Workplace Violence in Anti-Violence Programs: Strategies ...

Workplace Violence in Anti-Violence Programs:

Strategies to Increase Worker Safety

January 2013

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Workplace Violence in Anti-Violence Programs: Strategies to Improve Worker Safety January 2013

Acknowledgements

This handbook was produced by the Ending Violence Association of British Columbia. EVA BC gratefully acknowledges the courage and generosity of the many anti-violence workers from across BC who so willingly shared their experiences and knowledge about violence in our workplaces by completing the Workplace-Related Violence and Worker Safety Survey. This handbook is an attempt to bring forward the reality of workplace violence in our sector and to examine best practices to enhance worker safety. We wish to thank Sarah Leavitt, who skillfully compiled and articulated the survey results, issues of violence in the workplace and strategies for optimizing worker safety and Tory Pearson for her work on layout design and formatting. The overall coordination of the handbook was done by Cathy Welch and editorial work was completed by Cathy Welch, Nila Somaia, Tracy Porteous, and Nancy Boyce of EVA BC. Cover art, Guarding the Bloom, generously donated by Sheila Norgate. This handbook was created for all the Community-Based Victim Service Workers, Stopping the Violence Counsellors and Stopping the Violence Outreach and Multicultural Outreach Workers, Sexual Assault/Woman Assault workers, their agencies, administration, relief, and other anti-violence workers from across BC who, in working to end violence against women, put themselves at risk of experiencing violence in the workplace. We gratefully acknowledge funding from Department of Justice Canada. ! Ending Violence Association of BC (EVA BC), 2013

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Dedication

Dedication in Memory of Bayush Hagos As this manual was being developed, our community of anti-violence workers across BC was shocked and devastated to learn of the death of Bayush Hagos, our friend and colleague. Bayush worked at Vancouver and Lower Mainland Multicultural Family Support Services for 17 years and was well known to us all at EVA BC. She was famous for her huge heart and extending a helping hand to anyone she met. Her friends and co-workers remember her as someone who personified the word "support". Many of us remember that walking anywhere with Bayush took much longer than it usually would, as she would stop and talk with everyone she met, both friends and strangers. Bayush will be deeply missed. We dedicate this safety manual to her memory.

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Table of Contents

Cover 1 Acknowledgements 2 Dedication 3 Table of Contents 4 Section One: Introduction 7

1.1 What is Workplace Violence? 8

1.2 The Experience of Anti-Violence Workers in BC 10

1.2.1 EVA BC Workplace Violence Survey Results 10

1.2.2 Special Issues for Anti-Violence Workers 14

1.3 A Note About Lateral Violence 18

Section Two: Responsibilities 19

2.1 Workplace Responsibilities 22

2.1.1 Legal Responsibilities 22

2.1.2 Policy and Procedures 24

2.1.3 Training for Employees 25

2.1.4 Caring for Workers After Violence 26

2.2 Worker Responsibilities 27

2.2.1 Self-Awareness 28

2.2.2 Knowledge 29

2.2.3 Self-Care 30

Section Three: For Discussion - Scenarios of Workplace Violence 31

3.1 My Client Just Lost It 32

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Section Three: For Discussion - Scenarios of Workplace Violence

3.2 My Client’s Ex Stalked Me 34

3.3 My Ex-Partner Found Me 36

3.4 My Co-Workers Bullied Me 37 Section Four: Components of a Workplace Violence Prevention 38 Program

4.1 Written Policy 39

4.2 Regular and Specific Risk Assessments or Audits 39

4.3 Prevention Policies 39

4.4 Worker and Supervisor Training 40

4.5 Procedures for Reporting and Investigating Incidents 40

4.6 Incident Follow-Up 40

4.7 Program Review 41 Section Five: Best Practices 42

5.1 Creating a Safer Psychological Environment 43

5.2 Health and Safety Committees 45

5.3 Training 46

5.4 Safety Audit of the Workplace 47

5.5 Additional Measures to Increase Safety 49

5.5.1 Maintaining a Well Organized and Secure Work Site 49

5.5.2 Regular Safety Drills 51

5.5.3 Paying Attention to Meeting Location and Space 51

5.5.4 Procedures for Dealing with Suspicious Mail 52

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Section Five: Best Practices

5.5 Additional Measures to Increase Safety

5.5.5 Guidelines & Protocols for Staff Working Alone/Off-Site 52

5.5.6 Guidelines & Protocols for Staff Leaving the Building

Alone at Night and on Weekends 53

5.5.7 Visiting a Client at Home 53

Section Six: Policy Templates 54

6.1 Workplace Violence and Worker Safety Policy 56

6.2 Meeting Clients in the Community 57

6.3 Attending a Client’s Home 58

6.4 Risk Assessment Guidelines for Self and Others 60

6.5 Workplace Conduct 62 Section Seven: References 64 Section Eight: Appendices 66

8.1 Relevant Legislation 67

8.1.1 Occupational Health and Safety Regulations 67

8.1.2 Workers Compensation Act 69

8.1.3 Canada Occupational Health and Safety Regulations 70 8.2 Resources 72

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Section One: Introduction

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1.1 What is Workplace Violence?

Workplace violence is any violence that happens in or is related to the workplace, and can range from bullying, harassment, threats and intimidation to physical or sexual assault. In the context of anti-violence programs, workplace violence may be committed by:

• Clients attending the workplace for support services • Clients’ abusive partners, ex-partners, family members or gang members • Someone that the worker knows from outside of the workplace who comes into

the workplace to commit violence (e.g. a worker’s own abusive partner or ex-partner who stalks her at work)1

• Co-workers or supervisors (often referred to as workplace harassment and/or bullying)

As with any type of violence, workplace violence can have serious and lasting physical and psychological consequences. Not only is the worker who experiences violence affected herself, but also her co-workers, clients and the atmosphere and morale of the entire workplace. As a worker who has been the victim of violence tries to make sense of what has happened, those around them may also experience similar reactions and feelings. Anti-violence programs provide support for survivors of violence and abuse. In BC, the anti-violence programs that are under the umbrella of EVA BC include Stopping the Violence Counselling, Stopping the Violence Outreach and Multicultural Outreach Programs, Sexual Assault/Woman Assault Centres and Community-Based Victim Service programs. The central focus for the workers in all of these programs is increasing their clients’ safety from relationship violence, sexual violence, a myriad of forms of abuse and criminal harassment. The violence and abuse these programs respond to and that is most common in society, is perpetrated by men against women. Unfortunately, workers themselves are not immune from experiencing violence themselves as they carry out this important work. Examples of workplace violence, abuse and harassment that have been reported by EVA BC members include:

1 Although some anti-violence workers are men, the majority are women, and for that reason we use female pronouns throughout this manual.

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• Repeated phone calls or emails from clients’ abusive ex/partners, family members or gang members that interfered with workers’ daily activities

• Clients’ ex/partners spreading rumours about workers online and in the community

• Clients’ ex/partners watching workers’ homes, following them and/or their children

• Clients verbally assaulting workers • Clients’ ex/partners/family members actually assaulting workers • Intimidation and threats of violence against workers by gang members affiliated

with clients’ partners We also heard about: • A client’s partner setting fire to a worker’s car • Vandalizing of an anti-violence office • A worker receiving unwanted “gifts,” including dead flowers and raw meat • A worker receiving threats of harm to herself, family, pets and farm animals • A worker being grabbed by her client’s ex/partner when getting into her car

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1.2 The Experience of Anti-Violence Workers in BC

EVA BC created this manual in response to repeated concerns expressed by our members. Anti-violence workers are experiencing workplace violence and are looking for ideas for how to stay safe. Anti-violence workers put women and children’s safety at the heart of their work and we want to help workers protect their own safety while they provide these critical services. Over the past several years, we have received numerous calls from frontline workers and administrators about work-related violence. This has also been a common topic on our annual teleconference calls. In 2010, we developed and distributed a survey about workplace violence and received many responses from workers across the province. The design of the survey drew on information that was gathered from our members and research of existing similar surveys2. 1.2.1 EVA BC Workplace Violence Survey Results

The survey asked a series of questions about workplace violence. Sixty-four frontline and administrative personnel from anti-violence programs responded to our survey, with 45 (70%) indicating that they had experienced some kind of violence in the workplace. In about half of the incidents reported by these workers, the perpetrator was the worker’s client, and in about a third of the cases, the client’s partner, ex-partner, family member or acquaintance committed the violence. Most respondents were Stopping the Violence Counsellors (20) Community-Based Victim Services Workers (12), STV Outreach Workers (9) or Multicultural Outreach Workers (3). Other respondents included executive directors, administrative staff, relief workers, and staff who worked in the same agency as an anti-violence program, but in another type of program.

2 EVA BC would like to acknowledge the contribution of the following surveys to the development of our survey: BC Association of Clinical Counsellors Workplace Safety Survey; Ontario Safety Association for Community & Healthcare Bullying in the Workplace; CAW local 4303 Workplace Violence Survey; WorkSafeBC’s Employee Risk Assessment Questionnaire: Workplace Violence.

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This is a small, self-selected sample, and we cannot draw broad conclusions about the conditions of anti-violence work places in BC. We can say, however, based on this survey and other communications with our members, that this is a significant, serious issue facing anti-violence programs. Table 1 shows respondents’ answers to survey question 3, “From whom did you feel that your safety was at risk?” (Answers total more than 45, as some workers chose more than one answer, presumably because they had experienced more than one incident in which they felt their safety was at risk.)

Table 1: Sources of workplace violence as identified by anti-violence workers

Question 3: From whom did you feel that your safety at work was at risk?

Number of responses

Your client, co-worker’s client, ex-client 34 (41%) Partner, ex-partner or family members of clients, or ex-clients

24 (29%)

Co-workers, co-workers’ family members 17 (20%) Your partner, your ex-partner, your partner/ex-partner’s family members

4 (5%)

Other / did not specify 4 (5%) Total 83 (100%)

Note that workers are most likely to feel at risk from clients and from their clients’ ex/partners or family members. Very few workers reported feeling at risk from their own partners or ex-partners. However, we still believe that this is an important issue to address in the workplace. Incidents of workers’ abusive partners extending their violence to the workplace are not uncommon. Our survey questions 4–20 asked what type of violence was committed, and by whom. The types of violence are summarized in Table 2, and further broken down by perpetrator in Table 3. A total of 176 incidents of workplace violence were reported. The most common issues that workers experienced were intimidation (18% of all reported acts of violence), verbal abuse (15%) and repeated unwanted communication (13%), with a high percentage of these acts being committed by clients. 67% of all reported cases of threats of physical harm or with a weapon were perpetuated by clients. Clients’ ex/partners and family members most often engaged in incidences of following of workers, surveillance and threats not of physical harm or with a weapon. 56% of all of the reported cases of workers being followed were by clients’ ex/partners. Surveillance, damage to property and other violent, illegal and harassing behaviour were the most common forms of violence reported to have been committed by co-workers and/or family members of the co-worker. Physical and sexual assault, and

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assault with a weapon, were not as common, but did occur. Thirty-four respondents also indicated that their co-workers had experienced violence.

Table 2: Types of workplace-related violence reported by anti-violence workers as a percentage of total incidents of violence (176)

Type of violence Percentage of total incidents of violence

Acted in an intimidating manner 18% Verbal abuse 15% Repeated unwanted communication 13% Communicated to others about you 11% Made unfounded complaints about you 11% Watched / conducted surveillance 6% Threatened another form of harm 6% Other violent behaviour 5% Followed you 5% Threatened you physically 3% Deliberately damaged property 3% Physically assaulted you 2% Harassed someone close to you 1% Sexually assaulted you 1% Made threats to someone close to you 1% Assaulted someone close to you 0%

Table 3: Types of workplace violence experienced by survey respondents expressed in percentages (%) for each category of workplace violence. Type of violence - from most to least frequent (number of incidences reported)

Committed by clients, or ex-clients

Committed by worker’s ex/partner and/or family members

Committed by client’s ex/partner and/or family members

Committed by co-workers and/or co-workers family members

Perpetrator not identified

Intimidation (32) 47% 3% 19% 28% 3% Verbal abuse (27) 48% 0% 19% 19% 15% Repeated unwanted communication (22)

36% 5% 18% 23% 27%

Made unfounded complaints about you (20)

35% 0% 10% 35% 20%

Continued on next page

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Table 3: Types of workplace violence experienced by survey respondents expressed in percentages (%) for each category of workplace violence. Communication about you to others (20)

30% 5% 20% 25% 20%

Surveillance (10) 0% 10% 30% 60% 0% Threats (except threats of physical harm or threats with a weapon) (10)

50% 0% 30% 10% 10%

Following (9) 11% 0% 56% 22% 11% Other violent, illegal, or harassing behaviour (8)

50% 13% 0% 38% 0%

Threats of physical harm or threats with a weapon (6)

67% 0% 0% 17% 17%

Damage to property (5) 20% 20% 0% 60% 0%

Other types of violent behaviour (7)*

14% 0% 29% 29% 29%

* This category includes: physical assault (3), harassment of your friends and family (2), threats to your friends or family (1), sexual assault (1) and assault of friend or family member (0). We combined these categories for the purposes of presentation because of the low incidence of these types of violence. We do not mean to deny or diminish the seriousness of these extreme forms of violence. The fact that workers have experienced these forms of violence is very concerning, especially since approximately 30% of this violence was perpetrated by the partners or ex-partners of workers’ clients or by their own co-workers. Most survey respondents (about 60%) reported that their workplace responded well to the incidents, i.e. that the response was timely and appropriate, and increased their sense of safety. About 20% said that the response was OK, but could have been better, and the remaining 20% rated the response as poor.

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1.2.2 Special Issues for Anti-Violence Workers Anti-violence workers face complex issues that are particular to this sector. When it comes to workplace violence, these complex issues may influence how workplace violence affects them. Generally stressful working conditions Anti-violence workers are already at risk of suffering from high levels of stress and vicarious trauma, simply from working with survivors of violent, demeaning and de-humanizing crimes each day. In addition to this, if workers themselves experience violence, abuse and/or harassment at work, another very serious source of stress and trauma is added. The manner in which the agency and/or a worker’s supervisor takes action can have an impact on the long-term consequences of experiencing workplace violence. If workers are not able to access the support they need and/or take time to deal with the incident or situation, they face the challenge of providing support to others while they may be compromised emotionally, psychologically or physically themselves. Workplace violence affects not only the person directly experiencing the violence, but co-workers and the agency in general are affected as well. All staff in a workplace may experience “community trauma” from hearing about and discussing their fellow worker’s experiences. Vulnerability to violence by clients People in healthcare and social services jobs tend to be particularly vulnerable to workplace violence by clients who are in stressful situations with limited options. This of course, is also true of anti-violence workers. As government funding to services has been cut further and further, and the economic situation worsens, BC anti-violence workers report that their clients arrive with more complex, desperate and serious needs. A number of factors may complicate workers’ responses to violence by clients. It may be difficult for workers to address clients’ use of violence because very few of us have had training related to responding to women’s’ use of violence. For example, sometimes a feminist or woman-centered analysis of violence against women can be distorted or simplified to the belief that women are never violent. This belief is often connected to the belief that survivors of violence are never violent themselves. If a worker holds such beliefs, she may:

• Minimize her own risk of violence from clients and not realize she needs to protect herself

• React with judgment to any sign that a client has violent thoughts or feelings or behaviours

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• Resist a client’s efforts to talk about these feelings or actions • Decide that a client is not a “real” victim if she has used violence herself

A worker may also have limited training about how drugs and alcohol, post-traumatic stress disorder, mental health issues and other factors can affect a client’s behaviours. This may lead the worker to over or under-estimate the level of risk from her client, or label all difficult behaviour as dangerous or violent. If a worker is threatened or assaulted by a client, and there is no way to preserve the therapeutic relationship, this can lead to significant emotional consequences for the worker as well as the client. This is particularly true for women in rural and isolated communities where there is no one else to work with the client and assist her with safety issues. Risk of violence by clients’ partners, ex-partners or other family members An abuser may believe that his partner would never have left him if not for the anti-violence worker, and therefore may direct his anger and violence at the worker, attempting to draw her into the power and control that he has over his ex-partner and disrupt or compromise your work with her. In some situations, not only the abuser, but also the abuser’s family members, friends and gang members may target the worker. If a worker faces threats or violence from her client’s partner or family, the worker may be unable to continue working with the client. This can lead to increased danger for the client, as this is another way the abuser is isolating her from support. It is important yet complex to balance the safety needs of the client and worker in these situations. If the worker/client relationship continues, the worker may experience anxiety and fear that interfere with her ability to provide effective practical and emotional support. Again, this situation can be particularly difficult in rural or isolated communities when there may be very few to no other options for supporting the client.

As anti-violence workers know, some of the most dangerous times for women dealing with relationship violence are when they reach out for help or attempt to leave the relationship. The abuser can become more violent at these times, as he sees his power and control over the victim being threatened, and his violence may extend to those who are supporting her. This includes support workers.

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Reluctance to address violence by workers’ partners or ex-partners Although there were few responses to our survey that mentioned violence by workers’ own partners or exes, it is important that anti-violence workplaces acknowledge that staff may be in, or have left, abusive relationships themselves. When a worker’s experiences of violence in her own relationship spill over into the workplace, it affects not only the worker herself, but also her co-workers, the agency and the clients. This can be especially so in small communities where everyone knows or thinks they know what the situation is. Workers may be reluctant to acknowledge that they have been in abusive relationships themselves, particularly if the violence is current. Workplaces should ensure that there is policy and procedure in place to deal with these situations.3 The difficulty of acknowledging workplace bullying in the helping professions Workplace bullying can include:4

• Rumour spreading • Telling lies about a co worker in order to isolate them from others • Constant challenging of values, perspectives and politics, i.e. accusations of one

“not being a feminist” or “being too radical a feminist” • Mobbing: bullying by a group of people • Excluding individuals from work-related activities • Reviewing work unfairly or trivial fault finding • Belittling behaviour or comments • Removing freedoms while adding responsibilities • Dividing tasks unfairly, hindering work, expecting disproportionate results playing

favourites • Setting unreasonable job requirements or duties • Unreasonably blocking applications for training, promotion or leave • Doling out unfair blame, recrimination or discipline, especially in front of others

Workplace bullying is a difficult topic to address in any sector, and particularly in the anti-violence sector where the central purpose is ending violence and abuse. It can be troubling for workers to imagine that their own workplaces and/or colleagues may not be safe or respectful; when they work so hard to help their clients create safe and nurturing lives. However, like any other sector, anti-violence workers may experience bullying by supervisors, co-workers or colleagues from other programs. Workplace and sector bullying creates a toxic atmosphere, creating stress not only for the target of the bullying, but also for other workers who witness or participate in the

3 Taken from Addressing Domestic Violence in the Workplace, Ontario Safety Association for Community and Healthcare, 2009 4 These examples are taken from Bullying in the Workplace: A Handbook for the Workplace, Ontario Safety Association for Community and Healthcare, 2009.

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dynamic. It seriously weakens the worker’s and the agency’s ability to provide effective anti-violence services. And if the bullying is taking place across programs, it can certainly undermine the sector overall. The likelihood for workplace bullying to start and continue without intervention is increased in agencies where staff are under a great deal of stress, are not practicing self-care and not receiving adequate support or supervision. EVA BC is grateful to the workers who have been courageous enough to bring these issues forward. Unfortunately anti-violence workplaces and the sector itself are not immune to these dynamics, and we are concerned about the impact on workers.

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1.3 A Note About Lateral Violence

Lateral violence is a form of workplace violence unique to individuals who experience oppression. It is defined as occurring “within marginalized groups where members strike out at each other as a result of being oppressed. The oppressed become the oppressors [of others in order to gain a sense of power and control, not too dissimilar from the abusive dynamic of a batterer]. Common behaviours [of lateral violence] include gossiping, bullying, finger-pointing, backstabbing and shunning,”5 as well as attacking and undermining the reputation of someone. Lateral violence is sometimes referred to as horizontal violence. Horizontal violence can be present in all organizations where there are relationships of unequal power. When workers at any level of an organization or sector are experiencing oppression, they may resort to abusing their peers instead of confronting the real source of their oppression, which may well be the larger system. Lateral violence is more likely to occur in workplaces with inadequate managerial or organizational systems. Lateral violence can create unhealthy and stressful workplaces, agencies and workforces. These effects are described more fully in Sections 3.4 and 5.1. We urge all agencies to put appropriate policies and strategies in place to deal with this particular form of violence. In addition, learning how to recognize and prevent lateral violence can be included in training workshops for all levels of staff.

5 http://www.chameleonstrategies.ca/lateral-violence-in-first-nations-communities

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Section Two: Responsibilities

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It is important to note that according to survey respondents, many BC anti-violence agencies have already taken steps to prevent some of the more common types of workplace violence, and many workers said they feel positive about the actions of their agencies. Our intention with this manual is to encourage agencies to build on the excellent work already underway. This overview is based on measures taken by our members, as well as on a literature review. Table 4: Workplace violence prevention measures, and percentage of respondents reporting that measures are in place or in the process of being implemented.

Violence prevention measures Percentage of

respondents - 61 respondents to this

question Established or establishing clear guidelines and protocols for staff working alone (i.e. alarms? Limit on working alone, prior permission to work alone?).

78%

Openly discuss situations that impact or potentially impact worker or workplace safety with all staff. 72%

Provide cell phones or alternative means of communication for staff who work out of the office or in isolated environments.

66%

Have or are installing one or more security panic buttons. 59% Regularly discuss issues of worker and workplace safety in staff meetings and/or as an agency. 52%

Adopt a “no home visits” policy or, alternatively, ensure that other office staff are aware of all home visits; and/or protocol to conduct risk assessment before home visit.

48%

Take special precautions and conduct staff risk assessments when working with dangerous clients or clients with dangerous partners.

43%

Adopt a protocol that protects the confidentiality of workers’ schedules, but requires workers to inform co-workers of their whereabouts.

43%

Limit access to offices with codes or locked front doors that can be opened only by staff. 41%

Limit client access to a specific floor(s) or area of the building. 36%

Request assistance from the local court sheriff for unsafe court accompaniments. 30%

Established or establishing clear guidelines and protocols for staff leaving the building on their own. 25%

Have or are installing security cameras. 16% Continued on next page

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Table 4: Workplace violence prevention measures, and percentage of respondents reporting that measures are in place or in the process of being implemented.

Violence prevention measures

Percentage of respondents – 61

respondents to this question

Have or are installing tinted office doors to limit recognition of workers. 13%

Have an awareness of suspicious mail. 7% Have made arrangements with police to accompany client to office. 2%

Reception area has front counter and gate barrier to waiting area beyond. 2%

Table 5: Respondents’ assessment of the overall effectiveness of supervisors’/employers’ response to workplace violence

Rating

Number of responses as percentage of total (61)

Very good – the response was timely, appropriate, I felt supported and my overall sense of safety increased.

58%

Adequate – the response was ok, but more needed to be done. I was left feeling somewhat safer.

22%

Poor – response was lacking and did not improve my sense of well-being.

22%

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2.1 Workplace Responsibilities

There are a number of responsibilities an organization has regarding workplace violence. At the outset, agencies should be aware of the benefits of developing a formal response to workplace violence, including initial and ongoing training and policy. Employers should know that workplace violence could lead to:

• Reduced employee productivity • Reduced employee well-being • Increased absenteeism • Replacement, recruitment and training costs when employees who have been

victimized are injured, impacted or leave • Higher health benefit premium • Decreased employee morale • Strained relations among co-workers • Overall diminished agency credibility in the community and with partners • Potential harm to employees, co-workers and/or clients when violent abusers

enter the workplace • Liability costs if someone at the workplace is harmed

As Lydia Rozental noted, “The impacts of work-related violence extend beyond individual employees to affect their interactions with clients and the dynamic of their entire office. For these reasons, it is critical that frontline workers and employers engage in risk assessment and safety planning for staff as an integral component of their work.”6 2.1.1 Legal Responsibilities There is a legal obligation for employers to address workplace violence. WorkSafeBC (formally the Workers Compensation Board of British Columbia) administers the Workers Compensation Act for the B.C. Ministry of Labour. The Workers Compensation Act gives WorkSafeBC the legal authority to set regulation and enforce occupational health and safety standards. The Occupational Health and Safety Regulation is one of the regulations in force under the Workers Compensation Act and contains legal requirements that must be met under the inspection authority of WorkSafeBC.7 6 Information presented by Lydia Rozental at EVA BC’s Annual Training Forum, November 2008. 7 http://www.worksafebc.com/regulation_and_policy/legislation_and_regulation/default.asp

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Sections 4.27 to 4.31 in the Occupational Health and Safety Regulation relate specifically to workplace violence.8 As of 2008, WorkSafeBC regulations require employers to conduct risk assessments and to develop written procedures, policies and programs to address workplace violence hazards, including threats and physical violence. Section 4.27 defines violence as “the attempted or actual exercise by a person, other than a worker, of any physical force so as to cause injury to a worker, and includes any threatening statement or behaviour which gives a worker reasonable cause to believe that he or she is at risk of injury.”9 If a threat is made against a worker’s family as a result of the worker’s employment, the threat is also considered a threat against the worker. All threats against an employee or their family must be taken seriously. Section 4.28 of the regulation, requires an employer to conduct a risk assessment when there may be a risk present. The assessment must take into consideration past incidents of violence in the workplace, the work site and circumstances in which the work takes place. Violent incidents or experiences in similar programs also have to be taken into account. Section 4.29 concerns procedures, policies and a workplace violence prevention program. The regulation lays down guidelines for an employer to establish a violence prevention program, including policy and procedures to eliminate the risk of violence identified in the risk assessment. Section 4.30 of the regulation relates to the instruction of workers and the information that employers are required to provide to workers, regarding risks and violence in the workplace. Lastly, section 4.31 requires an employer to recommend or advise a worker to consult a physician in the event of a violent incident. The employer should also advise the worker of the availability of other supportive programs, for example, an Employee Assistance Program. Many workplaces also have collective agreements that contain provisions related to workplace violence. Accreditation processes may also include requirements for workplaces to address this issue. Employers and workers should be aware of all such requirements. If health and safety issues are not being addressed appropriately, workers can consult with external bodies such as WorkSafeBC or internally with appropriate staff members, committees or the board of the agency. In addition, unionized workplaces can take their concerns to their respective unions or shop stewards. Workers’ health and safety is of the utmost importance to agencies and concerns must be taken seriously. 8 http://www2.worksafebc.com/Publications/OHSRegulation/Policies-Part4.asp#SectionNumber:R4.27-1 9 Ibid

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2.1.2 Policy and Procedures All agencies should have concrete, detailed policy about workplace-related violence, which includes such policies as meeting with clients outside the office. All employees should be familiar with that policy. It is highly recommended that workplaces form health and safety committees that include as wide as possible a range of representation. These committees can develop policy and procedure that are appropriate for all positions in the organization. Safety policies are created specific to a workplace but typically include:

• A statement on the organization’s position on workplace violence and commitment to the prevention of violence

• The purpose of the policy including legal obligations • Definitions of terms used in the policy • Responsibilities of employers and employees • Procedures and protocols to prevent workplace violence • Training for workers on policies, procedures and safe work practices • Responses to workplace violence • Consequences and enforcement of policies • Supports available to workers after an incident of violence • Procedures to investigate and follow-up on incidents of violence • Review and revision of programs and policies

Respondents to our survey suggested specific examples of items to include in workplace violence policies. Some of the top suggestions included:

• Regular discussion of worker and workplace safety in staff meetings and/or as an agency

• Keeping workers’ schedules confidential within the agency, and at the same time requiring workers to inform each other of their schedules

• Adopting a "no home visits" policy, or conducting risk assessment before approving home visits, and ensuring that other office staff are aware of all home visits

• Risk assessments and special precautions and procedures when working with high-risk clients or clients with high-risk partners

• Adopting a protocol that prevents frontline staff from making public presentations in order to ensure their anonymity

• Requesting assistance from the local court sheriff for unsafe court accompaniments

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2.1.3 Training for Employees In developing a response to workplace violence, an anti-violence agency should consider determining the gaps in employees’ knowledge that need to be addressed with training. Survey respondents indicated that they have benefited from formal training sessions, including:

• Non-violent communication • De-escalation strategies • Risk identification and risk management • Self defense • Workplace bullying (lateral violence) awareness

Table 6 shows the types of training taken by workers and the effectiveness of those trainings. Table 6: Trainings that respondents have taken, presented in order of effectiveness Types of training Percentage of

respondents who have taken this type of training (total = 48)

Ranking of trainings according to effectiveness

Strategies for de-escalation 54% 1 Non-violent communication strategies 73% 2 Risk management techniques 27% 3 Non-violent crisis intervention training 6% 3 Common sense 4 Working with angry clients 4% 5 Conducting staff risk identification when working with high risk clients 16% 5

Self-defense 38% 6 Training on lateral violence 8% 6 Occupational Health and Safety Training 8% 6

Violence in the workplace 4% 6 Other 4% Agencies are encouraged to source their own trainings to meet the particular needs of their agency. Unionized workplaces should consult with their union on whether violence prevention training is available to them as members. Information regarding Occupational Health and Safety Training in available from WorkSafeBC.

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2.1.4 Caring for Workers after Violence It is essential to recognize that workers who experience workplace violence have been subject to a traumatizing event and it is necessary that any response take this into consideration. We know that responses to trauma can be very individualized and are dependent on a number of factors, including one’s history of trauma, one’s sense of safety and support, etc. Because workers may minimize the impact of a violent incident, employers must watch carefully for signs of trauma and offer support as needed. Debriefing, supervision and case consultation should be used consistently, and particularly in the case of workplace violence. Agencies should have a policy regarding what procedures are mandatory after incidents of violence. For example, the employee could be required to access critical incident debriefing, counselling or healing practices specific to her own beliefs. She might also be required to access supervision, particularly if a client perpetrated the violence, in order to determine how the worker or agency continues working with this particular client, as well as other clients.

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2.2 Worker Responsibilities

An effective response to workplace violence is multi-faceted, and a key part is each worker’s individual response. Anti-violence workers are responsible for ensuring they have adequate self-awareness, knowledge and self care practices to enable them to identify, respond to and recover from the impacts of working in this field, and including workplace violence. All employees need to be responsible for fulfilling the intention of policies aimed at preventing and eliminating violence in the work environment. A key point here is that the dynamics will differ greatly depending on who is perpetrating the violence. When it is a client’s abuser, it will probably be a clear attempt to exert power and control. When it is a client, however, the situation will be more complex, and a worker may need to seek help in order to be able to respond appropriately.

Sometimes the lack of training or access to appropriate case consultation and supervision can have a serious impact on workers’ ability to assess and respond to difficult situations. When faced with violence by clients, workers will need to consider the context, motivation, intent and outcome of what is being expressed, and, what to do about it. _____________________ 10 Taken from Framework Guidelines for Addressing Workplace Violence in the Health Sector: The Training Manual, International Labour Organization, International Council of Nurses and World Health Organization and Public Services International (2005).

Workers’ responsibilities in addressing workplace violence10 • Attend information and training programs • Be aware of all related agency policy • Report incidents, including minor ones • Contribute to promoting awareness of the risks of violence • Support colleagues affected by violence • Seek support and counselling

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2.2.1 Self-Awareness11 No one can predict exactly how she will respond to violence, and it is not possible to prevent violence from ever happening a hundred percent. However, increased self-awareness can help a worker to stay grounded when faced with violence, and identify areas where she might benefit from further training, support or counselling. Every anti-violence worker should have as clear an understanding as possible of how she tends to respond when faced with workplace violence. It can be challenging for workers to take care of their own needs when they are focused on supporting others. This is true for many women, and perhaps especially so for women working in the anti-violence field. A worker might minimize risks to her own safety, even though she is able to respond quickly and effectively to any threats to her client’s security. Additionally, when anti-violence workers are overwhelmed by huge workloads, cuts to services, and stressful working conditions, it can be challenging to find the time or energy to do self-care at all, including assessments of their own safety. On the other hand, there may be situations where workers think they are in danger from a client when in fact the client’s behaviour is not directed at the worker. This can happen as a result of unaddressed vicarious trauma, inadequate support and training, and/or stressful working conditions. All these factors can make it difficult for a worker to feel safe or empowered, or to calmly assess a highly charged situation. Misinterpretations can also result from workers not having enough training about anger or women’s use of violence.

11 EVA BC’s Freedom from Violence Toolkit includes a section called “Challenging Our Assumptions: Working With Women’s Anger and Use of Violence” by Cathy Welch that discusses in detail the issues we touch briefly on in this section. (The toolkit can be downloaded free at http://endingviolence.org/node/459.)

Questions for self-reflection on response to anger and violence • How do I react when someone else expresses anger around me or

towards me? Does the expression of highly charged emotion scare me?

• Do I get defensive or angry too? Does it affect my ability to think clearly?

• Do I know the difference between expressing anger and threatening violence?

• What is my own experience with violence? Continued on next page…

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2.2.2 Knowledge Good self-awareness is complemented by accurate and thorough knowledge. Anti-violence workers should have a solid understanding of some of the reasons behind women’s anger and women’s use of violence, as part of being able to accurately assess risk levels and prevent or de-escalate potentially volatile situations. Clients may be scared and angry, and frustrated for a great many reasons. They may have a history of bad experiences with counsellors or support people of any kind and may arrive at an anti-violence service already angry and suspicious. They may also be dealing with mental health issues or addictions that increase their level of anxiety and stress, and/or lower inhibitions against using anger and violence. These factors can all create a volatile situation where violence could happen. The effects of violence, mental health issues and/or using substances can appear or look different in every survivor. Overall expressions of anger can appear frightening for some workers and it is important to differentiate anger and violent emotions being expressed generally from those being expressed at the worker. In response to our survey, some workers reported incidents that could technically be labeled as workplace violence, but which they determined did not represent a threat to safety, and managed accordingly. Several responses suggest that situations will differ depending on the depth and longevity of the helping relationship.

Questions for self-reflection on response to anger and violence • How have I responded to violence in the past? • What situations make me scared that violence will happen? Is my fear

always reasonable? Can I trust my gut responses? • Do I know how to protect myself from violence? • Do I have effective support systems and workplace policies that will

help me deal with a violent situation? • How can I get comfortable with others’ expressions of anger in

general? • Is there training or support that would help me deal better with

threatening or violent situations (courses, reading, supervision, consultation, personal work, etc)?

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“I did my best to keep calm and assess the situation as things went along. I was aware of how uncomfortable I was. I had compassion for this person, as she definitely is very traumatized….” “First I used de-escalating techniques, which helped her get grounded and then I set a boundary and asked the client to return when calmer, encouraged her to write her concerns down and if she wanted, to talk to my supervisor.” “My client was using drugs so I just listened and tried not to say anything that would set her off.” In these situations, workers relied on observation, experience and knowledge to determine the best response. Just as in intimate relationships, incidents of increased anger and frustration need to be assessed within a context and considering the motivation and intent behind the anger. All of the examples in this section point to some of the complexities of an agency’s response to violence, and some of the different types of training and policies, as well as case-by-case responses, that are necessary. They also suggest that responses will differ depending on the client, the situation, depth and longevity of the relationship with the client. 2.2.3 Self-Care Self-care is an essential part of building up workers’ resilience, enabling them to maintain a balanced perspective of their work and their clients, and improving the ability to recover from stressful incidents and the cumulative affects of hearing about the horrors being perpetrated upon women and children every day. All agencies providing anti-violence programs should ensure that they provide structural support for self-care plans and to encourage their workers to engage in self-care to help them cope with ongoing vicarious traumatization as well as the impact of workplace violence. EVA BC’s Freedom from Violence Toolkit includes an excellent article on self-care for vicarious trauma by Maggie Ziegler, called “Taking Care of Ourselves: The Impact of Working Within Systems.” The toolkit can be downloaded for free at http://endingviolence.org/node/459.

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Section Three: For Discussion – Scenarios of Workplace Violence

In order to protect the privacy of survey respondents and their clients, we have developed four fictional scenarios that highlight some of the key issues raised by anti-violence workers. We chose not to include actual incidents reported by workers, as we were concerned that they were too easily identifiable. The following composite scenarios are meant to expose some of the types of workplace violence that are taking place within the sector, the impact of the incidents, and possible responses.

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3.1 My Client Just Lost It

The incident I had been working with this client for a while, and she was in a very bad situation. Her ex was fighting hard for custody, and it had dragged on for years, in and out of court. Meanwhile he and his family were totally threatening her, following her and calling her, and saying she should drop the custody case or something bad would happen. She was really stressed out and would get angry with me almost every time I saw her, because I couldn’t fix any of it. Sometimes I would feel so frustrated with her, like “Can’t you see how hard I’m working for you? I’m not the enemy!” Finally one day, she just lost it. She stood up and started yelling at me and throwing things around my office. I was scared and also angry with her. What helped? Training The thing that helped me most here was training. First of all, I had done a course on de-escalation techniques and the day that she blew up at me I was able to stay calm even though I was scared, and talk her through it, and eventually she sat down and calmed down. At her next appointment we made some agreements that acting out violently is not acceptable and how she would try to deal with frustration and anger in the future. Second, I had done some training about vicarious trauma and self care, and I knew that I had to look at my own issues. So when I would get frustrated with her, I was able to acknowledge that feeling, but then move past it and realize that she had lots of reasons to be angry, and I didn’t need to take it on. I needed to help her as much as I could, I needed to have boundaries of what was acceptable and what was not and make sure I stayed present; but, I had to remember that sometimes she would still be angry, just because she was in a really hard situation with no easy answers. I made sure to get support for my own anger and frustration, with her and her ex and with the system. Co-worker support My co-workers came running when they heard my client yelling and throwing stuff. They opened the door and stayed just outside my office until they were sure I was safe. They didn’t jump in and tackle her or anything, but they also didn’t ignore the situation.

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What could have been better? Workplace policy and procedure My boss was nice, but she treated it like an isolated incident. She doesn’t think we need policy or procedure. But I do. I think we need requirements that all the anti violence workers have training like I did, and that we have a structured way of debriefing incidents like this.

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3.2 My Client’s Ex Stalked Me

The incident I work in a very small town, and it’s not hard to find out who the anti-violence workers are. I had been working with one of my clients for about a year, and she got everything organized to leave her partner, and she did. He tried to get her to come back for quite a while, but she didn’t change her mind, and ended up going to court to testify against him about the abuse and other criminal activities he was involved in. He saw me in court, and decided that I was the cause of all his problems. He followed me home and saw where I lived. Then he started showing up outside my house and just sitting there in his car. He left me dead flowers and threatening notes, he slashed my tires, and the final incident he actually left a dead squirrel on my front steps. At that point I got the police involved, and there are charges against him now. But the bottom line is we still live in the same small town, so even though he’s stopped the direct harassment, I still see him at the mall or on the street, and he makes sure to give me looks that could kill. He was very physically violent with my client and I know he’s capable of hurting me if he wants to. What helped? Police response The police took me seriously and did a thorough investigation and recommended charges. There is a no-contact order in place and this is registered with the Protection Order Register. My friends, family and neighbours know who he is and will call police if they ever see him violate the protection order. The police do regular drive-bys past my house and past the agency. Workplace response My workplace also took the situation seriously. It was a catalyst for our team to sit down and develop safety procedures. We don’t work alone anymore, and we started locking the door at all times and installed security cameras and better lighting and things like that. My supervisor made sure I had counselling. What could have been better? My own response Ironically, it took me a while to admit that I was in danger. I was so used to focusing on everyone else’s safety, that when it came to my own I just kind of brushed things off. I had to start taking care of myself the way I tell my clients to. This required a major shift

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in my thinking, and I think the end result has been really positive. I also had to deal with my fear and anger, and realizing that the police and legal system couldn’t protect me 24/7. This is the reality that our clients deal with all the time, but it’s different when it’s you!

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3.3 My Ex-Partner Found Me

The incident I was in a long-term physically abusive relationship when I was younger and lived in another province. I finally got out, and moved to BC about ten years ago. I didn’t hear anything from my ex for years and years, but I guess he never stopped looking for me, and a few years ago he turned up in Vancouver, at the centre where I work. He just stood outside until I saw him, then he left. After that he kept showing up and staring from across the street. Then he started calling me at work. He kept trying to get me to meet him. I would just hang up on him. It went on for months and then it just stopped. I don’t know where he is now. What helped? Safety procedures We never work alone at the centre, and we have good locks and an intercom system. Our centre is located in a really busy area and we can park close by. We never walk to our cars alone. What could have been better? Awareness I never told anyone what was happening. I was too ashamed. Imagine, an anti-violence worker who can’t even deal with her own abuser. I mean, I felt like I should have it all together, and shouldn’t be scared by him, or I never should have been with him in the first place. I felt like my co-workers were really great with our clients, but judgmental of each other. I worried they would think less of me if they found out. Maybe it would have helped to have some sort of awareness training about how you or your co-workers might have your own abusive pasts. It sounds obvious, but sometimes we just don’t want to acknowledge it. I wish I had told someone. I don’t know what I’ll do if he shows up again.

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3.4 My Co-Workers Bullied Me

The incident I worked in a really dysfunctional workplace. We were supposed to be empowering women, and working against violence, but we treated each other really badly. The director of the centre was a workaholic, very stressed out all the time, but wouldn’t delegate or let go of any power. I tried to talk about some of the dynamics during a staff retreat, and after that I became a target. There was a group of co-workers who were angry that I spoke out. They did everything they could to make my life miserable. I got all the difficult clients. My work was criticized all the time. The others would go out to dinner together or have lunch together in the lunchroom, send each other emails and I was always really obviously excluded. I complained to the director, and she felt bad, but she was so stressed out herself that she had nothing to offer me. And she was scared of the bullies too. I ended up going on stress leave and then quitting. What would have helped? Policy If we had had policy, training and staff meeting discussions about workplace bullying, that could have helped to bring some of the dynamics out in the open and name them. It would have allowed me to follow a specific procedure to address the situation. It would have provided some protection for me. Training and support I needed more skills in self-care and emotional self-defense. I think if all of us had had more training and support, we would have been more emotionally healthy, and maybe everyone would have behaved better, even the bullies. I also think more people need to be encouraged to speak up. No one wants to be the target of a bully, so most people stay quiet, but that is like saying the bullying is ok. Like the silence needs to be broken on violence, so too does it need to be broken when women bully other women.

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Section Four: Components of a Workplace Violence Prevention Program

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A workplace violence prevention program is fundamental in reducing the risk of violence in the workplace. It also affirms that the well being, health and safety of employees is a priority and responsibility of the organization. The program should include the following components:12

4.1 Written Policy

• States your overall approach to preventing violent incidents • Indicates the direction and support of senior management • Clearly outlines the responsibilities of managers, supervisors and workers • Identifies the nature and extent of workers’ risks of injury from violence

4.2 Regular and Specific Risk Assessments or Audits

• Considers the nature of the work performed by workers • Identifies the risks that workers face as a result of their work • Identifies the types and probability of risks of injury due to violent incidents • Considers the physical location and accessibility of the agency • Considers the physical structure of the workplace • Provides a means to document the risk assessments • Helps make the results available to workers

4.3 Prevention Procedures

• Includes written instructions detailing the violence prevention procedures to be followed by workers and supervisors

12 Framework Guidelines for Addressing Workplace Violence in the Health Sector: The Training Manual. International Labour Organization, International Council of Nurses and World Health Organization and Public Services International (2005).

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• Explains the work environment arrangements implemented to prevent incidents of violence

• Provides direction to workers outlining safe response methods and procedures for reporting incidents

4.4 Worker and Supervisor Training

• Provides overall framework of safety, techniques, policy and practice • Provides in-service training on correct response procedures for workers at risk

and their supervisors • Helps ensure the violence prevention procedures are understood and followed • Allows for the maintenance of accurate records

4.5 Procedures for Reporting and Investigating Incidents

These procedures, including policies and documentation, should cover the following:

• Reporting incidents of violence • Supervisors’ actions to address reported incidents • Investigating incidents of violence • Implementing corrective actions • Details of supports available for impacted workers

4.6 Incident Follow-Up

• Provides for a review of actions taken in response to violent incidents and an evaluation of their effectiveness

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4.7 Program Review

• Identifies new risks of injury from violence when the violence prevention program is reviewed periodically

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Section Five: Best Practices

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5.1 Creating a Safer Psychological Environment

Before addressing the specifics of policy, procedure and training, agencies need to develop an environment or culture of safety where violence is less likely to happen. A safety culture is defined as an environment “made up of shared and accepted attitudes, beliefs and practices supported by policies and procedures throughout an organization. It is an atmosphere that shapes safe behaviour and practices.”13 The commitment of all staff and good communication is vital when creating a culture of safety. Both of these features assist in raising awareness and support collaboration between management and employees. Everyone in the organization needs to take responsibility for fostering and maintaining safety. In a sound safety environment for example, any staff member in the agency would be expected to intervene or speak out if they become aware of a co-worker about to embark on an unsafe act or if policies are not being implemented consistently. Obstacles to creating a culture of safety often include the lack of management support, fear and the lack of trust.14 Other factors that interfere and can make workplaces more vulnerable include:

• High staff turnover • High client/case loads • High levels of absenteeism • Understaffed, under-equipped or badly organized workplaces • Long working hours • A culture of tolerance of abuse and violence • Poor communication • Insufficient security • Weak management15

Furthermore, there are also particular factors that are conducive to workplace bullying:

• Confrontational attitudes • Little psychological self-care or awareness • Excessive time pressures • Crowded environment

13 http://www.ehow.com/about_5489018_safety-culture-workplace.html 14 Ibid 15 Adapted from Framework Guidelines for Addressing Workplace Violence in the Health Sector: The Training Manual. International Labour Organization, International Council of Nurses and World Health Organization and Public Services International (2005).

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• Overlapping/unclear tasks • Overloaded workers • Competition for jobs16

As mentioned above, when an agency decides to address workplace violence, it is important to assess the atmosphere of the workplace to determine whether any of the factors above are present. A few questions a management team might ask include:17

• Does the agency condone, accept or turn a blind eye to violent, harassing or threatening behaviour?

• Are there existing policies for safety, harassment and violence? • Are existing policies, procedures and protocols followed by all employees? • Are existing policies and measures reviewed periodically? • How have past incidents of violence been handled? • Are workers encouraged to report violence, harassment or worrisome behaviour? • Are workers supported after an incident of violence? • Is diversity embraced and/or encouraged? • Is there a culture of mutual respect? • Is respectful behaviour modeled in all levels of the organization? • Are staff appreciated and acknowledged? • Are the ideas of staff recognized and/or taken into consideration? • Are staff encouraged to participate in professional development? • Is self-care encouraged and supported? • Is the agency a generally supportive and agreeable place to work?

16 Ibid 17 Taken from Developing Workplace Violence and Harassment Policies and Program: A Toolbox. Occupational Health and Safety Council of Ontario – OHSCO (April 2010).

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5.2 Health and Safety Committees

The Workers Compensation Act requires the establishment of Joint Health and Safety Committees in any workplace that regularly employs 20 or more full and part-time staff. Health and safety representatives are required in workplaces where there are more than 9, but less than 20 employees. Worker health and safety representatives have the same responsibilities and functions as a joint health and safety committee.18 A health and safety committee is an effective method for consultation in identifying and recommending solutions for safety issues. It provides a channel for suggestions and ideas and encourages collaborative relationships, which is crucial in improving safety in the workplace. The committee’s role includes identifying risks and hazards, promoting safe work practices, recommending measures to improve the health, safety and well being of employees and to ensuring compliance with regulations. It is the responsibility of the employer to establish a workplace health and safety committee. A Joint Occupational Health and Safety Committee Reference Guide and Workbook are available from WorkSafeBC.19 The workbook describes the concepts and methods to develop and maintain an effective committee at a workplace.

18 http://www.worksafebc.com/publications/health_and_safety/by_topic/assets/pdf/jointoch.pdf 19 Ibid.

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5.3 Training

Providing training on the agency’s policies and procedures, in addition to reporting and investigation processes, is essential as it helps ensure that policies and procedures are understood and followed. All employees should be updated whenever any changes to policies and/or protocols are made. In addition to training on policies, it is recommended that workshops and information about workplace violence, including the risks of violence that can arise specifically from their jobs or location be provided. Other areas in which training may be helpful include:

• Risk identification: training workers to use risk identification to identify dangerous situations and people

• Potential causes of violent behaviour: providing education about the effects of childhood abuse, mental illness, prescription medications, street drugs, or other factors that can lead to erratic or violent behaviour

• Behaviour that is unacceptable • De-escalation and self-defense: providing workers with concrete skills that can

help them defuse situations to prevent violence and stay as safe as possible when violence does occur

Training on self-care is a topic that must not be overlooked either. As mentioned previously, working in the anti-violence field is extremely stressful and does impact the mental health and well being of workers. The issue is not, what do “if” a worker is affected by vicarious trauma, but moreover plan to have supports in place for the inevitability that all workers will be affected by this work. Debriefing opportunities, case consultation and the provision of supervision is vital. Providing workers with a benefits package that includes an Employee Assistance Program (EAP) and/or other counselling support is an investment worth making in an employee’s well being.

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5.4 Safety Audit of the Workplace

A workplace safety audit is a comprehensive examination of safety in a workplace. The objective is to determine strengths and vulnerabilities with the ultimate goal of eliminating or minimizing risks. Safety audits assess all aspects of a workplace, emphasizing the quality of health and safety activities. An audit is not the same as an inspection, however an audit can include the results of a safety inspection. The following information can be used to provide a framework for a workplace safety audit, but it is important to keep in mind that audits are specific to a work site, and the information below should not be used as an inclusive checklist. Rather, it should be used as a guide so as not to limit the scope of the audit. The components of an audit can include: 20

• Determining the safety risks of the workplace • Determining the safety risks of the community and region • Reviewing and analyzing safety procedures and policies • Evaluating the participation of staff in the health and safety committee • Reviewing descriptions of past incidents of workplace violence and results of the

investigations • Reviewing documentation procedures and filing • Assessing whether staff are aware of and following procedures and policies • Assessing if staff have training on domestic violence lethality, risk identification

and safety planning • Ensuring if policy in place for working with high risk clients/offenders • Ascertaining whether new staff are oriented to health and safety policies • Identifying safety training and education needs of employees, including

management • Evaluating medical and first aid systems including emergency action plans and • Evaluating whether safety inspections are regularly conducted and if the

workplace is being properly maintained Safety audits can be conducted in-house or by outside consultants. If a safety audit is conducted in-house, the team can include management, supervisors, and front-line workers. A typical process of a safety audit involves:21

• Selecting team members

20 Adapted from Safety Audit/Inspection Manual. American Chemical Society (2000). 21 http://miosh.net/articles/.../Safety audit at the workplace.doc

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• Establishing the extent or scope of the audit • Assigning team members to different components of the audit • Conducting the safety audit • Compiling results and discussion of findings • Documentation of results and recommendations • Adopting and implementing recommendations from the audit

An audit can be repeated as often as necessary and the recommendations must be incorporated into safety training.

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5.5 Additional Measures to Increase Safety

Certain physical factors that are common in anti-violence services can make workers more vulnerable to violence:

• Office located in isolated or low-traffic area • Lack of locks, alarms or other security measures such as monitored alarm

systems and panic buttons • Providing services in small communities where workers can be easily identified

and located • Working behind closed doors with no sight lines • Running groups after hours, outside of regular working hours or at premises

outside of the workplace Violence can happen at the workplace and also outside of the actual workplace, when workers are alone at court accompaniments or during home visits. Workers’ email addresses and phone numbers are often easily available and can be used by abusers to harass and intimidate. Workers’ cars can be easily identifiable, especially in small communities. Outreach workers who often work away from the office can be particularly vulnerable. It is also significant to note that safety in a rural area can look very different from safety in an urban location. In many remote areas, there may not be cell phone service or access to police support may not be readily available. All these factors need to be taken into consideration when creating safety policies and practices. There are, however, some measures that can be implemented to increase safety. 5.5.1 Maintaining a Well Organized and Secure Work Site Agencies can reduce the potential for workplace violence through a combination of physical control measures, for example, office floor design and the use of security devices. Security apparatus for workplaces include panic buttons, a camera with a monitor set up in another office, door-unlocking devices controlled by the receptionist and good lighting, especially important in parking areas, walkways and building entrances.

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Monitored Panic buttons When an emergency arises, a panic button or alarm can be invaluable. Monitored alarms send a signal to a monitoring service, which then calls a pre-determined emergency number, usually 911 emergency services. Panic buttons should be included in all workplace safety plans. Portable panic buttons are also an option to consider along with the installation of buttons in the building, under the top of the reception desk, etc. The safety plan must specify when to use the button and workers should be trained in the use of the buttons. New employees should be oriented to where they are and how to use the panic buttons when they start work. Security cameras Security cameras can increase safety in a workplace. An organization may want to consult The Freedom of Information and Protection of Privacy Act first, however, as the Act can assist organizations in determining whether using a camera is legal and reasonable as a policy choice.22 In addition, organizations may also want to consult with a lawyer and/or insurance company. A few other factors to consider with camera security are:

• Which areas of the workplace will be in view of the camera? • Is confidentiality being violated? Does the end justify the means? • Are cameras the only measure of safety available to the workplace? Are there

other alternatives? • What safeguards will be taken regarding access to camera footage? Where will

the footage be stored? How long will it be kept? • Will signage be posted to advise the public that a camera is monitoring the area?

Will individuals be given camera images of themselves when requested? • What are the liabilities?

Sight Lines and Locking Doors Protocols for keeping doors locked should include who is responsible for opening the entrance door for clients and when it is kept locked. If a door is kept open, a door chime can be used to notify workers when someone enters the workplace. A peephole is an inexpensive device, and can provide increased safety to the workplace. It enables workers sight lines to verify someone’s identity before opening the door and has more security than a window set into a front door, which can be easily broken. Tinted glass in windows and doors are practical to limit recognition of workers. 22 Guidelines for the Use of Video Surveillance Cameras in Public Spaces. Information and Privacy Commissioner of Ontario. www.ipc.on.ca/images/Resources/video-e.pdf

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Intercoms with a built-in camera are also an option. This allows workers to speak to anyone buzzing the intercom and have a visual identification, as well. Depending on the physical layout of the work site, intercoms can be located at a distance from the entrance door at a strategic location. Key and code security It is important to maintain keys in a secure and documented manner in the workplace and for all individuals who possess keys to keep them secure. Any loss of keys or access to them that compromises their security, needs to be reported to the workplace so measures to ensure the security of the affected work areas can be taken. In the case of combination door locks, a regular system of changing door codes and keeping staff updated needs to be in place. Limited client access Another safety measure used in workplaces is providing a single entrance for clients and restricting access to offices by use of barriers, such as a locked door between the waiting room and the rest of the office. The agency may also include in their safety procedures that all clients have to be accompanied into an office by a worker. Office set-up Given the many physical differences in worksites, it is outside the scope of this manual to recommend specific designs. However, the following are general ideas to bear in mind that can be adapted by agencies to fit their individual physical environments and philosophies.

• Arranging office space in a way that unescorted visitors can be easily noticed is a safety measure that can be put into place somewhat immediately.

• Set up offices in a manner to create as much safety as possible. Try to ensure

that a worker has an open pathway to exit the room first if the need arises.

• Consider whether or not doors can be locked on one side without a key or code. Common types that allow for this include a twist knob (on one side of a single cylinder dead bolt) or by pushing the doorknob. If doors can be locked from one side without a key or code used by staff only, the possibility exists for an unauthorized person to lock himself or herself in the office. Double cylinder deadbolts are an example of locks that will accept keys on both sides and prevent unwanted locking of the door. Consulting with a trusted locksmith or security specialist may provide your organization with several options for your site.

• As physical set-up may not always be ideal, having internal practices on how to

safely engage with clients is vital. Develop strategies and mini safety plans with

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co-workers to address potentially unsafe situations. For example, if a worker is concerned about a meeting they will be having with a client, ask a colleague to be aware and nearby during the meeting. If the worker is alone on site, perhaps a portable panic button can be worn and a co-worker alerted about the situation by phone with a follow-up check-in time arranged.

5.5.2 Regular Safety Drills It is good practice to conduct regular safety drills to ensure workers know what to do in an emergency and who is responsible for taking care of clients and visitors in the agency. Safety drills must be explained to workers when hired and be included in policy and/or procedure manuals. Safety drill procedures include regular alarm checks, identifying safe areas to gather after evacuation, regular checks to ensure escape routes are clear and designating someone to ensure all workers are safe after evacuation. 5.5.3 Paying Attention to Meeting Location and Space Another measure of safety is to keep an office address or locations of group meetings confidential. This may not be possible, however, in rural areas and/or small towns and it is therefore important to set other procedures to protect workers and increase their safety. For example, in some small communities where confidentiality concerning a meeting location is not possible, groups have developed strategies that go in the opposite direction, such as choosing to use a visible meeting location or in close proximity to the police detachment. Depending on an organization’s relationship with the police and the comfort level of group participants, some groups have also asked police to keep an eye on the area during meeting times when there are concerns about possible actions by perpetrators. 5.5.4 Procedure for Dealing with Suspicious Mail It is recommended that organizations have a procedure for handling suspicious mail, however unlikely the possibility of receiving such letters and/or packages. Staff should be made aware of the signs of suspicious mail and what procedures to follow. The most important protocol to follow is to notify authorities immediately.

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Indicators for suspicious mail include:23

• No return address or fictitious return address • The return address is from a different place than the postmark • Excessive postage • Restrictive markings such as “to be opened by….” or “personal” • Strange odour • Address does not include a person’s name, just their job title

Recommendations include:24

• Calling the appropriate authorities • If possible, not touching or opening suspicious mail • Isolating the mail • Washing hands after handling the mail • Seeking medical attention if there is concern

5.5.5 Guidelines and Protocols for Staff Working Alone or Off-Site Section 4.20.1 of the Occupational Health and Safety Regulation states that “to work alone or in isolation, means to work in circumstances where assistance would not be readily available to the worker in case of emergency or in case the worker is injured or in ill health.”25 All agencies with employees who work alone or in isolation must have written procedures and policy to increase the worker’s well being. These procedures should be developed in consultation with workers and/or the safety committee. Cell phones (or in some cases, satellite phones) or alternative means of communication for staff who work out of the office or in isolated environments is crucial. The frequency and time intervals of check-ins should be based on the level of risk determined. Procedures for checking in with an employee working alone must include:

• A person designated to check-in and record all contacts with the worker • Time intervals between check-ins and procedures to follow in case a worker

cannot be contacted • A final check-in after seeing a client or at the end of the shift

A policy can include directives such as an employee being required to gain permission prior to working alone, what alarms need to be activated in the office, and carrying cell phones and personal alarms when off-site.

23 www.canadapost.ca/cpo/mr/assets/pdf/.../suspiciousmailposter_en.pdf 24 Ibid 25 http://www2.worksafebc.com/Publications/OHSRegulation/GuidelinePart4.asp#SectionNumber:G4.20.1

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5.5.6 Guidelines and Protocols for Staff Leaving the Building Alone at Night and on Weekends Protocols and procedures should include not working alone late or on the weekend when the building may be otherwise empty, using the “buddy system” for walking to cars or public transport. Parking lots and garages should be well lit and in the case of garages, securely locked. 5.5.7 Visiting a Client at Home PLEASE NOTE: It is highly recommended that workers do not take clients to their own homes and that this be clearly stated in policy. Safety is a shared responsibility between the employer and employee. When workers are required to make home visits to clients, and especially considering the context is that the violence has likely been perpetrated at the client’s home; it is essential to have a specific safety policy for assessing whether a home visit is safe and if deemed safe what policy workers have to follow. Policy and procedures regarding home visits should include:

• Conducting a risk assessment before the worker agrees to visit a client at home • Provision of a cell phone to maintain contact with the workplace • Confirmation that there is cell reception between the home in question and the

office • Procedures for regular check-ins • Designated person to monitor contact with worker and to follow up if contact is

lost • Emergency numbers to call • Workers being equipped with personal alarms • Establishing code words for workers to discreetly indicate assistance is required

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Section Six: Sample Policy Templates

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Below are a few policy examples related to addressing situations of worker safety: 6.1 Workplace Violence and Worker Safety Policy 6.2 Meeting Clients in the Community 6.3 Attending a Client’s Home We have also included: 6.4 Risk Assessment Guidelines for Self and Others 6.5 Workplace Conduct We present these as sample policies templates in the hope this may assist agencies in developing their own policies. These are only a sampling of the types of policies you may wish to have in place to address workplace violence. Aspects of these sample policies are taken and adopted from policies shared with EVA BC by Campbell River and North Island Transition Society, MOSAIC, Nelson Community Services Centre, North Peace Community Resources Society, Sea to Sky Community Services Society, Victoria Women’s Transition House Society and Women’s Resource Society of the Fraser Valley. We greatly appreciate the generosity of these agencies in sharing their work with us and allowing us to use their work as a model in the development of these templates.

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6.1 Workplace Violence and Worker Safety Policy

Background and definition We, __(Society Name)__ believe in each person’s inherent ability, responsibility and right to be heard, to be safe, to have information to make informed choices, and to take control of one’s life. __(Society Name)__ is committed to creating and promoting a safe working environment for all our employees. We do not condone and will not tolerate acts of violence or abuse against or by any employee. __(Society Name)__ will take every reasonable precaution and implement measures to prevent violence and protect all employees from potentially violent, abusive, corrosive or harassing situations. Workplace violence is any violence that happens in or is related to the workplace, i.e. carrying out the work of __(Society Name)__ outside of the physical location of __(office address)__, or as a result of one’s work with __(Society Name)__. Workplace violence can range from threats and intimidation to physical or sexual assault. In the context of anti-violence programs, workplace violence may be committed by:

• Clients attending the workplace for support services • Clients’ abusive partners, ex-partners, family members or gang members • Someone that the employee knows from outside of the workplace who comes

into the workplace to commit violence (e.g. an employee’s own abusive partner or ex-partner who stalks her at work)

• Co-workers, supervisors or colleagues in the sector (often referred to as workplace bullying)

As with any type of violence, workplace violence can have serious and lasting physical and psychological consequences. It affects not only the person who has been victimized, but also her co-workers, clients and the atmosphere and morale of the entire workplace. Purpose The purpose of this policy is to establish guidelines for the prevention or minimization of instances of workplace violence, to establish proactive precautions that the Society will set in place, to set standards for the conduct of workers in potentially high risk situations, and to develop protocols on how to proceed and respond to violence in the workplace.

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6.2 Meeting Clients in the Community

Policy __(Society Name)__ is committed to ensuring, as far as reasonably possible, the safety of all of our employees when and wherever they are conducting agency business. Meeting with clients outside of the office and in the community can pose potential risks to the safety of workers. Prior permission from a supervisor is required before meeting with clients outside of the agency office. Procedure 1. The employee will conduct a risk assessment of the situation prior to considering

meeting the client; this should include the physical space where the client meeting is planned and any potential dangers that might arise, such a level of risk being faced by the client.

2. The employee will inform her supervisor of the location and expected duration of the visit and discuss the level of risk to the client, the worker’s safety plan, which includes, among other things: a travel plan check-in procedures, how to access help if needed.

3. The employee will carry a cell phone or other communication device to ensure that she is capable of checking in at appropriate intervals or calling 911 or another emergency number if available in the area and if needed.

4. Employees who are required to work out of the office and/or alone will have already received training related to risk identification and safety planning in domestic violence situations, evaluating and avoiding potential personal, work related risks, and effective strategies for de-escalating potentially volatile or violent situations. If such training has not been taken, the employee will be unable to see clients in any other setting than the office.

5. The employee will disengage and reschedule any meeting where she feels at risk. 6. When accompanying clients to court, other appointments or places where the

client’s abuser may also be in attendance, the employee will: • Assess the risks • Discuss her safety plan with her supervisor • Discuss safety plan with client • If appropriate, inform sheriff/bailiff of her concerns and ask for assistance

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6.3 Attending a Client’s Home

Please note: EVA BC believes that attending at a client’s home is not a safe practice and we do not support it. However, we recognize that there may be certain situations, especially in rural and remote areas or in isolated communities where this is unavoidable. Where this is the case, we would recommend the following policy and procedure, though we recognize that not all agencies will have enough staff to send out more than one worker on a home visit. Policy In principle, __(Society Name)__ does not support any employee meeting with a client at the client’s residence. However, we recognize that there may be certain situations (or certain geographical locations) where this is unavoidable. Employees will only attend at a client’s home when all other options of securing a safe meeting space at the office or in the community have failed and there are no other safe options available. The safety of the employee is paramount and the following procedures must be adhered to: Procedure

1. It is required that a co-worker accompany the employee to her client’s home. 2. A thorough risk assessment of the potential dangers will be conducted and the

employee(s) will discuss the safety plan with her supervisor and/or other co-workers in the office prior to attending at the client’s home.

3. The employee will discuss safety and develop a safety plan with the client prior to the visit.

4. The employee’s supervisor will be apprised of the visit, its location and the expected length of the visit and expected time of returning to the office.

5. The employee will carry a cell phone and keep it on and readily accessible. She will check in with the office immediately after leaving the residence. In the event that the residence is out of cell phone reception, the employee will contact the office as soon as possible upon leaving the residence.

6. If at any time the employee feels that her or the client’s safety is in danger, the employee is to phone the police (911 or other emergency line). For example:

• If the employee is followed • If the woman’s house is being watched • If the woman’s abuser or potentially unsafe family members or friends

show up at her residence

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7. If, upon arrival (or during the visit) at the client’s residence there is any reason to

believe that the abusive partner (or other unsafe individuals) is at the residence, the worker will immediately leave the premises and contact the police.

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6.4 Risk Assessment Guidelines for Self and Others

Policy __(Society Name)__ will conduct regular (annually, or more frequently as the need arises) risk assessments of the work environment to identify any issues related to potential violence in the workplace. __(Society Name)__ is committed to implementing measures to control any identified risks to employee safety, Procedure Identifying Risk: Agency Responsibilities __(Society Name)__ will survey all employees to identify potential risks in the work environment. The survey will cover risks related to the following:

• The physical environment of the workplace • The nature of the work, i.e. working with women who are in high-risk

situations, who are suicidal, or who exhibit behaviour that may impact the employee’s safety

• The abusive behaviour of clients’ partners, ex-partners, family members or acquaintances

• The abusive behaviour of employees’ partners, ex-partners, family members or acquaintances of an employee

• Harassment or bullying of employees within the workplace Further, the society will:

• Conduct a review of actual incidences of violence that have occurred within the past year (or since last review)

• Identify and report to management and the Health and Safety Committee on trends, areas and activities of concern

• Engage in a process of identifying and evaluating the impact of any areas of concern on employees, volunteers, clients and others who are connected to the agency

• Develop a plan of action on how to address concerns and work to resolve or reduce the identified risks to employees

• Develop protocols and procedures to address situations where staff are working with women who are in high-risk situations

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Identifying Risk: Employee Responsibilities Under Section 116 of the Occupational Health and Safety Regulations of WorkSafeBC, workers are responsible for their own health and safety and the health and safety of others who may be affected by their actions or their failure to act. Individuals who are employed by __(Society Name)__ are responsible for ensuring their own health and safety and the safety of others who may be affected by their actions or failure to act. When working with clients who are in high-risk situations (either from others or self), it is essential that employees inform their immediate supervisor (and/or executive director) and:

• Discuss strategies for working with the woman • Discuss strategies for maintaining one’s own safety while assisting women

who are risk from others or self • Employ self-care strategies and develop a safety plan for one’s own well

being • Seek consultation/supervision as needed (according to agency procedures)

and • As much as possible (while being respectful of confidentiality) work in

coordination with other services that the woman may be engaged with

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6.5 Workplace Conduct

Policy Bullying in the workplace is the attempted or actual exercise by an employee towards another employee of any physical force so as to cause injury, and includes any threatening statement or behaviour which gives the employee reasonable cause to believe he or she is at risk of injury. This includes: horseplay, practical jokes, unnecessary running or jumping or similar conduct. Bullying also includes any emotional violence, intimidation, threats, harassment, belittling, etc. Any employee, who threatens, harasses or abuses another employee or any other individual at or from the workplace shall be subject to disciplinary action, up to and including termination of employment, and the pursuit of legal action. Violent action, threats and harassment are serious criminal offences, and shall be dealt with appropriately. This policy applies to all those working for the organization, including front line employees, contract service providers, managers and directors. The organization will not tolerate violence, whether engaged in by employees, managers, directors, or contract service providers. All employees are personally accountable and responsible for enforcing this policy and must make every effort to prevent and eliminate violence in the work environment and to intervene immediately by advising a member of management if they observe a problem or if a problem is reported to them. This policy prohibits reprisals against individuals, acting in good faith, who report incidents of workplace violence or acting as witnesses. Management will take all reasonable and practical measures to prevent reprisals, threats of reprisal, or further violence. Reprisal is defined as any act of retaliation, either direct or indirect. Disciplinary measures

1. If it is determined that any employee has been involved in any violent behaviour or unacceptable conduct related to another employee, immediate disciplinary action will be taken. Such disciplinary action may involve a formal warning, and could result in immediate dismissal without further notice.

2. This anti-violence policy must never be used to bring fraudulent or malicious

complaints against employees. It is important to realize that unsubstantiated or

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frivolous allegations may cause both the accused person and the agency significant damage. If it is determined that any employee has knowingly made false statements regarding an allegation related to violence, immediate disciplinary action will be taken. As with any case of dishonesty, disciplinary action may include immediate dismissal without further notice.

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Section Seven: References

American Chemical Society (2000). Safety Audit/Inspection Manual. Washington DC: Committee on Chemical Safety. Retrieved October 2011 from: dea.auth.gr/Manual/safety.pdf Canada Post. Suspicious Mail Alert. Retrieved October 2011 from: www.canadapost.ca/cpo/mr/assets/pdf/.../suspiciousmailposter_en.pdf Cardenas, Heidi. Safety Culture in the Workplace. Retrieved October 2011 from: http://www.ehow.com/about_5489018_safety-culture-workplace.html Chameleon Strategies. Lateral Violence in Aboriginal Communities. Retrieved November 2011 from: http://www.chameleonstrategies.ca/lateral-violence-in-first-nations-communities Information and Privacy Commissioner of Ontario (2007). Guidelines for the Use of Video Surveillance Cameras in Public Spaces. Retrieved October 2011 from: www.ipc.on.ca/images/Resources/video-e.pdf International Labour Organization, International Council of Nurses and World Health Organization and Public Services International (2005). Framework Guidelines for Addressing Workplace Violence in the Health Sector: The Training Manual. Retrieved September 2011 from: www.ilo.org/public/english/dialogue/sector/publ/health/manual.pdf Ontario Safety Association for Community and Healthcare (2009). Addressing Domestic Violence in the Workplace: A Handbook. Retrieved September 2011 from: www.osach.ca/products/.../PH-MWVP0-E-100109-TOR-001.pdf Ontario Safety Association for Community and Healthcare (2009). Bullying in the Workplace: A Handbook for the Workplace. Retrieved October 2011 from: www.osach.ca/products/resrcdoc/rvioe528.pdf Occupational Health and Safety Council of Ontario. Developing Workplace Violence and Harassment Policies and Programs: A Toolbox. Retrieved October 2011 from: www.labour.gov.on.ca/english/hs/pdf/wvps_toolbox.pdf

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Occupational Health and Safety Council of Ontario. Developing Workplace Violence and Harassment Policies and Programs: What Employees Need to Know. Retrieved October 2011 from: www.labour.gov.on.ca/english/hs/pdf/wvps_guide.pdf Poh, Lim Tian. Safety Audit at the Workplace. Retrieved October 2011 from: http://miosh.net/articles/.../Safety audit at the workplace.doc WorkSafeBC (2009). Joint Occupational Health and Safety Committee. Vancouver, BC: Worker & Employer Services Division. Retrieved October 2011 from: http://www.worksafebc.com/publications/publication_index/j.asp Workers Compensation Act [RSBC 1996] Chapter 492. Part 3 – Occupational Health and Safety, Division 1 – Interpretation and Purposes. Retrieved October 2011 from: http://www.bclaws.ca/EPLibraries/bclaws_new/document/LOC/freeside/--%20W%20--/Workers%20Compensation%20Act%20RSBC%201996%20c.%20492/00_Act/96492_03.xml WorkSafeBC (2011). Occupational Health and Safety Regulation. Retrieved October 2011 from: http://www2.worksafebc.com/Publications/OHSRegulation/GuidelinePart4.asp#SectionNumber:G4.20.1 WorkSafeBC (2006). Take Care: How to develop and implement a workplace violence prevention program. Vancouver, BC: Workers Compensation Board of British Columbia. Retrieved October 2011 from: http://www.worksafebc.com/publications/publication_index/t.asp

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Section Eight: Appendices

This section contains the following appendices: 8.1 Relevant legislation 8.2 Resources

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8.1 Relevant Legislation

8.1.1 Occupational Health and Safety Regulations Excerpted from Take Care: How to develop and implement a workplace violence prevention program, WorkSafeBC, 2006. Sections on violence in the workplace This part summarizes the sections of the Occupational Health and Safety Regulation that deal specifically with violence in the workplace. It is recommended that organizations refer to the specific sections in the Regulation itself to ensure legal requirements for workplace health and safety are being met. Section 4.27 Definition of “violence”

• Incidents of violence include attempted or actual assaults, or any threatening statement or behaviour, towards an employee of your company by any person other than a co-worker, which gives the employee reasonable cause to believe that he or she is at risk of injury.

• Incidents of violence may not occur on the job site; however, any incident is considered workplace violence if it arises out of the worker’s employment.

Section 4.28 Risk assessment

• A risk assessment is required if there is interaction between your employees and persons other than co-workers, with a potential for threats or assaults.

• To begin a risk assessment, conduct a survey among your staff relating to the following:

o Potential risks in the work environment. o Actual incidents of violence at your operation that occurred during the past

three to five years. Depending on the number and type of incidents, a one-year period may be sufficient.

• Try to ensure the survey gathers input from all staff members. • Review your company records and treatment books to identify trends, areas, and

activities of concern. • Check with similar operations to determine their experience of workplace

violence.

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• If there are two or more shifts, survey each shift. The risks may be different from one shift to another.

Section 4.29 Procedures and policies

• Once risks have been identified, take the necessary steps to eliminate the risks entirely. If that is not possible, take steps to minimize the risks.

• Develop preventive procedures that include appropriate steps to prevent injury to staff. Consider workplace layout; lighting; access and egress routes; and concerns identified in the risk assessment.

• Write the procedures down. Ensure that staff understand and follow them. Section 4.30 Instruction of workers

• Ensure that workers who may be exposed to a risk of violence are informed about the nature and extent of the risk.

• Inform new employees of all hazards relating to their employment. • Inform existing staff of hazards as soon as they are identified. • If one of your identified risks is a known individual (for example, a customer or a

delivery person), inform any staff likely to come in contact with the individual about his or her identity and the nature of the risk. Note: This information must not be indiscriminately distributed.

• Train all employees in safe work procedures before they are exposed to hazards. Section 4.31 Advice to consult physician

• Advise employees who report injuries or adverse symptoms resulting from an incident of violence to consult a doctor of their own choice. Document such advice on the violent incident report form.

• Workers do not have to consult a doctor if they do not think it necessary. Other relevant sections of the Regulation This part describes three other sections of the Regulation that deal with refusal of unsafe work, working alone or in isolation, and workplace conduct. Section 3.10 Reporting unsafe conditions

• Instruct workers to report any incidents of violence to managers or supervisors. • Incidents include threats as well as physical acts of violence. • Investigate incidents of violence to determine the steps needed to avoid their

recurrence, and initiate corrective action without delay. Section 3.4 Incident investigation reports

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• Document all incidents of violence. Complete violent incident report forms (see Part 5 of this booklet) and keep them for review to assist in decreasing or eliminating workplace violence.

• Note: General requirements to report, investigate, and document incidents are also covered in the Workers Compensation Act, Part 3, Division 10, sections 172 –177.

Section 3.12(1) of Refusal of Unsafe Work

• Workers must not carry out hazardous activities unless they have been trained to do so without undue risk to themselves or other workers. This includes the apprehension of robbers or shoplifters.

Section 4.21 of Working Alone or in Isolation

• Where there is a risk of violence to employees working alone, employers must ensure that checks are made at reasonable intervals and that there are means of emergency communication.

Section 4.25 of Workplace Conduct

• Workers must not engage in improper activity or behaviour that might create a hazard to themselves or others.

• Altercations between staff fall under section 4.25 rather than the sections on violence in the workplace (sections 4.27– 4.31), which apply to people other than co-workers, such as customers or clients.

8.1.2 Workers Compensation Act Excerpted from Take Care: How to develop and implement a workplace violence prevention program, WorkSafeBC, 2006. General duties under the Workers Compensation Act The following summaries are from the Workers Compensation Act, Part 3, Division 3, sections 115–117. The summaries do not use the exact wording of the Act, but are intended to give an overview of the general duties of employers, workers, and supervisors. All three groups are required to comply with the Act and the Regulation. Note: Where the Act uses the term supervisor, it can be substituted with manager, store manager, or employer when applied to the retail industry. Section 115 General duties of employers

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Employers must ensure the health and safety of all their employees and any other workers present at their worksite. Their responsibilities include the following:

• Remedy any hazards at the workplace. • Establish health and safety programs and policies as required by the Regulation. • Provide protective equipment and clothing as required, and ensure that workers

use it. • Provide the instruction, training, and supervision necessary to ensure the health

and safety of workers. Section 116 General duties of workers Workers must protect their own health and safety and the health and safety of others who may be affected by their actions or their failure to act. Their responsibilities include the following:

• Follow established safe work procedures, including the use of protective equipment and clothing as required.

• Ensure that your ability to work safely is not affected by alcohol, drugs, or other causes.

• Report any hazards to your supervisor or employer. Section 117 General duties of supervisors Supervisors must ensure the health and safety of all workers under their direct supervision. Their responsibilities include the following:

• Know the parts of the Act and the Regulation that apply to the work being supervised.

• Inform workers of all known or foreseeable health and safety hazards in the areas where they work.

• Consult and cooperate with the joint health and safety committee or worker health and safety representative, if there is one.

8.1.3 Canada Occupational Health and Safety Regulations Excerpted from the Department of Justice website at: http://laws-lois.justice.gc.ca/eng/regulations/SOR-86-304/page-108.html#h-313 Part xx: violence prevention in the work place Section 20.1 The employer shall carry out its obligations under this Part in consultation with and the participation of the policy committee or, if there is no policy committee, the work place committee or the health and safety representative.

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Section 20.2 In this Part, “work place violence” constitutes any action, conduct, threat or gesture of a person towards an employee in their work place that can reasonably be expected to cause harm, injury or illness to that employee. Section 20.3 The employer shall develop and post at a place accessible to all employees a work place violence prevention policy setting out, among other things, the following obligations of the employer:

(a) to provide a safe, healthy and violence-free work place (b) to dedicate sufficient attention, resources and time to address factors that contribute to work place violence including, but not limited to, bullying, teasing, and abusive and other aggressive behaviour and to prevent and protect against it (c) to communicate to its employees information in its possession about factors contributing to work place violence (d) to assist employees who have been exposed to work place violence.

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8.2 Resources

Crisis and Trauma Resource Institute, various manuals available for purchase: http://www.ctrinstitute.com/resources.html HRDC guide to workplace violence prevention: www.hrsdc.gc.ca/eng/labour/health_safety/.../work_place/pdf/guide.pdf International Labour Organization, International Council of Nurses and World Health Organization and Public Services International (2005). Framework Guidelines for Addressing Workplace Violence in the Health Sector: The Training Manual. www.ilo.org/public/english/dialogue/sector/publ/health/manual.pdf International Labour Organization, resources related to workplace violence: http://www.ilo.org/public/english/dialogue/sector/themes/violence.htm Ontario Safety Association for Community and Healthcare – OSACH (2009). Bullying in the Workplace: A Handbook for the Workplace. www.osach.ca/products/resrcdoc/rvioe528.pdf Workforce, sample domestic violence policy for the workplace: http://www.workforce.com/archive/article/benefits-compensation/editors-choice/sample-domestic-violence-prevention-policy.php WorkSafeBC (2012). Addressing Domestic Violence in the Workplace. A Handbook for Employers. http://www2.worksafebc.com/Topics/Violence/Resources-DomesticViolence.asp WorkSafeBC (2009). Joint Occupational Health and Safety Committee. http://www.worksafebc.com/publications/publication_index/j.asp WorkSafeBC (2011). Occupational Health and Safety Regulation. http://www2.worksafebc.com/Publications/OHSRegulation/GuidelinePart4.asp#SectionNumber:G4.20.1 WorksafeBC (2012). Occupational Health and Safety Training. http://www2.worksafebc.com/pdfs/CertificationandTraining/OHS_training_BC.pdf WorkSafeBC (2006). Take Care: How to develop and implement a workplace violence prevention program. www.worksafebc.com/publications/health_and_safety/by.../take_care.pdf

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