to be allowed to leave the premises without restraint. If the practitioner is not released the Security Guard will continue to attempt dialog

until the Police arrive. Should you require any further information regarding this procedure, please speak to the Client Service Officers at the front desk, or the Director Operations Support.

Please return to Director Operations Support Services / OIC for review

32

8.4 INCIDENT REPORT FORM

Incident report formThis form should be used to report:

Workplace accidents and/or physical/psychological injuries (and near misses) Violent/threatening conduct of a client or other person towards a staff member Unreasonable (but non-violent/non-threatening) conduct of a client or other person towards a

staff member

Part A: Contact details of person reporting incident Your name: Click here to enter text.

Are you making a report on behalf of another person? ☐ Yes ☐ No

If yes, what is their name? Click here to enter text.

Your telephone number: Click here to enter text.

Name of client/person (subject of the report) Click here to enter text.

Client ID (if applicable) Click here to enter text.

Other people involved in incident: (Copy and paste below if multiple people involved)

Name: Click here to enter text. Contact Details: Click here to enter text. Client: Click here to enter text. DOB/File No (if client): Click here to enter text. Nature of their involvement: Click here to enter text.

Part B: Details of incident Date of incident: Click here to enter a date.

Has somebody been injured: ☐ Yes ☐ No

If yes:

Name of injured person: Click here to enter text. Is the person a staff member: ☐ Yes ☐ No Injury sustained: Click here to enter text. Does the incident involve violent, threatening, unreasonable or unacceptable conduct by a client or other person? ☐ Yes ☐ No

33

If yes, did the conduct involve any of the following:

☐ Physical assault ☐ Verbal / Psychological abuse ☐ Sexual harassment ☐ Threats of violence ☐ Emotional conduct and behaviour directed at staff ☐ Bullying ☐ Intimidating behaviour ☐ Emotional conduct but not directed at staff ☐ Unreasonable or persistent conduct (e.g. refusal to accept a decision, repetitive requests for same

information or excessive correspondence, request for appointments to discuss the same issue, demanding responses within unreasonable timeframes.

☐ Other – describe: Click here to enter text.

DESCRIPTION OF INCIDENT (Including any UNREASONABLE AND/OR UNACCEPTABLE CONDUCT BY A CLIENT OR OTHER PERSON) Attach any relevant documents or photos


If you included unreasonable and/or unacceptable conduct, why do you consider it to be unreasonable and/or unacceptable? For example – has it occurred before/repeatedly, caused significant disruptions to our organisation, has resource implications for the organisation or has / could raise significant health and safety issues for our staff or other persons.


What action, if any, has been previously taken to deal with/manage the client’s/person’s conduct? Attach any supporting documents. For example – warning the client/person verbally about their conduct, other previous attempts to manage the behaviour etc.


Part C: Response to the incident RESPONSE

Duress activated: ☐ Yes ☐ No if yes, by whom: Click here to enter text.

Guard notified: ☐ Yes ☐ No Name of Guard: Click here to enter text.

34

Call terminated: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Property damage: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Legal Policy Branch consulted:


Police called: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Emergency services contacted:


Medical assistance provided:


Manager advised: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Time Out: ☐ Yes ☐ No

POD advised: ☐ Yes ☐ No If yes, by whom: Click here to enter text.

Counselling: ☐ Yes ☐ No

CCTV

Did any person make reference to the CCTV cameras? ☐ Yes ☐ No ☐ N/A If yes, was it: ☐ Before ☐ During ☐ After Nature of comment: Click here to enter text. If a client was involved, did the client refuse to use an interview/conference room with CCTV:

☐ Yes ☐ No Will CCTV footage be required as evidence: ☐ Yes ☐ No Dir/ Family Law ☐ Criminal Law ☐ Civil Law ☐ Police ☐

Part D: Email electronic form to your Manager and Director, Operations Support for follow up action. (You only need to complete parts A to C. They will complete Part D.)

Manager’s name: Click here to enter text. Position: Click here to enter text. Date: Click here to enter a date.

Risk Assessment Description High Risk Event (Priority 1) Includes threats of violence and

violence ☐ Yes ☐ No

Medium Risk Event (Priority 1)

Includes emotional behaviour directed at staff,

☐ Yes ☐ No

35

verbal/psychological abuse, bullying and intimidating behaviour

Low Risk Event (Priority 2) Includes behaviour that is emotional (but not directed at staff), or involves persistent, voluminous, unreasonable requests

☐ Yes ☐ No

RECOMMENDATIONS E.g. Procedural review/changes required, new equipment, re-design work area, review work practices, review training standards, restrict client’s access to Legal Aid services.


CORRECTIVE ACTION PLAN DETAILS

Action Person Responsible

Date Completed

☐ The client/person has been warned about their conduct in writing, and the letter signed by the Director (if applicable) or other delegated person



☐ The client/person has been advised that their access to Legal Aid services has been restricted (must be signed off by Director)



☐ A letter has been sent to the client/other person, the letter is attached



☐ A record of my investigations/assessment and decision about the person’s conduct and all relevant staff members have been notified of my decisions.

The following alerts put on CASES/ATLAS:

☐ Priority 1 flag ☐ Priority 2 flag



☐ Staff member has completed ‘notification of injury’ form where appropriate



☐ Other actions I have taken and/or recommend (please include action taken, date implemented, responsible person, date for review):



36


Incident notification – send the completed form to:

FINAL COPY OF COMPLETED FORM SHOULD GO TO:

4. DIRECTOR, OPERATIONS SUPPORT 5. EXECUTIVE DIRECTOR OR DIRECTOR OF THE RELEVANT AREA 6. PEOPLE AND ORGANISATIONAL DEVELOPMENT AT

[email protected]

8.6 SOME PRACTICAL TIPS ON DEALING WITH CLIENTS

Help in dealing with aggressive incidents and difficult situations The aim of this summary is to provide you with quick step by step guidance when you are faced with aggressive incidents and difficult situations. If you are unsure of what to do, or you are feeling stressed under pressure, following these steps should help you to manage the situation you are in reasonably effectively. These are consistent with our policy and procedures on managing aggressive incidents and difficult situations. Refer to the policy and proceedings if you need more detailed information. If you are still in doubt about what to do after reading this, or you feel you need more, speak to your supervisor/ coordinator/manager immediately.

You have the right to work in a safe workplace Always be aware that you have the full support of the Legal Aid in protecting your own safety. Your safety is more important than the security of the building or damage to property. If at any time you feel you are in danger and cannot control the situation, you have the right to retreat to safety.

BEFORE AN INCIDENT

How can you help to prevent aggressive incidents and difficult situations?

1. Be aware of your own safety and any behaviour that may put you at risk. 2. Be sensitive to any special needs of clients. 3. Be responsive to clients’ different cultural and language backgrounds. 4. Stay calm and try not to react to any anti-social behaviour as this may incite the

client to violence.

37

mailto:[email protected]

5. Be non-judgmental. Try not to let you personal feelings and attitudes interfere with your professional responsibilities.

6. Use the correct terminology when you are referring to clients with psychiatric disabilities. Do not use derogatory terms like “psychos”, “loonies”, “mental”.

7. Be alert to situations which may cause conflict or aggression.

How to deal with different types of incidents Are you being harassed on the telephone? 1. Try to calm the client. 2. If this fails, inform the client you can’t help them whilst they are being abusive. 3. If the client continues to be offensive, warn the client you intend to hang up. 4. Hang up and inform your supervisor about the incident & document it.

8.5 Bomb Threat and Threatening or Offensive Telephone Calls

1. Keep calm and sound calm. Concentrate on caller's voice and background noises.

2. Use Delaying Tactics - Talk to the caller to gather information, ask the following questions and note their answers:

3. Record the time and Date of the call and information provided on the handset screen:

Date: ___ /___ /___ Time:…………… Info on Screen:……………………………

4. Trace the telephone call

5. What is the nature of the call (please circle): Bomb Threat Threat of Violence Abusive Other

6. If a Bomb or Violence threat Who or what is being threatened (name of person or place):

7. For a Bomb Threat: 8. For a threat against a person or an Abusive / other call:

a. When is the bomb going to explode? a. Was there a threat against a particular person or place?

38

b. Where did you put the bomb? b. If a threat of violence against a person or place is made when will it be carried out?

c. When did you put it there? c. Why are they making this call?

d. What does the bomb look like? d. What would they like to see done about the problem?

e. What kind of bomb is it? e. Any other Information

f. What will make the bomb explode?

g. Did you place the bomb?

h. Why did you place the bomb?

9. Information about the caller:

a. What is the caller’s name?

b. Where is the caller?

c. What is the caller’s address and telephone number?

d. Exact wording of the telephone call

Note: If there is a bomb threat or physical threat against a person or place you should alert the Police by calling 000 immediately, this may require attracting the attention of a co-worker whilst you are still speaking with the caller and indicating to your co-worker to call the Police.

10. P rolong the call if you can to obtain as much information as possible and complete the information below:

VOICE SPEECH MANNER/ ATTITUDE

TELEPHONE CALL BACKGROUND NOISE

39

man fast calm local music

woman slow angry STD talk

child distinct/ cultured emotional trunk typing

unknown impeded loud public children

est. age: yrs. stutter soft private traffic

accent: nasal pleasant machines

hesitant raspy aeroplanes

uneducated intoxicated trains

foreign other: other:

other:

Have you had a bomb threat? 1. Keep calm and listen carefully to the caller. 2. Try to record the exact wording of the caller. 3. Ask the caller questions and obtain as much information about where the bomb

is, what it looks like, what the time for detonation is, why it was placed. 4. Listen for distinctive background noises or anything that might help to identify the

caller. 5. Do not replace the handset of the telephone even if the caller hangs up. 6. Report the threat to Director, Operations Support Services, your manager, the

floor warden, coordinator, OH&S representative immediately. 7. Do not discuss the call with other staff members.

This is to prevent unnecessary panic. 8. Complete an Incident Form.

Are you being personally threatened? 1. Take the threat seriously. 2. Advise your manager/supervisor.

40

3. If appropriate, consult Director, Operations Support Services or your Manager. Report the matter to the police immediately and advise the client this has been done.

4. Do not leave the office alone. If possible, use another route to go home and if you feel you need to, get a taxi home.

Is a client complaining about waiting times or disagreeing with you about a decision? 1. Apologise for the inconvenience. Remain polite and calm. 2. Give valid reasons why a request cannot be met or why certain information is

needed. 3. Always explain that decisions are soundly based and consistent and that the

system or policy applies to every client. 4. If the client is still dissatisfied, call a more senior officer to the counter to explain

the reason for the decision. 5. If the client is still not satisfied with the decision, inform them of the formal

channels of review or appeal available and what they can do to seek a review or to appeal against the decision.

Is a client disagreeing with you, using verbal abuse and yelling? 1. Do not respond by providing a priority service. Try to calm the client verbally. 2. If it continues, advise the client that their behaviour is totally unacceptable and

that if it continues, they will be asked to leave. 3. If the behaviour continues, activate the duress alarm and call the security guard. 4. Follow up by completing an incident report, take the informal opportunity to

debrief, and then discuss the incident at your next formal monthly meeting. Is a client threatening physical violence, using physical violence or showing a weapon? 1. Treat the situation seriously. 2. Whether at a counter or in an interview room, withdraw immediately.

Do not put yourself at risk either to retain or to retrieve documents. 3. If you can’t withdraw and the client is actually violent, you are entitled to use

reasonable force to protect yourself. 4. Activate the duress alarm (and alert the Director, Operations Support Services,

or the security guard) at Central Sydney. 5. Director, Operations Support Services will tell the client to leave the premises

immediately and warn that the police will be called. 6. If the client does not leave, Director, Operations Support Services will call the

police or the must senior officer on site.

41

7. Once you are safely out of the situation, report to your manager and fill in an Incident Report as soon as possible.

Is there an aggressive client in the waiting room/counter area who might directly affect other clients? 1. Try to calm the client causing the incident verbally. 2. If this fails, use the duress alarm or call a senior officer to calm the client. 3. Do not physically intervene in any skirmish or risk being injured. 4. Do not threaten or revert to violence. 5. Ask clients who are in danger to move away. 6. Inform everybody in the area if police have been called. 7. Withdraw as soon as possible. 8. Complete an incident form immediately after the event.

Is a client with a psychiatric disability? a) Talking in an irrational and incoherent way? 1. Take control and provide whatever assistance is possible. 2. If the behaviour continues, tell the client in a clear but unthreatening way that

you can’t help them any further. 3. If it seems appropriate, organise an appointment at another time.

b) Showing signs of withdrawal? Be calm and friendly. Show patience with the client and follow all normal

procedures. c) Being aggressive?

If there is a high level of verbal abuse or actual physical aggression, follow the same procedures outlined for other aggressive clients.

Are you aware that a particular client is likely to be aggressive because of previous incidents? 1. Speak to your supervisor/manager/the coordinator to make sure an experienced

staff member handles all future contact with that client. In some cases, it may be appropriate to have two staff members dealing with the client to minimise the risk of any aggressive behaviour developing.

2. As a preventative measure files of clients with a past record of aggression can be flagged. Contact Director, Operations Support Services who can arrange for the client computer system flagged with a warning code. After consultation with relevant Director/and or DCEO Legal Services.

42

After an Incident 1. Report the incident to relevant personnel (noted above). 2. Fill out an Incident Form if necessary. This is important, as it will be used for future

planning to risk assessment and incident prevention. 3. Make use of the available informal and formal debriefing opportunities 4. Ask to see a counsellor if you feel you need extra help and support.

Your safety and well-being are a priority.

Make sure you are aware of your rights and entitlements by reading the full policy and procedures relating to aggressive incidents and difficult situations. Copies are available from Director, Operations Support Services.

What are your legal rights? You have the right to refuse to continue to serve abusive clients.

Telephone harassment You have the right to discontinue contact after warning the client that you intend to hang up.

Public Contact Harassment You have the right to withdraw to safety. You do not have the right to retaliate physically or verbally as this can leave you open to legal action.

You may discontinue contact with clients if: - You are satisfied all available information has been provided and you believe that

prolonging contact will have no constructive outcome. - The client is becoming extremely hostile. - The client persists with offensive language or behaviour after you have warned

them it is offensive and unacceptable.

● Contact the Senior Officer to contact police if necessary ● Contact Director, Operations Support Services, for police to attend client who

can be:

1. Directed to stay away from the premises under the Enclosed Lands Protection Act. 1901, 33

2. Taken into custody. Have an AVO (Apprehended Violence Order) taken out against the offender by the staff member.

43

8.7 CRITICAL INCIDENT QUICK TIPS

Helpful Phrases ● “ I’m sorry but I have nothing else to add to what I have already said, so I’ll be

ending the call”. ● “I’m sorry you are unhappy with the decision but that is the decision”. ● “ We are now just repeating ourselves, so it would be a good idea to leave it

there. Goodbye I am going to hang up now”.

● “I’ll pass you on to my colleague/supervisor so they can explain it to you”.

Self Defusing ● Say to yourself “I’m ok, it’s over”. ● Sit down and take four deep breaths and let them out slowly. ● Make sure you are not physically hurt. ● T hink about who you would like to tell and then a second person in case the first

is not available. ● R ing or walk to that person and ask them to talk with you for a few moments

about what just happened. ● One of the two of you contacts your supervisor or another senior staff member. ● Fill out an Incident Form and send it to POD and your supervisor. ● Take a break and go for a short walk. ● If going home, notify a family member, friend or your GP. ● Contact EAPS if desired or directed to do so by your supervisor.

What to do next / Who to talk to ● Situation too difficult – contact your

supervisor to help you deal with the matter.

● Malicious call procedure ● Police Emergency No. 9265 6400 ● Emergency contact numbers:

Supervisor Director

Director Operations Support ext 5800 ● IPS 1300 366 789

44

8.8 FOR STAFF TO ASSIST CLIENTS WHO EXPRESS AN INTENTION TO TAKE THEIR OWN LIVES

Things to know: In your work at Legal Aid NSW you may come across a client who threatens to self harm or take their own life.

The first thing to know is that you are not responsible for someone else’s suicidal behaviour. You have no control over their will. If they choose to act in a self destructive way, they are responsible.

● A sking a person about suicidal thoughts will not encourage them to act on their thoughts, but will signal genuine concern.

● P eople who are experiencing suicidal thoughts, whether depression or not, may not be easy to help. They may become secretive or evasive, or may be so depressed or troubled that they view everything as pointless except ending how they feel.

● B y using the client service skills you already have you will be able to help a client regain their composure. This will enable you to find out more about their problem or situation and help you establish whether more action is needed.

What to do: ● The first thing to do is to refer the caller to one of the key contacts (see page 42). ● Acknowledge your reaction. You might want to panic or ignore the situation. ● Ask your Supervisor for help if you are struggling.

KEY CONTACT NUMBERS: Crisis Counselling: Lifeline 131 114 Salvo Care Line 1300 363 622 Family Crisis Line 1300 134 294 Kids Helpline 1800 551 800

Suicide call back service 1300 659 467 Financial and Material relief:

Salvation Army 9331 6000 Mission Australia 9219 2000

45

What to do next In extreme circumstances where you have considerable concern about the welfare of the client, Under S26 of the Legal Aid Commission Act staff are generally prohibited from disclosing information obtained in connection with the administration of legal aid. This would include disclosing information to an external agency about a client in these circumstances. So before disclosing any information to an external agency about a client you will need to approach your Director to obtain authority. Directors and above are the only staff authorised under the Delegation Instrument to disclose information (other than that under section 25(4) (k) and (l) of the Legal Aid Act

Once approval has been obtained from a Director you can contact any of the following services:

1. F or immediate crisis intervention when life may be in danger, ring the police on 000 or call the local hospital Emergency Department.

2. C ontact your nearest Crisis Mental Health Team. The numbers by area are attached at the end of the document.

Other things to know - Privacy The Privacy and Personal Information Protection Act provides that a public sector agency that holds personal information may use that information where it is “necessary to prevent or lessen a serious and imminent threat to life or health of the individual to whom the information relates or of another person” (s.17(c)).” 1998, 133.

● Be there for them. Spend time with the person, encourage them to talk about how they are feeling, identify who they can call for support and encourage the person to agree to get further support.

● Ask if they are thinking of suicide. Talking about suicide will not put the idea into their head but will encourage them to talk about their feelings.

Do not agree to keep it a secret since the person’s safety is your main concern. ● Decide what to do. Discuss together what action to take. You may need to enlist the help

of others encouraging them to speak to them (partners, parents, close friends or someone else) to persuade the person to get professional help. Only by sharing this information can you make sure the person gets the help and support they need.

● Take action. Encourage the person to get support from local health professionals such as:

46

- GPs - Counsellors, psychologists, social workers - Aboriginal Health Workers - School counsellors, youth workers, sports coaches - Religious leaders - Mental health services - Community health centres - Telephone and web-based counselling services

● Ask for a promise. Ask the person to promise they will reach out and tell someone if suicidal thoughts return. This will make it more likely they will seek help.

● Look after yourself. It is difficult and emotionally draining to support someone who is suicidal, don’t do it on your own.

Crisis Mental Health Team Contacts

CENTRAL SYDNEY Unit Name Address Suburb Phone Fax Ashfield Community 46 Charlotte Street Ashfield 02 9798 5111 02 9798 5099 Mental Health Centre

Canterbury Community Canterbury Road Campsie 02 9787 0000 Mental Health Centre Canterbury Hospital

2a Hereford Street Glebe 02 8585 5000 02 9552 6547 Glebe Community Mental Health Centre

159 Livingstone Road Marrickville 02 9560 4500 02 9564 1167 Marrickville Community Mental Health Centre

Redfern Community Albert Street Redfern 02 9690 9222 02 9690 1978 Mental Health Centre

NORTHERN SYDNEY Unit Name Address Suburb Phone Fax Hornsby Community Palmerston Road Hornsby 02 9477 9123 02 9477 2005 Health Team

Manly Hospital Darley Road Manly 02 9977 9611 02 9977 8907

Mental Health Service

Mental Health Palmerston Road Hornsby 02 9477 9123 02 9477 2005

Emergency

Mental Health telephone & Referral Service

62 Victoria Road Gladesville 02 9816 5688 02 9816 Info

4056

Mona Vale Mental Coronation Street Mona Vale 02 9997 3177 02 9979 7823

Health Team

47

02 9926 7450 02 9926 7904

02 9807 3733 02 9809 5275

Phone Fax 02 9830 8888 02 9830 8899

02 9368 6511 02 9684 2058

02 9682 3775 02 9897 3313

02 9843 3222 02 9843 3244

Phone Fax 02 9798 5111 02 9798 5099

02 9787 0000

02 8585 5000 02 9552 6547

02 9560 4500 02 9564 1167

02 9690 9222 02 9690 1978

Phone Fax 02 9477 9123 02 9477 2005

02 9977 9611 02 9977 8907

02 9477 9123 02 9477 2005

02 9816 5688 02 9816 4056 Info

02 9997 3177 02 9979 7823

Royal North Shore Hospital Mental Health Services

Ryde Acute Services

WESTERN SYDNEY Unit Name Blacktown Community Mental Health

Pacific Highway

32 Church Street

Address Marcel Crescent

Dundas Mental Health Team 17 Sturt Street

14 Memorial Avenue Merrylands Community Mental Health

Parramatta City 158 Marsden Street Mental Health Team

Crisis Mental Health Team Contacts

St Leonards

Ryde

Suburb Blacktown

Telopea

Merrylands

Parramatta

CENTRAL SYDNEY Unit Name Ashfield Community Mental Health Centre

Canterbury Community Mental Health Centre

Glebe Community Mental Health Centre

Marrickville Community Mental Health Centre

Redfern Community Mental Health Centre

NORTHERN SYDNEY Unit Name Hornsby Community Health Team

Manly Hospital Mental Health Service

Mental Health Emergency

Mental Health telephone & Referral Service

Mona Vale Mental Health Team

Address 46 Charlotte Street

Canterbury Road Canterbury Hospital

2a Hereford Street

159 Livingstone Road

Albert Street

Address Palmerston Road

Darley Road

Palmerston Road

62 Victoria Road

Coronation Street

Suburb Ashfield

Campsie

Glebe

Marrickville

Redfern

Suburb Hornsby

Manly

Hornsby

Gladesville

Mona Vale

48

Royal North Shore Hospital Mental Health Services

Pacific Highway St Leonards 02 9926 7450 02 9926 7904

Ryde Acute Services 32 Church Street Ryde 02 9807 3733 02 9809 5275

WESTERN SYDNEY Unit Name Blacktown Community Mental Health

Address Marcel Crescent

Suburb Blacktown

Phone 02 9830 8888

Fax 02 9830 8899

Dundas Mental Health Team 17 Sturt Street Telopea 02 9368 6511 02 9684 2058

Merrylands Community Mental Health

14 Memorial Avenue Merrylands 02 9682 3775 02 9897 3313

Parramatta City Mental Health Team WENTWORTH Unit Name Blue Mountains Mental Health

158 Marsden Street

Address 93 Waratah

Parramatta

Suburb Katoomba

02 9843 3222

Phone 02 4782 2133

02 9843 3244

Fax 02 4782 5259

Hawkesbury Mental Health Team

8 Ross Street Windsor 02 4587 7599 02 6363

4724

Penrith Mental Health Service

Soper Place Penrith 02 4724 6350 02 6363

4724

SOUTH WEST SYDNEY Unit Name Child, Youth & Family Mental Health Service Hurstville

Child, Youth & Family Mental Health Service Rockdale

Address 34 McMahon Street

16 King Street

Suburb Hurstville

Rockdale

Phone 02 9570 2877

02 9597 2644

Fax 02 0848

02 3860

9580

9597

Hurstville Community Mental Health Service

L5/34 MacMahon Street Hurstville 02 9570 2877 02 0848

9580

Inner City Mental Health Service

301 Forbes Street (Darlinghurst Community

Darlinghurst 02 9360 3133 02 3678

9360

Health Centre)

Mental Health Emergency The Kingsway Caringbah 02 9540 7381 02 7501

9540

Rockdale Community Mental Health Services

18 Market Street Rockdale 02 9567 6500 02 95974756

49

St George Mental Health Services

2B Chuter Road Monterey 02 9587 9060 02 8850

9533

Sutherland & Caringbah Child Youth & Family Mental Health Service

29 Sylvania Road Sylvania 02 9522 5055 02 7662

9544

Sutherland Mental Health Service

2a/16 Boyle Street Sutherland 02 9545 3744 02 3766

9545

NORTHERN RIVERS Unit Name Ballina Mental Health Service - Ballina Hospital

Casino Community Mental Health

Address Suburb Fox Street & Cherry Street Ballina

North Street Casino

Phone 02 6686 8977

02 6662 4444

Fax 02 66860187

02 6662 4013

Grafton Community Mental Health

Arthur Street Grafton 02 6640 2402 02 2422

6640

Lismore Community Mental Health

Hunter Street Lismore 02 6620 2300 02 9121

6621

Murwillumbah Community Mental Health

Ewing Street Murwillumbah 02 6672 0277 02 0299

6672

Tweed Mental Health Serivices

Keith Compton Drive & Florence Street

Tweed Heads 07 5536 5599 07 7972

5536

MID NORTH COAST Unit Name Aboriginal Mental Health Services

Address Dibbs Street

Suburb Coffs Harbour

Phone 02 6659 1405

Fax 02 1423

6659

Bellingen Mental Health Child & Adolescent Mental Health

Church Street Dibbs Street

Bellingen 02 6655 1266 02 1838

6655

Child & Family Mental Health Service

93 High Street Taree 02 6651 1315

Coffs Harbour Community Dibbs Street Mental Health Centre

Coffs Harbour 02 6656 7900 02 7928

6656

Hawks Nest Mental Health Service

Booner Street Hawks Nest 02 4997 0186 02 1528

4997

Kempsey Mental Health

Macksville Mental Health Service

119 River Street

Boundary Street

Kempsey

Macksville

02 6562 6155

02 6568 2677

02 8095 02 2391

6562

6568

50

Manning Mental 105 High Street Taree 02 6551 1511 02 6552 Health Service 6781

NEW ENGLAND Unit Name Address Suburb Phone Fax Armidale Community 226 Rusden Street Armidale 02 6777 4738 02 6772 Mental Health Team 8738

Glen Innes Community Mental Health Team

94 Taylor Street Glen Innes 02 6732 5453 02 6732 1205

Tamworth Communtiy Mental Health Team

180 Peel Street Tamworth 02 6768 3869 02 6866 3967

Walcha Community 115 Middle Street Walcha 02 6777 1354 02 6777 Mental Health Services 4229

MACQUARIE Unit Name Address Suburb Phone Fax Cobar Mental 43 Bourke Street Cobar 02 6836 2113 02 6836 Health Service 4025

Coonambie Mental Dubbo Road Coonambie 02 6841 2200 02 6882 Health Service 8143

Mudgee Community Mental Health Team

Lewis Street Mudgee 02 6372 6455 02 6372 7341

Warren Mental Kater Drive Warren 02 6847 4303 02 6847 Health Service 3099

Windsor Court Health 62 Windsor Parade Dubbo 02 6841 2200 Centre (Mental Health & Drug & Alcohol) MID WESTERN Unit Name Address Suburb Phone Fax Bathurst Mental 158 William Street Bathurst 02 6362 6210 02 6361 3592 Health Service

Child & Adolescent 129 Sale Street Orange 02 6362 6210 02 6361 3592 Mental Health Service

Condobolin Mental 99 Bathurst Street Condobolin 02 6362 6210 02 6361 3592 Health Service

Cowra Community Shop 20 Cowra 02 6362 6210 02 6361 3592 Mental Health Service Macquarie Street

Forbes Mental 147 Lachlan St Forbes 02 6362 6210 02 6361 3592 Health Service

Lithgow Aboriginal 223 Mort Street Lithgow 02 6353 1891 02 6353 1850 Mental Health Service

Lithgow Community 223 Mort Street Lithgow 02 6362 6210 026361 3592 Mental Health Service

51

Orange Mental 129 Sale Street Orange 02 6362 6210 02 6361 3592 Health Service Parkes Cloeman Road Parkes 02 6362 6210 02 6361 3592 Mental Health Service FAR WEST Unit Name Address Suburb Phone Fax Brewarrina Mental Bathurst Street Brewarrina 02 6836 9316 02 6839 2208 Health Service

Broken Hill Mental 223 Eyre Street Broken Hill 08 8087 8800 08 8088 2926 Health Service

Goodooga Mental Hammond Street Goodooga 02 6829 6311 02 6829 6388 Health Service

Lightning Ridge Opal Street & Lightning Ridge 02 6829 1022 02 6828 1469 Mental Health Service Pandora Street

Walgett Mental 141 Fox Street Walgett 02 6828 1066 02 6828 1469 Health Service

Wentworth Mental Health Silver Ciry Highway Wentworth 02 5027 2345 02 5027 3099 Service - Wentworth District Hospital Wilcannia Mental Ross Street Wicannia 08 8091 5007 08 8091 5020 Health Service

GREAT MURRAY Unit Name Address Suburb Phone Fax Albury Mental 756 Mate Street Albury 02 6041 2960 02 6021 8890 Health Service

Cootamundra Mental Health Service

37 Hurley Street Cootamundra 02 6942 3622 026942 3720

Deniliquin Crisis Charlotte Street Deniliquin 02 6041 2960 02 6021 8890 Extended Hours Leeton/Narrandera Pam Ave - Health Leeton 02 6953 2766 02 6953 6643 Child & Family Centre Community Mental Health Service

Murray Mental 75 Macaulay Street Deniliquin 02 5881 3800 025881 5176 Health Service Temora Mental Loftus Street Temora 02 6977 2371 Health Service

SOUTHERN Unit Name Address Suburb Phone Fax Bega Valley Merimbola Street Pambula 02 6495 7294 02 6495 7448 Mental Health Team

52

Part 9 Risk Management Flow Charts

MANAGEMENT OF CLIENT AGGRESSION 9.1 Organisational Strategies

Boorowa Community Dry Street Boorowa 02 6835 3450 02 6835 3206 Health Centre Mental Victoria & Cooma 02 6297 7800 02 6299 6243 Health Services Boombala Streets

Crookwell Community Kialla Road Crookwell 02 4832 1863 02 4832 2099 Health Centre Mental Health Services

Eurobodulla Mental 1 Marine Drive Narooma 02 4472 4171 02 4472 0680 Health Team

Goulburn Mental Goldsmith Street Goulburn 02 4472 4171 02 4472 0680 Health Service

Moruya Mental River Street Moruya 02 4474 1561 02 4474 1591 Health Service

Meehan Street Yass 02 4827 3116 02 4821 9615 Yass Community Mental Health Young Community Allanan Street Young 024827 3116 02 4821 9615 Mental Health

53

ORGANISATIONAL STRATEGIES

. INCIDENT 2 MANAGEMENT ENTION 1. PREV 3. FOLLOW UP

1.1 Staffing a) Selectionb) Communicationc) Training d) Management

Support Working Environment1.2 a) Accommodation

designb) Furniture &

equipment 1.3 Security

a) Alarmsb) Security Personnelc) Emergency Nos

1.4 Standard Procedures

Identify Type of2.1 Aggression and Level

Assess Risk of risk1. Upsetting/

emotional behaviour eg,crying Low Risk -

. Verbal abuse eg, 2 threatening language Medium Risk -

3. Physical contact eg,throwing items -High Risk4. Armed Attack. Actual contact with any type of weapon -Extreme Risk Choose appropriate 2.2

response:a) Assume control

using conflictresolution and assertion to reduce aggression.

b) Seek assistanceto control using standardprocedures

3.1 Evaluate Response a) Risk assessed

accurately b) Appropriate

response chosen c) Aggressionreduced d) Plan further action Evaluate Response 3.2 Incident review 3.3

recommendations for policy and/orprocedural changes.

3.4 Debriefing a) Peerb) Professional

input EAP 3.5 Monitor frequency,

type of incidentsand modify policyor procedure if appropriate

54

client services security strategy - legal aid nsw · - anger and frustration, seeking...

Documents