The Prevention and Management of Violence, Aggression and

Unacceptable Behaviour at Work Policy

February 2019

Type Policy

Name The Prevention and Management of Violence, Aggression and Unacceptable Behaviour at Work

Category Clinical

Version

Version 1.0 Not identified

Version 1.1 Health and Safety Officer (?not ratified)

Version 2 Clinical Effectiveness Facilitator

Author

Adapted from the HSSD Prevention and Management of Violence and Aggression at Work Policy (2017) by:

Clinical Effectiveness Facilitator

Approved by Bronwen Whittaker CEO

Date Approved 28th February 2019

Review Date 28th February 2022

Person responsible for review

Clinical Effectiveness Facilitator

Policy Amendments

Version Number Amendments

1.0 28.4.09 - New Policy

1.1 (?not ratified) 2012 - Word ‘organisation’ changed to ‘Association’

2 Re-write using the 2017 HSSD policy and ‘Hemingway app’.

Reflects the UK Department of Health 2 year transformation programme for reducing the use of restrictive interventions in healthcare.

Family Nursing & Home Care (FNHC) recognises two types of assault:

clinical assault

non-clinical assault

The use of restrictive interventions (RI) is detailed including the requirement to record and report every time a RI is used.

The use of EMIS warnings is included

Examples of unacceptable behaviour towards staff no longer defined

‘Zero tolerance’ statement to violence and aggression removed however the policy makes it clear that violence and aggression towards staff or people that use FNHC services is unacceptable.

Sanctions simplified, time duration for sanctions no longer defined

Person/persons responsible for sanctions is detailed

Contents

1 Introduction ......................................................................................... 1

1.1 Rationale ..................................................................................................................... 1

1.2 Scope .......................................................................................................................... 1

1.3 Principles .................................................................................................................... 1

1.4 Responsibilities ........................................................................................................... 2

1.4.1 Chief Executive Officer ......................................................................................... 2

1.4.2 Quality and Governance Lead .............................................................................. 2

1.4.3 Senior Managers/Operational Leads/Home Care Manager .................................. 3

1.4.4 Line Managers ...................................................................................................... 3

1.4.5 Employees ............................................................................................................ 4

1.5 Definitions ................................................................................................................... 4

2 Key Policy Objectives ......................................................................... 5

3 Risk Assessment ................................................................................ 5

3.1 Individual Risk Assessments and Care Plans .............................................................. 6

3.2 Environmental Risk Assessment ................................................................................. 6

4 Incident Reporting and Investigation ................................................ 6

5. Trend Analysis ................................................................................... 7

6 Restrictive Intervention ...................................................................... 7

7 Sanctions ............................................................................................ 8

7.1 Verbal Warning ........................................................................................................... 9

7.2 A Written Warning Letter or Behaviour Agreement Plan .............................................. 9

7.3 Local Sanctions on Access to Family Nursing & Home Care Premises ..................... 10

7.4 Exclusion ................................................................................................................... 10

7.4.1 Expiry of Exclusion Period .................................................................................. 10

8 Criminal and/or Civil Actions ............................................................11

8.1 Other Legal Issues .................................................................................................... 11

9 Staff Training ......................................................................................11

10 Monitoring/Audit/Review .................................................................12

11 Development and Consultation ......................................................12

11.1 Consultation Schedule ............................................................................................ 12

11.2 Ratification Process ................................................................................................. 13

12 Dissemination and Implementation ................................................13

13 References .......................................................................................13

14 Bibliography .....................................................................................13

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1 Introduction

1.1 Rationale

Some people who use Family Nursing & Home Care (FNHC) services may display behaviour that presents a direct risk to:

themselves

others (including FNHC staff)

objects

the environment

Violence, aggression and inappropriate behaviour are common occurrences within health and social care yet Family Nursing & Home Care staff report few such incidents. Anecdotal evidence suggests there is under-reporting in this area.

Restrictive interventions are a last resort for dealing with violence and aggression. They should only be used when all other strategies have failed. To resolve conflict, Family Nursing & Home Care promotes use of positive interpersonal skills, de-escalation and non-physical interventions.

In April 2014, the UK Department of Health published two documents; ‘Positive and Proactive Care: reducing the need for restrictive interventions’ and ‘A Positive and Proactive Workforce’. These documents provide a framework to transform organisational culture, leadership and professional practice. This transformation supports care which keeps people safe and promotes recovery. It can be achieved through:

improving reporting

training

governance

1.2 Scope

This policy applies to all staff including nursing students undertaking part of their training with Family Nursing & Home Care.

It provides a framework to deal with the prevention and management of violence, aggression and inappropriate behaviour at work and takes into account the principles and ethos of the ‘Positive and Safe’ programme. The impact of violence and aggression on others is also considered. Where children and young people are concerned, consideration is given to a different approach more appropriate for this cohort.

The bullying and harassment of staff by other staff members is not within the scope of this policy (see http://www.fnhc.org.je/media/42690/bullying-harassment-procedure-1.pdf ). Nor is lone working which is addressed within the Lone Worker Policy https://www.fnhc.org.je/media/42905/lone-worker-policy-november-14-review-november-17.pdf . However, staff should refer to the Lone Worker Policy for personal safety strategies and use them in conjunction with the framework advocated by this policy

1.3 Principles

Through this policy, Family Nursing & Home Care aims to deliver on the six key principles of the Positive & Safe initiative which are:

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compliance with the relevant rights in the Human Rights (Jersey) Law 2000 at all times

understanding that people’s behaviour allows their unique needs, aspirations, experiences and strengths to be recognised and their quality of life to be enhanced

involving people with care and support needs, their families, carers and advocates is essential, wherever practicable and subject to the person’s wishes and confidentiality obligations

treating people with compassion, dignity and kindness

supporting people to balance safety from harm and freedom of choice

protecting and preserving positive relationships between the people who deliver services and the people they support

Family Nursing & Home Care has a responsibility to provide a safe and secure working environment, so far as is reasonably practicable. This is a requirement of the Health and Safety at Work (Jersey) Law 1989.

Personal safety is more important than protecting the organisation’s property. The primary aim for staff at risk from violent or aggressive behaviour is:

avoidance

withdrawal

summoning help

1.4 Responsibilities

1.4.1 Chief Executive Officer

The Chief Executive Officer has overall responsibility for ensuring that:

the requirements of this policy are met and that adequate resources are

made available to meet the requirements of the policy

arrangements are in place for the safe and effective management of

conflict, violence, aggression and inappropriate behaviour

any system in place is the subject of periodic review by management

any decision taken by them in collaboration with the Committee regarding exclusion of an individual from Family Nursing & Home Care services is undertaken in accordance with this policy

1.4.2 Quality and Governance Lead

The Quality and Governance Lead has a responsibility to:

monitor the effectiveness of policies, systems and procedures to prevent

challenging behaviour

monitor incidents of challenging behaviour recorded through the incident

reporting system (Assure)

provide post incident support when required

monitor the use of restrictive interventions and report monthly figures at the

Operational Governance Meetings

provide reports and trend analysis regarding incidents of violence,

aggression and challenging behaviour

support the process for managing perpetrators of violence and aggression

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agree and apply sanctions against individuals who abuse staff

record and remove sanctions against individuals on EMIS (and related

systems), maintaining records of any communication related to the

application of sanctions

ensure that training is delivered and monitored with records of

attendance continually updated; reporting levels of non-compliance at the

Operational Governance meetings

1.4.3 Senior Managers/Operational Leads/Home Care Manager

The Senior Managers/Operational Leads/Home Care Manager have a responsibility to:

monitor the effectiveness of policies, systems and procedures to prevent challenging behaviour

ensure working practices facilitate safety in line with legal and regulatory requirements

promote the delivery of high quality, compassionate, personalised care

demonstrate a commitment to the minimal use of restrictive interventions

monitor compliance with mandatory training requirements for this policy

monitor incident trends in their respective areas and bring developing themes to the attention of the Senior Management Team with a plan to address risk

undertake risk assessments, formulate risk management plans related to violence, aggression and inappropriate behaviour and review regularly

communicate findings of risk assessments and monitor compliance with the recommendations

develop a positive culture where high quality care can flourish and encourage staff to report concerns about poor practice

seek assurance that these priorities are being met through regular feedback, outcomes and incident analysis

work in collaboration with the Quality and Governance Lead where sanctions against an individual are being considered/used

1.4.4 Line Managers

Line Managers have a responsibility to:

provide leadership and foster a culture in which compassionate,

personalised care is delivered and where physical interventions are only

ever used as a last resort

promote adherence to policies, systems and procedures which support

positive behaviours and safe working conditions

support long term strategies to deliver personalised care consistently to

prevent challenging behaviour

provide good role modelling and supervision for positive engagement and

communication

undertake risk assessments, formulate risk management plans related to

violence, aggression and inappropriate behaviour and review regularly

encourage reporting of all incidents of challenging behaviour through the

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incident reporting system

investigate incidents of violence, aggression and unacceptable behaviour

manage post incident reviews, debriefs and the implementation of lessons learned

release staff for targeted training commensurate to the risks faced

1.4.5 Employees

Staff have a responsibility to

follow all policies, systems, procedures, guidance and updates to keep safe

understand challenging behaviour, how to recognise it, prevent it and

manage it

apply effective personalised care strategies to prevent challenging

behaviours

apply effective strategies to manage escalating and emergency situations

report all incidents of challenging behaviour to their line manager and

through the incident reporting system (Assure)

give justification where restrictive intervention is used

undertake all necessary training, education and updates to keep safe

and to provide the highest quality care

be aware of their own behaviour and how it might negatively impact upon

an individual’s behaviour towards them and others

1.5 Definitions

The following definitions are used within this policy to ensure a consistent approach across the organisation.

Aggression: “feelings of anger or antipathy resulting in hostile or violent behaviour, readiness to attack or confront” (English Oxford Living Dictionaries, online accessed 21/11/17)

Violence: “behaviour involving physical force intended to hurt, damage or kill someone or something” (English Oxford Living Dictionaries, online accessed 21/11/17)

Restrictive Intervention: this is when staff make someone do something they do not want to do or stop them doing something they want to do. Staff must only use restrictive intervention if there is no other way to keep people safe. (Department of Health 2014a)

Physical Assault - “The intentional application of force of one person to another, without lawful justification, resulting in physical injury or personal discomfort” (author unknown)

Non-Physical Assault - “The use of inappropriate words or behaviour causing distress and/or constituting harassment” (author unknown)

Clinical Assault: clinical assault is one which occurs when a person who is, at the time of the incident, lacking in mental capacity due to their mental health status, medical condition, general health or exceptional circumstances. Examples include, dementia, confusion due to a urinary tract infection or chest infection, a neurological disorder, mental illness or special needs that affects their behaviour

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and/or ability to process information. In the case of children and young people, ‘clinical assault’ may be the result of emotional issues which could have a range of causes.

Non-clinical Assault: this means that an act of violence and aggression has been committed with intent and there is no underlying health condition linked to their behaviour.

Use professional judgement to decide if all incidents of violent and aggression fall into the context of this policy. A useful guide for staff might be to identify whether they feel threatened by the situation. If this is the case, the substance of the policy would apply.

2 Key Policy Objectives

Violence and aggression towards staff or people that use FNHC services is unacceptable. The key objectives of this policy are to:

provide all staff with clear responsibilities and a framework for the prevention and management of aggression/violence/inappropriate behaviour

provide appropriate training for staff in the recognition, avoidance and management of situations of potential conflict

minimise the risk of violent outcomes from both physical and other means e.g. verbal or written threats

create a culture in accordance with the Positive and Safe agenda:

o to ensure that the needs of people are better met

o where restrictive intervention is only ever used as a last resort when all other alternatives have been attempted

o where restrictive intervention is only for the shortest possible time

encourage the reporting of incidents and near-miss events

ensure that incidents are correctly reported and actively pursued where this course of action is deemed appropriate

give personal support to employees and others after violent incidents have occurred

recognise that there may be a need, in the interest of safety, to support staff using the minimum physical restraint, as a last resort, in certain circumstances of serious threat or danger

3 Risk Assessment

Family Nursing & Home Care supports an approach to the prevention and management of violence, aggression and unacceptable behaviour underpinned by:

effective risk assessment

risk reduction

This will empower staff faced with violent and aggressive individuals to:

plan for this situation

adopt strategies to prevent incidents of violence, aggression and inappropriate behaviour

react in a way that minimises risk

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3.1 Individual Risk Assessments and Care Plans

The risk assessment process should include a structured and sensitive interview with:

the patient/client/service user

carers

relatives

advocates

This may not be possible or appropriate in all situations. In the case of young people, this may include:

the parent or person with parental responsibility

social worker

other healthcare professionals working with the young person

All staff involved with the patient/client/service user will be aware of:

any violence and aggression risk assessments

associated behaviour support plans

Where applicable, warn relevant partner agencies about unacceptable behaviour. This is to protect their care workers.

3.2 Environmental Risk Assessment

The environmental risk assessment process should include looking at:

the physical layout of the area

the potential for staff to be trapped by inappropriate or inadequate exit routes

furniture and equipment

where there is a potential for the use of objects as weapon

Assessment should also include issues around the:

opportunities for interaction between staff and patients/clients/service users

ability of staff to summon help as is necessary

use of any alarm system

The use of alarm systems should be risk assessed. This should take into account individual roles and their responsibilities in any response.

4 Incident Reporting and Investigation Report all incidents of violence, aggression and inappropriate behaviour using the Assure incident reporting system. Family Nursing & Home Care recognises the value of reporting incidents for:

learning important lessons

developing safer systems of work

Documenting an incident in the care record alone is not sufficient. Also report incidents via Assure. Line Managers are responsible for investigating all reported

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incidents of violence, aggression and unacceptable behaviour as per the Incident and Near Miss Reporting Procedure https://www.fnhc.org.je/media/42729/incident-near-miss-reporting-procedure-14.pdf and developing an action plan that supports the safety of staff and others that may be involved in the care of the patient/client/child.

Some service users have frequent, unpredictable or challenging behaviours. These individuals need a plan for safe working systems. This may take the form of a:

documented behaviour support plan

review of an existing plan

Staff who know the patient best should work with the individual (if safe to do so) to develop the plan. Others, including family and other care givers may also be asked to help with this process.

An individual's violence, aggression and unacceptable behaviour may affect others in the household. Consider their safety. Follow local safeguarding procedures where there are safeguarding concerns (https://safeguarding.je)

Update, if appropriate, the 'Staff Safety Checklist' following incidents of violence, aggression and unacceptable behaviour. Also use the ‘warnings’ facility on EMIS to ensure that all care providers using the patient/client’s EMIS care record, are advised of any potential risk to their safety. All alerts must be actively managed in a timely manner.

5. Trend Analysis

The data generated from incident reports is collated on a monthly basis and is presented by the Quality and Governance Lead at the following meetings:

Operational Governance (every second month)

Health and Safety (quarterly)

Senior Managers/Operational Leads/Home Care Manager will monitor incident trends in their respective areas and will:

bring developing themes to the attention of the Senior Management Team

develop an action plan to minimise the risk to staff and others

set review dates

6 Restrictive Intervention

There are different types of restrictive intervention (RI) used in health and social care settings:

physical restraint or intervention – where the healthcare worker stops the person moving part of their body

mechanical constraint – where something is used e.g. locked box for medication

chemical restraint – where an individual is made to have medication to calm them down

seclusion – where someone is kept away from other people

(Department of Health, 2014a)

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Only use restrictive intervention as a last resort where other measures have failed. Use it for the shortest time possible. It must always represent the least restrictive option to meet immediate need (Department of Health, 2014b).

If physical restraint is exercised without cause, it may be ‘assault’. When physical restraint is used, the employee must justify their actions on the basis of the:

situation at the time

perceived risks associated with that specific incident

Seclusion must not be used other than for people detained under the Jersey Mental Health Law 1969.

Staff who know the patient best should put an individualised support plan in place where restrictive intervention may occur. Include within this plan actions which support the individual's behaviour (Department of Health, 2014b). Develop, review and evaluate all such plans with the service user, their family and carers (Department of Health, 2014b).

Record in the individual’s care record every time a restrictive intervention is used evidencing justification for its use. Also report it via the Assure system. The use of restrictive intervention will be monitored by the organisation.

Staff working with children and young people should refer to the ‘Therapeutic Holding/Restrictive Physical Intervention Policy (not yet ratified - waiting to be updated).

7 Sanctions

Family Nursing & Home Care recognises the need to balance staff safety against the need to provide care to individuals. Furthermore, it acknowledges that both staff and those they provide services to have a right to be safe. Taking action that denies an individual care or treatment has implications for FNHC staff.

Family Nursing & Home Care recognises two types of assault:

clinical assault

non-clinical assault

Explore the cause of the individual’s violent, aggressive or inappropriate behaviour. Always consider the mental capacity of an individual. Follow the Capacity and Self –Determination (Jersey) Law 2016 https://www.jerseylaw.je/laws/enacted/Pages/L-30-2016.aspx and its associated Code of Practice.

Consider a link to the individual’s condition, medication or treatment. Anyone may perpetrate violent and aggressive acts or inappropriate behaviour. However, it could emanate from someone who is in a confused or disturbed state of mind. Take into account such circumstances and facts. Consider the remedial action necessary to prevent recurrence.

Children and Young People

Assess the developmental level of children and young people. Consider cognitive, emotional and social development. Assess this on an individual basis including any safeguarding concerns.

(https://safeguarding.je/ , http://www.fnhc.org.je/media/42797/safeguarding-children-policy-v14-final.pdf).

Bear in mind the possibility of developmental or mental health disorders. Consider the involvement of parents or those with parental responsibilities. Sanctions, appropriate for adults may not be appropriate for children and young people.

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Discuss concerns about a child/young person’s behaviour with Line Manager, Operational Lead or Named Nurse for Safeguarding to agree a plan of approach.

Only apply sanctions if individuals have capacity to:

understand their actions

take responsibility for them

Sanctions may be an effective way to deter individuals from committing further challenging behaviour. There is a range of sanctions that can be taken against those who:

abuse FNHC staff and other patients/clients/service users

steal or damage FNHC property

The sanctions applied should be proportionate to the nature and gravity of the incident/s. Consider the sanctions referred to below in any order.

7.1 Verbal Warning

Where appropriate, frontline staff may inform the individual at the time that their behaviour is unacceptable. Do this following a dynamic risk assessment. If appropriate, give them the opportunity to explain their behaviour. Staff should not compromise their safety or that of others. In some cases it may be more appropriate to disengage.

Frontline staff may give up to two verbal warnings. Following this, any further unacceptable behaviour will result in a written warning (see section below). Record verbal warnings in the care records e.g. EMIS. The staff member issuing the warning does this. They should also record this action as part of the incident reporting process (Assure).

7.2 A Written Warning Letter or Behaviour Agreement Plan

Send a letter if the individual continues to display unacceptable behaviour. The letter should outline what is unacceptable about their behaviour. The Quality & Governance Lead or nominee signs this letter.

If appropriate, a behaviour agreement plan should be developed with the individual. The Quality and Governance Lead and a Senior Manager for the area will decide who is best placed to develop this plan with the individual and monitor its effectiveness. Consider involving the family and other carers with the behaviour agreement plan development.

The person who sends the letter or behaviour agreement plan should record this action in the care record. Also record this in the investigation section of the Assure incident report.

If the individual's current behaviour continues, the Quality and Governance Lead in collaboration with the Senior Manager for the area has the authority to apply further sanctions. Warn them of this in the letter.

The Quality & Governance Lead or nominee:

records and removes sanctions on EMIS and other relevant systems

maintains records of any communication related to the application of sanctions

shares the warnings with other care providers (where appropriate)

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7.3 Local Sanctions on Access to Family Nursing & Home Care Premises

If appropriate, the Quality and Governance Lead in collaboration with a Senior Manager for the area can apply sanctions on the service user’s attendance in one or more FNHC sites. Sanctions such as these may result in treatment at a different location. Where appropriate, consider self-treatment. If this is appropriate, provide the individual with:

instruction/guidance

medication (if relevant)

consumables (as appropriate)

other equipment (as required)

Before the application of any such sanctions, undertake a thorough risk assessment. Ensure that staff are not placed at increased risk. This risk may be because of the environment or the nature of the interaction. Consider the need for multi-agency input when undertaking such risk assessments. Include services such as:

police

probation

GP

third sector organisations

7.4 Exclusion

In exceptional circumstances, where an individual continues to present an unacceptable risk to staff and all other available sanctions have been implemented, the Quality and Governance Lead should escalate the situation to The Chief Executive Officer.

The Chief Executive Officer (CEO), in collaboration with The Committee, have the authority to decide if Family Nursing & Home Care can continue to provide care/support to the individual. The case should be discussed with the Commissioner of the service being provided to the individual.

Where exclusion from the service is agreed, a plan must be in place for ongoing care provision. This should be communicated to the individual verbally (either face to face, if safe, or by telephone) to confirm understanding and followed up in writing.

A time limit for exclusion will be set by the CEO and Committee.

All discussions and correspondence sent to the individual will be recorded in their electronic care record by the Quality and Governance Lead or nominee. An alert will also be added to the EMIS care record that highlights exclusion until the agreed period has expired. This alert should be made available to other EMIS users where a shared access agreement is in place.

7.4.1 Expiry of Exclusion Period

Once the exclusion period has expired, the EMIS alert detailing the exclusion should be removed by either the Quality & Governance Lead or nominee. It should be replaced by a new alert highlighting the need to review risk if future services are required.

If the individual requires care from Family Nursing & Home Care again, a full risk assessment must be undertaken led by the Senior Manager for the area. The

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Quality and Governance Lead and CEO should be informed that a referral for services has been received.

8 Criminal and/or Civil Actions

The Quality and Governance Lead in collaboration with a Senior Manager for the area may consider informing the Police about violence or a serious threat of violence. Make any decision with the agreement of all employees concerned. However, Family Nursing & Home Care reserves the right to inform the Police of violent incidents even if the employee does not agree with this action.

Inform the accused that Family Nursing & Home Care has reported the incident to the Police. Make it clear that it is not the victim who has taken this action. The employee may have to make a statement to the Police or attend Court. Employees providing a witness statement to the Police need a Senior Manager to be present during the interview. Staff may also ask their Trade Union Representative to be present as well. When an employee is the perpetrator, a professional hearing may call upon other staff as witnesses.

Family Nursing & Home Care may prosecute any person who damages premises or equipment. This may happen under criminal or civil law.

8.1 Other Legal Issues

Family Nursing & Home Care may make a decision not to prosecute an individual. If this happens, employees can still purse a prosecution. Family Nursing & Home Care will not pay for or contribute to any legal fees or associated costs. Sources of legal advice include:

the staff member's Union

their own independent legal advisor

Compensation is a possibility for employees injured at work. This will depend upon the specific circumstances of the incident. Claims can be made:

under the Criminal Injuries Compensation Board

through the Family Nursing & Home Care Employer Liability insurance policy

Employees should seek advice from their Line Manager and the Human Resources Department. Sources of further advice include the employee’s:

Union Representative

Staff Association

9 Staff Training

Training is necessary for staff to carry out the requirements of this policy. It will be commensurate with the risks faced by staff. Training will equip staff with the necessary skills to undertake their duties. Such training will form part of the mandatory training schedule.

All employees will need training that concentrates on:

risk

personal safety

communication styles

This should be undertaken as part of their induction to the workplace. Staff who work within clinical teams or work alone will need further training. This will include de-

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escalation and disengagement techniques. It will be undertaken as part of the induction process.

The annual FNHC training programme (Education Prospectus) will detail the training available. Training will meet the needs of the various service areas. When staff change their place of work/job role, they will need to complete the training for working in that area.

10 Monitoring/Audit/Review

Family Nursing & Home Care will measure the effectiveness of this policy. The following are all methods of proactive monitoring:

workplace inspections

reviewing/auditing risk assessments and safety procedures

compliance with relevant mandatory training

Reactive monitoring will include:

accident and incident investigations

review of risk assessments following incidents

trend analysis of incidents involving violence, aggression and unacceptable behaviour

investigation of complaints from both employees and service users

11 Development and Consultation

This policy has been developed by adapting the Health & Social Services policy ‘The Prevention and Management of Violence and Aggression at Work’. The ‘Hemmingway App’ has also been used to improve the readability of this document.

11.1 Consultation Schedule

Name Job Title or Team Date document sent for consultation

Judy Foglia Quality and Governance Lead Draft 1 24/11/17

Justine Le Bon Bell Education and Practice Development Nurse Draft 1 24/11/17

Tia Hall Operational Lead – Adult Services

Draft 2

3/1/18

Michelle Cumming Operational Lead – Child and Family Services

Clare Stewart Operational Lead – Rapid Response and Re-ablement

Isabel Freitas Home Care Manager

Julia Foley District Nursing Sister/Union Representative

Lindy Henesy Sister – Community Children’s Nursing Team

Louise Hamilton Sister -Rapid Response and Re-ablement

Adrian Blampied Finance Director

Law at Work External agency Draft 3

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31/08/18

Judy Foglia Quality and Governance Lead

Draft 4

7/11/18

Justine Le Bon Bell Education and Practice Development Nurse

Tia Hall Operational Lead – Adult Services

Michelle Cumming Operational Lead – Child and Family Services

Clare Stewart Operational Lead – Rapid Response and Re-ablement

11.2 Ratification Process

Name of Committee/Group Date of Committee/Group Outcome

Procedural Documents Group 5.2.19 Agreed

Chief Executive Officer 5.2.19

12 Dissemination and Implementation

Action Responsible Person Planned Timeline

Email to all staff Education and Development Administrator

Within 2 weeks following ratification

Policy to be placed on the Procedural Document Library

Education and Development Administrator

Within 2 weeks following ratification

Staff to sign up to documents if relevant

Operational Leads Within 2 weeks following ratification

13 References

Department of Health (2014a) How health and care services should support people whose behaviour is very difficult, available at:https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/300296/ISL238_13_Restraint_Guidance_Web_Acc.pdf (accessed 06/11/18)

Department of Health (2014b) Positive and Proactive Care: reducing the need for restrictive interventions, available online at https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/300291/JRA_DoH_Guidance_on_RH_Summary_web_accessible.pdf (accessed 06/11/18)

English Oxford Living Dictionaries (2017) available online at https://en.oxforddictionaries.com/ (accessed 06/11/18)

States of Jersey Department for Health & Social Services (2017) The Prevention and Management of Violence and Aggression at Work, available at https://soj/depts/HSS/Registered%20Documents/P%20Violence%20and%20Aggression%20at%20Work%20Policy.pdf (accessed 06/11/18)

14 Bibliography

Skills for Health & Skills for Care (2014) A Positive and Proactive Workforce, http://www.skillsforhealth.org.uk/images/images/news/A%20positive%20and%20proactive%20workforce.pdf (accessed 06/11/18)