ࡱ> 7 bjbjUU 7|7|lv>>>?<N?vdWF@A(BBBCFGlUVVVVVV$RX rZ~%VHC@CHH%VHBBWHHHHBBUHHUHHNU|UB:@ Lcv5>!HdUU4W0dWU6ZHLZUH~ lGRAMBLING STATE UNIVERSITY GRAMBLING, LA 71245 VIOLENCE IN THE WORKPLACE PLAN SEPTEMBER 2001 Revised September 8, 2002 Revised March 4, 2003 TABLE OF CONTENT  TOC \o "1-2" INTRODUCTION  PAGEREF _Toc526039349 \h 5 PURPOSES  PAGEREF _Toc526039350 \h 5 DEFINITION  PAGEREF _Toc526039351 \h 5 MANAGEMENT RESPONSIBILITIES  PAGEREF _Toc526039352 \h 6 MANAGEMENT COMMITMENT  PAGEREF _Toc526039353 \h 8 EMPLOYEE RESPONSIBILITIES  PAGEREF _Toc526039354 \h 9 WORKPLACE ANALYSIS  PAGEREF _Toc526039355 \h 10 HAZARD PREVENTION AND CONTROL  PAGEREF _Toc526039356 \h 10 INCIDENT RESPONSE AND EVALUATION  PAGEREF _Toc526039357 \h 11 RECORDS  PAGEREF _Toc526039358 \h 12 EVALUATION  PAGEREF _Toc526039359 \h 13 COMMUNICATION  PAGEREF _Toc526039360 \h 13 TRAINING AND EDUCATION  PAGEREF _Toc526039361 \h 14 ADDITIONAL INFORMATION CONCERNING WORKPLACE VIOLENCE  PAGEREF _Toc526039362 \h 15 ATTACHMENTS  PAGEREF _Toc526039363 \h 16 WORKPLACE ANALYSIS  PAGEREF _Toc526039364 \h 16 HAZARD PREVENTION AND CONTROL  PAGEREF _Toc526039365 \h 18 ADMINISTRATIVE AND WORK PRACTICE CONTROLS  PAGEREF _Toc526039366 \h 20 INCIDENT RESPONSE  PAGEREF _Toc526039367 \h 23 WORKPLACE VIOLENCE CHECKLIST  PAGEREF _Toc526039368 \h 24 RECOGNIZING INAPPROPRIATE BEHAVIOR  PAGEREF _Toc526039369 \h 26 PERSONAL CONDUCT TO MINIMIZE VIOLENCE  PAGEREF _Toc526039370 \h 27  GRAMBLING STATE UNIVERSITY SUBJECT EFFECTIVE DATE VIOLENCE IN THE WORKPLACE PLAN SEPTEMBER 2001  PURPOSE To comply with Title 38:1543 of the Revised Statues and to provide a safe and assault free working environment for employees. STATEMENT OF POLICY 91㽶Ƶ is committed to providing safe and efficient services to it students, faculty, staff, and visitors. Each university employee must help to accomplish this through safe and efficient work practices. This includes ensuring that personnel are able to carry out their responsibilities in a safe, peaceful, and secure environment. Every employee at the university can expect to perform his/her assigned duties in an atmosphere that is free of threats and assaults. 91㽶Ƶ prohibits aggressive acts, verbal or nonverbal threats of violence or harassment by or against faculty, staff, administrators, students and visitors to its campus. The university minimizes chances of exposure of persons to violent, threatening or harassing situations by strongly enforcing managerial and administrative procedures and practices to deal with aggressive behavior. The university continuously analyzes various activities and work site to minimize the effects of violence, threatening, and harassing behaviors. All personnel upon employment and every three (3) years require training in the GSU Violence in the Workplace Plan afterwards.  Approved____________________________ ____________ Neari F. Warner, President Date 1.0 INTRODUCTION 1.1 Employees are the State's most valuable resource and their safety and security are essential to carrying out their responsibilities. Every employee has a reasonable expectation to perform his/her assigned duties in an atmosphere free of threats and assaults. 1.2 Recognizing the increasing incidence of violence in the workplace, the Governor of the State of Louisiana issued an executive order committing the Governor and the State of Louisiana to work toward a violence free workplace for state employees. 1.3 91㽶Ƶ fully supports this effort and is committed to a violence free workplace. 2.0 PURPOSES The purposes of this plan are to: 2.1 Direct implementation of effective security measures and administrative work practices to minimize exposure to conditions that could result in harm to state workers; 2.2 Promote a positive, respectful and safe work environment that fosters employees security, safety and health; and 2.3 Require ongoing analysis of the workplace and each work site for hazard prevention and control. 3.0 DEFINITION 3.1 Assault Assault is an attempt to commit a battery, or the intentional placing of another in reasonable apprehension of receiving a battery. (Example: I may have a stick raised and know that I have no intention of striking you, but, based on the circumstances, you have a reasonable apprehension that I plan to strike you). 3.2 Battery Battery is the intentional use of force or violence upon another; or the intentional administration of a poison or other noxious liquid or substance to another. 3.3 Credible Threat A credible threat is a statement or action that would cause a reasonable person to fear for the safety of him/her or that of another person and does, in fact, cause such fear. 3.4 Intentional Intentional refers to conduct when the circumstances indicate that the offender, in the ordinary course of human experience, must have considered the criminal consequences as reasonably certain to result from his act or failure to act. 3.5 Violence Violence is the commission of an assault of battery or the making of a credible threat. 3.6 Workplace The workplace is any site where an employee is placed for the purpose of completing job assignments. 3.7 Workplace Violence 4.0 MANAGEMENT RESPONSIBILITIES 91㽶Ƶ shall comply with federal and state statutes, rules, regulations and or guidelines in making reasonable efforts to: 4.1 Hire, train, supervise and discipline employees; 4.2 Intervene in situations of harassment in the workplace where the employer is aware of the harassment; 4.3 Ensure employees and/or independent contractors are fit for duty, and do not pose unnecessary risks to others; 4.4 Provide security precautions and other measures to minimize the risk of foreseeable criminal intrusion based upon prior experience or location in a dangerous area; 4.5 Maintain an adequate level of security; 4.6 Establish and implement a written policy and plan dealing with violence in the workplace. 4.7 Provide employee training on the agency plan, warning signs of potential for violent behavior, and precautions which may enhance the personal safety of the employee at work; 4.8 Warn an employee of a credible threat made by another to do harm to that employee; 4.9 Support the application of sanctions and/or prosecution of offenders, as appropriate; 4.10 Accommodate, after appropriate evaluation, employees who require special assistance following incident(s) of workplace violence; 4.11 Cooperate with law enforcement agencies; 4.12 Establish a uniform violence reporting system with regular review of submitted reports; 4.13 Initiate procedures to protect from retaliation employees who report credible threats; and 4.14 Keep up-to-date records to evaluate the effectiveness of administrative and work practice changes initiated to prevent workplace violence. 5.0 MANAGEMENT COMMITMENT 5.1 At 91㽶Ƶ management commitment, including the endorsement and visible involvement of top levels of supervision, provides the motivation and resources to deal effectively with workplace violence, and includes: 5.1.1 Organizational concern for employee emotional and physical safety and health; 5.1.2 Commitment to the safety and security of all persons at the workplace; 5.1.3 Assigned responsibility for the various aspects of the workplace violence prevention program to ensure that all supervisors and employees understand their roles and responsibilities; 5.1.4 Allocation of authority and resources to all responsible parties; 5.1.5 Accountability for involved supervisors and employees; 5.1.6 Debriefing/counseling for employees experiencing or witnessing assaults and other violent incidents; 5.1.7 Support and implementation of appropriate recommendations from violence prevention committees; and 5.1.8 Treatment and workplace violence, incidents, complaints and concerns with seriousness, keeping confidential all reports and the identification of parties, except to those who have a legitimate need to know and to the extent required by law. 6.0 EMPLOYEE RESPONSIBILITIES At 91㽶Ƶ: 6.1 Employees are required to report to their supervisor all threats or incidents of violent behavior in the workplace, which they observe or of which they are informed. Examples of inappropriate behavior, which shall be reported, include: 6.1.1 unwelcome name-calling, obscene language, and other abusive behavior; 6.1.2 intimidation through direct or veiled verbal threats; 6.1.3 physically touching another employee in an intimidating, malicious, or sexually harassing manner, including such act as hitting, slapping, poking, kicking, pinching, grabbing, and pushing; and 6.1.4 physically intimidating others including such acts as obscene gestures, "getting in your face, " fist shaking, throwing any object. 6.2 Employee involvement and feedback enable workers to develop and express their own commitment to safety and security and provide useful information to design, implement, and evaluate the program. At 91㽶Ƶ, employee involvement includes, but is not limited to: 6.2.1 understanding and complying with the workplace violence prevention program and other safety and security measures; 6.2.2 participating in employee complaint or suggestion procedures covering safety and security concerns; 6.2.3 providing prompt and accurate reporting of violent incidents; 6.2.4 cooperating with the safety and security committee that reviews violent incidents and security problems and makes security inspections; and 6.2.5 participating in continuing education covering techniques to recognizing and abate escalating agitation, assault behavior or criminal intent. 7.0 WORKPLACE ANALYSIS 7.1 The process of workplace analysis involves a step-by-step, common sense look at the workplace to find existing or potential hazards for the occurrence of workplace violence. The workplace analysis entails reviewing specific procedures or operations that contribute to hazards and specific locales where hazards may develop. The workplace analysis program includes, but is not limited to: 7.1.1 analyzing and tracking records: 7.1.2 monitoring trends: 7.1.3 analyzing incidents; and 7.1.4 analyzing workplace security. 7.2 At 91㽶Ƶ, the responsibility for conducting and maintaining workplace analysis is assigned to the Safety Office. 7.3 Additional information concerning the performance of a workplace analysis can be found in Attachment 1, "Workplace Analysis." 8.0 HAZARD PREVENTION AND CONTROL 8.1 After the completed workplace analysis is reviewed and approved, workplace adaptations, engineering controls, administrative controls, and work practice controls shall be implemented by 91㽶Ƶ, to prevent or control, to the extent possible, any discovered hazards. If workplace violence does occur, the post-incident response and evaluation section of this policy (Section 9.0) shall be implemented. 8.2 Engineering controls and workplace adaptations remove the hazard from the workplace or create a barrier between the worker and the hazard. Examples of engineering controls and workplace adaptations can be found in Attachment 2, "Hazard Prevention and Control." 8.4 At 91㽶Ƶ, the responsibility for hazard prevention and controls is assigned to the Office of Safety. 9.0 INCIDENT RESPONSE AND EVALUATION 9.1 Assistance for victimized employees and employees who may be affected by witnessing a workplace violence incident will be provided. Whenever an incident takes place, injured employees will receive appropriate medical treatment and psychological evaluation as necessary, in accordance with existing statutes. At 91㽶Ƶ this assistance is provided through the Office of Safety and Risk Management, Human Resources, and EEO Office 9.2 An employee who has been threatened or assaulted by another at the workplace will immediately report the situation to his/her supervisor. The supervisor to whom the incident is reported will immediately notify the Human Resource Director. 9.3 Written statements shall be obtained from all involved, including those who witnessed the incident. A statement form, which may be used, is found in Attachment 3, "Violence Incident Statement." The form is designed to answer the WHO, WHAT, WHEN, WHERE, HOW, and WHY of the incident while the event is still fresh. Concurrent with obtaining the written statements or as soon as possible thereafter, 91㽶Ƶ shall interview all parties to the incident, including victims, subjects and witnesses, and prepare written summaries of the interviews. The summaries shall be the bases on which to determine the facts of the event. 9.4 The following actions should be taken in accordance with the severity of the incident: 9.4.1 The situation is not dangerous: Separate employees involved and isolate until they are interviewed and their statements are taken; Separate witnesses until they are interviewed and their statements are taken; and document all actions and statements. 9.4.2 The situation is dangerous: Contact local security at (318-274-2219) or police at (247-3771); Order all those presenting the danger to leave the facility immediately (unless this action must be taken by police/security); Do not attempt to physically remove an individual (leave it to the police/security); and Document all actions and statements. 9.5 Additional information concerning post incident response and evaluation can be found in Attachment 4, "Incident Response." 10.0 RECORDS 10.1 Records associated with violence in the workplace need to be kept in a permanent, secure, and confidential manner. It shall be the responsibility of the Budget Office to help evaluate security, methods of hazard control, and identify training needs. The following records are important and shall be maintained in accordance with pertinent statutes as part of the violence prevention program: 10.1.1 reports of work injury, including workers compensation injuries, if necessary; 10.1.2 report for each reported assault, incidents of abuse, verbal attack, or aggressive behavior occurring between persons in the workplace; 10.1.3 police reports of incidents occurring in the workplace; 10.1.4 minutes of safety meetings, records of hazards' analysis, and corrective actions recommended; 10.1.5 violence in the workplace training, including subjects covered, attendees, and qualifications of trainers; 10.1.6 other appropriate reports. 11.0 EVALUATION 11.1 Regular evaluation of safety and security measures affecting the violence prevention program shall be conducted at least annually. At 91㽶Ƶ, this evaluation shall be the responsibility of the Office Safety. 11.2 The evaluation program consists of: 11.2.1 reviewing reports and minutes from staff meetings on safety and security issues; 11.2.2 analyzing trends in illness/injury or fatalities caused by violence; 11.2.3 measuring improvement based on lowering the frequency and severity of workplace violence; 11.2.4-surveying employees before and after making job or workplace changes or installing security measures or new systems to determine their effectiveness; 11.2.5 requesting periodic outside review of the workplace recommendations on improving employee safety; and 11.2.6-interviewing employees who experience hostile situations about the medical treatment received initially. 12.0 COMMUNICATION 12.1 At 91㽶Ƶ, we recognize that to maintain a safe, healthy and secure workplace, we must have open communication among employees, including all levels of supervision, on these issues. The open communication process includes, but is not limited to: 12.1.1 periodic review of this policy with all employees; 12.1.2 discussions of violence in the workplace during scheduled safety meetings; 12.1.3 posting or distributing information on violence in the workplace; and 12.1.4 procedures to inform supervisors about violence in the workplace, hazards, or threats of violence. 12.2 University Police Department shall provide an appropriate place for employees to discuss security concerns with assurance that necessary confidences will be maintained. 13.0 TRAINING AND EDUCATION 13.1 At 91㽶Ƶ, 13.1.1 all employees, including all levels of supervision, shall have training and instruction on general, job-specific, and work site-safety and security practices; 13.1.2 training shall begin with orientation of new employees within three months of employment and every three (3) years thereafter. 13.2 At 91㽶Ƶ, workplace violence training shall be the responsibility of the Office of Safety. 13.3 General violence in the workplace training and instruction address, but are not limited to, the following areas: 13.3.1 explanation of the workplace policy as established by 91㽶Ƶ; 13.3.2 measures for reporting any violent acts or threats of violence; 13.3.3 recognition of hazards including associated risk factors; 13.3.4 measures to prevent workplace violence, including procedures for reporting workplace hazards or threats to appropriate supervision; 13.3.5 ways to defuse hostile or threatening situations; 13.3.6 measures to summon others for assistance; 13.3.7 routes of escapes available to employees; 13.3.8 procedures for notification of law enforcement authorities when a criminal act may have occurred; 13.3.9 procedures for obtaining emergency medical care in the event of a violent act upon an employee; and 13.3.10 information on securing post-event trauma counseling for those employees desiring or needing such assistance. 14.0 ADDITIONAL INFORMATION CONCERNING WORKPLACE VIOLENCE 14.1 Attachment 5, "Workplace Violence Checklist," may be used in identifying present or potential workplace violence problems. 14.2 Attachment 6, "Recognizing Inappropriate Behavior," may be helpful. 14.3 Attachment 7, "Personal Conduct to Minimize Violence " may be helpful to an individual in understanding what he/she might do to prevent violence. ATTACHMENT 1 WORKPLACE ANALYSIS 1.0 GENERAL 1.1 Workplace analysis involves a step-by-step, common sense look at the workplace to find existing or potential hazards for workplace violence. This entails reviewing specific procedures or operations that contribute to hazards and specific locales where hazards may develop. 1.2 A "Threat Assessment Team," "Patient Assault Team," similar task force, or coordinator may assess the vulnerability to workplace violence prevention program actions to be taken. Implementing the workplace violence prevention program then may be assigned to this group. The team should include representatives from senior management, security, and human resources staff. 1.3 The team or coordinator can review injury and illness records and workers compensation claims to identify patterns of assaults that could be prevented by workplace adaptation, procedural changes, or employee training. As the team or coordinator identifies appropriate controls, these should be instituted. 1.4 The recommended program for workplace analysis includes, but is not limited to, analyzing and tracking records, monitoring trends and analyzing incidents, screening surveys, and analyzing workplace security. 2.0 WORKPLACE ANALYSIS PROGRAM 2.1 Records Analysis and Tracking This activity includes reviewing medical (in as far as permitted), safety, workers compensation, and insurance records to pinpoint instances of workplace violence. Scan unit logs and employee and police reports of incidents or near-incidents of assault behavior to identify and analyze trends in assaults relative to particular departments, units, job titles, unit activities, workstations, and/or time of day. Tabulate these data to target the frequency and severity of incidents to establish a baseline for measuring improvement 2.2 Monitoring Trends and Analyzing Incidents Contacting similar local businesses, trade associations, and community and civic groups is one way to learn about their experiences with workplace violence and to help identify trends. Use several years of data, if possible, to track trends of injuries and incidents of actual or potential workplace violence. 2.3 Workplace Security Analysis 2.3.1 The team or coordinator should periodically inspect the workplace and evaluate employee tasks to identify hazards, conditions, operations, and situations that could lead to violence. The periodic review process should also include employee feedback and follow-up. 2.3.2 To find areas requiring further evaluation, the team or coordinator should: Analyze incidents, including the characteristics of assailants and victims, an account of what happened before and during the incident, and the relevant details of the situation and its outcome. When possible, obtain police reports and recommendations. Identify jobs or locations with the greatest risk of violence as well as processes and procedures that put employees at risk of assault, including frequency and time/day/date. Note high-risk factors such as types of clients or patients (e.g., psychiatric conditions or patients disoriented by drugs, alcohol, or stress); physical risk factors of the building; isolated locations/job activities; lighting problems; lack of phones and other communication devices; areas of easy, unsecured access; and areas with previous security problems. Evaluate the effectiveness of existing security measures, including engineering control measures. Determine if risk factors have been reduced or eliminated, and take appropriate action. 2.4 Independent reviewers, such as safety and health professionals, law enforcement security specialists, insurance safety auditors, and other qualified persons may offer advice to strengthen programs. These experts also can provide fresh perspectives to improve a violence prevention program. ATTACHMENT 2 HAZARD PREVENTION AND CONTROL 1.0 GENERAL After hazards of violence are identified through the systematic workplace analysis, the next step is to design measures through engineering or administrative and work practices to prevent or control these hazards. If violence does occur, incident response can be an important tool in preventing future incidents. 2.0 ENGINEERING CONTROLS AND WORKPLACE ADAPTATION 2.1 Engineering controls, for example, remove the hazard from the workplace or create barrier between the worker and the hazard. There are several measures that can effectively prevent or control workplace hazards, such as those actions presented in the following paragraphs. The selection of any measure should be based upon the hazards identified in the workplace security analysis of each family. 2.1.1 Assess any plans for new construction or physical changes to the facility or workplace to eliminate or reduce security hazards. 2.1.2 Install and regularly maintain alarm systems and other security devices, cellular phone, and private channel radios where risk is apparent or may be anticipated; and arrange for a reliable response system when an alarm is triggered. 2.1.3 Provide metal detectors--installed or hand-held, where appropriate--to identify guns, knives or other weapons, according to the recommendations of security consultants. 2.1.4 Use a closed-circuit video recording for high-risk areas on a 24-hour basis. Public safety is a greater concern than privacy in these situations. 2.1.5 Place curved mirrors at hallway intersections or concealed areas. 2.1.6 Enclose public service areas, such as cashier's office, and install deep service counters or bullet-resistant, shatterproof glass. Provide employee "safe rooms" for use during emergencies 2.1.7 Provide waiting areas designed to maximize comfort and minimize stress. 2.1.8 Arrange furniture to prevent entrapment of staff. In interview rooms or crisis treatment areas, furniture should be minimal, lightweight, without sharp corners or edges, and/or affixed to the floor. Limit the number of pictures, vases, ashtrays, or other items that can be used as weapons. 2.1.9 Provide lockable and secure bathrooms for staff members separate from students and visitor facilities. 2.1.10 Lock all unused doors to limit access in accordance with fire codes. 2.1.11 Install bright, effective lighting indoors and outdoors. 2.1.12 Replace burned-out lights, broken windows, and locks. 2.1.13 Keep automobiles well maintained. Always lock automobiles ATTACHMENT 3 ADMINISTRATIVE AND WORK PRACTICE CONTROLS 3.1 Administrative and work practice controls affect the way jobs or tasks are performed. The following example illustrates how changes in work practices and administrative procedures can help prevent violent incidents. 3.1.1 State clearly to students and employees that violence is not permitted or tolerated. 3.1.2 Establish liaisons with local police and state prosecutors. Report all incidents of violence. Provide police with physical layouts of facilities to expedite investigations. 3.1.3 Require employees to report all assaults or threats to a supervisor or manager (e.g., can be confidential interview). Keep logbooks and reports of such incidents to help in determining any necessary actions to prevent further occurrences. 3.1.4 If needed, advise and assist employees of procedures for requesting police assistance or filing charges when assaulted. 3.1.5 Provide management support during emergencies. Respond promptly to all complaints. 3.1.6 Set up a trained response team to respond to emergencies. 3.1.7 Use promptly trained security/police officers, when necessary, to deal with aggressive behavior, or dial 2222 or 2219, as appropriate. Follow written security procedures. 3.1.8 Ensure adequate and properly trained staff for restraining attackers. 3.1.9 Provide sensitive and timely information to persons waiting in line or in reception area. Adopt measures to decrease waiting time. 3.1.10 Ensure adequate and qualified staff coverage at all times, taking into account the times of greatest risk at each facility. 3.1.11 Institute a sign-in procedure with passes for visitors. Enforce visitor procedures. 3.1.12 Control accesses to facilities other than reception areas or other public access rooms. 3.1.13 Prohibit employees from working alone in areas of substantial risk, particularly at night or when assistance is unavailable. 3.1.14 Establish policies and procedures for secured areas and emergency evacuations. 3.1.15 Ascertain the behavioral history of new employees to learn about any past violent or assault behaviors or problems, keeping in mind confidentiality and worker safety issues. 3.1.16 Treat and/or interview aggressive or agitated individuals in relatively open areas that still maintain privacy and confidentiality (e.g., rooms with removable partitions). 3.1.17 Use case management conferences with co-workers and supervisors to discuss ways too effectively treat potentially violent individuals. 3.1.18 Prepare contingency plans to deal with individuals who are "acting out" or making verbal or physical attacks or threats. 3.1.19 Periodically survey the facility to remove tools or possessions left by visitors or maintenance staff, which could be used inappropriately. 3.1.20 Provide employees with identification badges, preferably without last names, to readily verify employment. 3.1.21 Provide employees with security escorts to parking areas in evening or late hours. Parking areas should be highly visible, well lighted, and safely accessible to the building. 3.1.22 Use the "buddy system," especially when personal safety may be threatened. Encourage employees to avoid threatening situations. Staff should exercise extra care in elevators, stairwells, and unfamiliar surroundings; immediately leave premises if there is a hazardous situation; request security/police escort if needed. 3.1.23 Establish a daily work plan for field staff to keep a designated contact person informed about worker's whereabouts throughout the workday. If an employee does not report in, the contact person should follow up. 3.1.24 Conduct a comprehensive post-incident evaluation, including psychological as well as medical treatment, for employees who have been subjected to abusive behavior. ATTACHMENT 4 INCIDENT RESPONSE Incident response and evaluation are essential to an effective violence prevention program. In accordance with existing statutes, all workplace violence programs should provide comprehensive assistance for victimized employees and employees who may be affected by witnessing a workplace violence incident. Victims of workplace violence may suffer a variety of consequences in addition to their actual physical injuries. These could include short and long-term psychological trauma, fear of returning to work, changes in relationships with co-workers and family, feelings of incompetence, guilt, powerless, and fear of criticism. Consequently, a strong follow-up program for these employees will help them to deal with problems. There are several types of assistance that could be incorporated into the post-incident response. For example, trauma- crisis counseling, critical incident stress debriefing, or employee assistance programs may be provided to assist victims. Certified employee assistance professionals, psychologists, psychiatrists, clinical nurse specialists, or social workers could provide this counseling service, peer counseling, or support groups may be established. In any case, persons assigned to respond to incidents of violence must be well trained and have a good understanding of the issues and consequences of assaults and other aggressive, violent behavior. Appropriate and promptly rendered incident debriefings and counseling should reduce psychological trauma and general stress levels among victims and witnesses. In addition, appropriate response educates staff about workplace violence and positively influences the workplace. ATTACHMENT 5 WORKPLACE VIOLENCE CHECKLIST This checklist helps identify present or potential workplace violence problems. Employers may be aware of other serious hazards not listed here. Designated competent and responsible observers can readily make periodic inspections to identify and evaluate workplace security hazards and threats of workplace violence. These inspections should be scheduled on a regular basis; when new, previously unidentified security hazards are recognized; when occupational deaths, injuries, or threats of injury occur, when a safety, health and security program is established; and whenever workplace security conditions warrant an inspection. Periodic inspections for security hazards include identifying and evaluating potential workplace security hazards and changes in employee work practices, which may lead to comprising security. Please use the following checklist to identify and evaluate workplace security hazards. TRUE notations indicate a potential risk for serious security hazards: ___ T ___F This institution frequently confronts violent behavior and assaults of staff. ___ T ___F Violence occurs regularly where this facility is located. ___ T ___F Violence has occurred on the premises or in conducting business. ___ T ___F Customers, students, or co-workers assault, threaten, yell, push, or verbally abuse employees or use racial or sexual remarks. ___T ___F Employees are NOT required to report to the employer incidents or threats of violence, regardless of injury or severity. ___T ___F The employer has not trained employees to recognize and handle threatening, aggressive, or violent behavior. ___T ___F Some managers, supervisors, and/or employees accept Violence as part of the job. ___T ___F Access and freedom of movement within the workplace are NOT restricted to those persons who have a legitimate reason for being there. ___T ___F The workplace security system is inadequate --i.e., door locks malfunction, windows are not secure, and there are no physical barriers or containment systems. ___T ___F Medical and counseling services have NOT been made available to employees who have been assaulted. ___T ___F Alarm systems such as panic alarm buttons, silent alarms, or personal electronic alarm systems are NOT being used for prompt security assistance. ___T ___F There is no regular training provided on correct response to alarm sounding. ___T ___F Alarm systems are NOT tested on a monthly basis to assure correct function. ___T ___F Security guards are NOT employed at the workplace. ___T ___F Closed circuit cameras and mirrors are NOT used to monitor dangerous areas. ___T ___F Metal detectors are NOT available or NOT used in the facility. ___T ___F Employees have NOT been trained to recognize and control hostile and escalating aggressive behaviors, and to manage assault behavior. ___T ___F Employees CANNOT adjust work schedules to use the "Buddy system" for visits by students or co-workers to not feel threatened. ___T ___F Cellular phones or other communication devices are NOT made available to field staff to enable them to request aid. ___T ___F Employees work where assistance is NOT quickly available. ATTACHMENT 6 RECOGNIZING INAPPROPRIATE BEHAVIOR Inappropriate behavior is often a warning sign of potential hostility or violence. When left unchecked it can escalate to higher levels. Employees who exhibit the following behaviors should be reported and disciplined in accordance with the organization's policies: Unwelcome name-calling, obscene language, and other abusive behavior. Intimidation through direct or veiled threats. Throwing objects in the workplace regardless of the size or type of object being thrown or whether a person is the target of a thrown object. Physically touching another employee in an intimidating, malicious, or sexually harassing manner. That includes such acts as hitting, slapping, poking, kicking, pinching, grabbing, and pushing. Physically intimidating others including such acts as obscene gestures, "getting in your face," and fist fighting. ATTACHMENT 7 PERSONAL CONDUCT TO MINIMIZE VIOLENCE Follow these instructions in your daily interactions with people to defuse potentially violent situations. If at any time a person's behavior starts to escalate beyond your comfort zone, withdraw from the situation. Do Project calmness: move and speak slowly, quietly, and confidently. Be a good listener: encourage the person to talk, and listen patiently. Focus your attention on the other person to demonstrate your interest in what he/she has to say. Maintain a relaxed yet attentive posture and position yourself at an angle rather than directly in front of the other person. Acknowledge the person's feelings by gestures such as nodding your head. Ask the person to move to a less public, quiet area, if appropriate. Establish ground rules if unreasonable behavior persists. Calmly describe the consequences of any violent behavior. Use delaying tactics, which will give the person time to calm down. For example, offer a drink of water (in a disposable cup). Be reassuring and point out choices. Identify and deal with specific issues. Accept criticism in a professional manner. Ask for his/her recommendations. Repeat back to him/her what you feel he/she is Requesting of you. Position yourself so that a visitor cannot block your access to an exit. ATTACHMENT 7 PERSONAL CONDUCT TO MINIMIZE VIOLENCE Do Not Make false statements or promises you cannot keep. Try to impart a lot of technical or complicated information when emotions are high. Take sides or agree with distortions. Invade the individual's personal space. Make sure there is a space of 3' to 6' between you and the person. Use styles of communication, which generate hostility such as apathy, brush off, coldness, condescension, and robots, going strictly by the rules, or giving the run-around. Reject all of an individual's demands from the start. Pose in challenging stances such as standing directly opposite someone, hands on hips or crossing your arms. Avoid any physical contact, finger pointing, or long periods of fixed eye contact. Make sudden movements, which can be seen as threatening. Notice the tone, volume, and rate of your speech. Challenge, threaten, or dare the individual. Never belittle the person or make him/her feel foolish. Criticize or act impatiently toward the agitated individual. Attempt to bargain with a threatening individual. Try to make the situation seem less serious than it is. 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