PROCEDURE REF NO: SABP/RISK/0012/PROCEDURE 05 PROCEDURE

Transcription

1 PROCEDURE REF NO: SABP/RISK/0012/PROCEDURE 05 PROCEDURE NAME OF PROCEDURE Lone Worker under the Health and Safety Policy REASON FOR PROCEDURE To minimise the risks to staff working alone WHAT THE PROCEDURE WILL ACHIEVE: To set out clear guidance for the effective management and minimisation of lone working risks WHO NEEDS TO KNOW ABOUT IT? All directorates, clinical and managerial staff DATE APPROVED 23 rd February 2018 VERSION NUMBER 4.0 APPROVING COMMITTEE Executive Board DATE OF IMPLEMENTATION 5 th March 2018 DATE OF FORMAL REVIEW 1 st November 2019 AUTHOR/REVIEWER: Martin Clark, Local Security Management Specialist RESPONSIBLE DIRECTORATE DISTRIBUTION Quality All directorates, clinical and managerial staff This policy has been reviewed and is compliant with the most up to date Code of Practice and NICE Guidelines TITLE OF CODE OF PRACTICE NICE REFERENCE NUMBER Health and Safety at Work Act 1974 Lone Worker Procedure Page 1 of 23

2 POLICY, PROCEDURE AND GUIDELINE DEVELOPMENT PROCEDURE VERSION CONTROL SHEET Version Date Author Status Comment 1.0 August 2012 Bill Elliot Approved 2.0 May 2013 Bill Elliot Approved 2.1 August 2016 Martin Clark Draft Complete review & rewrite procedure which sites under the Health and Safety Policy th October 2016 Martin Clark Draft 3.0 November 2016 Martin Clark Approved Approved at Executive Board 4.0 February 2018 Martin Clark Approved Minor Changes Lone Worker Procedure Page 2 of 23

3 Introduction Under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations 1999, employers have a legal duty to assess all risks to health and safety, including the risks of lone working. Employers have a legal responsibility to provide a safe working environment, and part of this responsibility is to provide safe and adequate staffing levels. Inadequate staffing levels not only mean that staff are more likely to be working alone in the first place, but also make it more difficult to implement the rigorous reporting and risk assessment procedures and necessary backup that lone working requires. The term lone worker is used in this guidance to describe a wide variety of staff who work, either regularly or occasionally, on their own, without access to immediate support from work colleagues, managers or others. This could be inside a hospital or similar environment, or in a community setting; there is no single definition that encompasses those who may face lone working situations and, therefore, increased risks to their security and safety. While lone workers may face higher risks, it is important that these risks are not overestimated; creating an unnecessary fear amongst staff that is disproportionate to the reality of the risks faced. It is therefore important that work to minimise the risks is based on fact. e.g. refer to previous incidents A common-sense approach should be adopted and encouraged for the protection of lone workers. A balance needs to be struck between providing a high standard of care for people who use services and the protection of lone workers where there are perceived or real risks. The main aims of the lone worker procedure are to: raise staff awareness of safety issues relating to lone working ensure that lone working is risk-assessed in an appropriate and dynamic way and that safe systems and methods of work are put in place to reduce the risk, so far as is reasonably practicable ensure that appropriate training is available to all staff to equip them to recognise risks and provide practical advice on safety when working alone, including, where appropriate, how to use lone working devices support is provided ensure that there are the organisational structure, defined roles and responsibilities, communication links and support in place to help lone workers if they need assistance demonstrate to managers and their colleagues that lone working staff are safe and have procedures in place to protect them encourage full reporting and recording of any adverse incidents relating to lone working Reduce the incidents of violence and abuse and injuries to staff related to lone working. Lone Worker Procedure Page 3 of 23

4 1.0 ROLES & RESPONSIBILITIES Every Manager of a service or department will draw up a local lone working protocol that reflects the special nature of their service, local conditions and circumstances. Note: The majority of Trust staff will, at some point during their working week, be classed as lone working. (See Definitions below) The local protocol should be in line with the Trust Lone Worker Procedure & should cover issues of summoning help, employees working alone in the workplace and employee visits outside their work base or between workplaces. Any local arrangements must be agreed with the persons affected and line management. The Health and Safety Risk assessment must be completed and will form the basis for the risk assessment and any local procedures (Appendix 5). Managers must ensure: Any incident arising out of lone worker situations is reported in accordance with the Trusts Incident Management Policy. Action is taken to minimise the effects of a recurrence. that staff are fully involved in the risk assessment process, including the control measures when being required to work alone where the risk assessment identifies a training, information or instruction requirement in order to reduce the risks to an acceptable level, such training, information or instruction is provided. Staff must ensure: They have read and abide by the local lone working protocol 2.0 DEFINITIONS Lone workers will include:- Staff employed to work with people who use services related work whose may take them away from their base. eg CPNs (Community Nurses) Staff employed on service related work whose work may take them away from their base or who are working in remote areas e.g. Maintenance staff. Staff employed in an establishment/part of an establishment where for part/all of their hours they are alone e.g. Receptionists. Staff employed out of normal hour s e.g. Domestic/cleaning staff, on call staff, night duty staff. Work undertaken at a person who uses service place of residence in the community, on the street or elsewhere outside of the Trust s control. e.g. Home Treatment team staff Staff travelling alone between locations on Trust business e.g. Corporate staff Lone Worker Procedure Page 4 of 23

5 3.0 RISK ASSESSMENT PROCESS When completing a risk assessment consideration should be given to the following possible risks and it is recommended the risk assessment is conducted in consultation with the appropriate people (e.g. Security Manager, Health and Safety manager, Head of clinical risk and safety) thus ensuring that all risks from lone working are identified and appropriate control measures introduced to minimise, control or remove them. These control measures will include ensuring that lone workers receive sufficient information, training, instruction and advice. The line manager must also ensure that any necessary physical measures are put in place, appropriate technology is made available and, where the safety of lone workers is threatened, that alternative arrangements can be made. Risk assessments are reviewed at least annually and following an incident of lone working. Does the workplace present a specific risk to the lone worker, for example due to temporary access equipment, such as portable ladders or trestles that one person would have difficulty handling? Is there a risk of visiting a person using services at their home address Is there an associated risk of violence and/or aggression Is there a history of this person having possession or access to the use of a weapon? Is there a safe way in and out for one person, e.g. for a lone person working out of hours where the workplace could be locked up? Is there machinery involved in the work that one person cannot operate safely? Are chemicals or hazardous substances being used that may pose a particular risk to the lone worker? Does the work involve lifting objects too large for one person? Are there any reasons why the individual might be more vulnerable than others and be particularly at risk if they work alone (for example if they are young, pregnant, disabled or a trainee)? If the lone worker s first language is not English, consideration should be given to whether suitable arrangements are in place to ensure clear communications, especially in an emergency? Lone Worker Procedure Page 5 of 23

6 Does the person have a medical condition if so consider both routine work and foreseeable emergencies that may impose additional physical and mental burdens on an individual Out of hours working when visiting a person using services at home 4.0 Use of Electronic devices When considering purchasing lone working device identified in a Managers risk assessment for staff, ensure that they are reliable and have been signed off by the Security Manager that they conform to BS8484:2011 and Secured by Design lone worker industry standards. Devices should have an SOS alarm function, can monitor and record abusive behaviour, provide GPS and GPRS technology, they can summon support services and provide 24/7 support to staff and the recordings may be used in court proceedings, full user training and support and full reports for management audits is provided. Lone working devices should be worn on staff person either on their waist using a holster or around the neck as ID badge. Other equipment that can be considered for issue to staff following a risk assessment, this list is not exhaustive but items for suggestion: Personal screech alarms High powered torches Mobile phones please refer to section 4.0 Radios Pagers Lone Worker Procedure Page 6 of 23

7 5.0 MONITORING Policy /Procedure Compliance Monitoring Table What will be monitored Required H&S risk assessments are in place and reviewed Required H&S risk assessments are in place and risks are adequately controlled How/ Method Management review Quarterly Audit Independent audit Foundation Standards Frequency Lead Reporting to Monthly 3 monthly to programme Foundation Standards review Local Manager Self-audit H&S team Accreditation Team Senior Manager Senior Manager Senior Manager & H&S Committee Senior Manager. Deficiencies / gaps recommendations and actions Monitored at H&S Committee Senior Manager. Monitored at H&S Committee 5.0 APPENDICES Appendix 1 - Guidance to assist in the development of local procedures Appendix 2 - Assessing Risks Prior to Carrying out an Appointment Appendix 3 Example of a Local Team Lone Working Protocol Appendix 4 Lone Working tips for staff Appendix 5 National Guidance of run, hide and tell Appendix 6 Risk Assessment Lone Worker Procedure Page 7 of 23

8 APPENDIX 1 Guidance to assist in the development of local procedures Lone Working General Certain jobs, activities or situations may require staff to be issued with specific safety devices or equipment in order to reduce risks or to give extra confidence in situations where they may feel vulnerable. (see 4.0 guidance on the use of electronic devices) Working Alone Staff whose work involves them in visiting people who use services in the community or working in remote locations where help and support is not always immediately available are more vulnerable than other staff. Under normal circumstances staff working in shared accommodation will rarely find themselves working alone. Where staff are exceptionally left on their own in the building, a procedure should exist to inform them they will be working alone. If staff are working alone in a building they should check that the building is secure. This would include checking that visitors have left the premises - the presence and use of a visitor s book will assist in this. It is a wise precaution to try and work in such a way where casual passers-by cannot easily determine that someone is working alone e.g. by turning on other lights in the area where you are left. To minimise the risks involved, managers should ensure that adequate systems are in place to predict and deal with risky situations. It is essential that staff are protected and managers will need to ensure effective consultation and communication to avoid situations where staff may feel they are being singled out. The following points may assist managers when considering ways to reduce risks and develop safe working practices. Staff should be aware of risk of an offensive weapon when undertaking visits to people in the community settings and if feel threatened first vacate the building then contact the police. Weapons include: "any article made or adapted for use to causing injury to the person, or intended by the person having it with him for such use" Please refer to National Guidance on run, hide, tell Appendix 5 1. clear guidance on health & safety should be given to all employees on their induction to the workplace. This would include familiarising staff with both Trust and local procedures. Individual employees should be reminded that they have a responsibility under health & safety legislation for their own safety. 2. establish systems for identifying staff awareness and training needs, including monitoring arrangements. Staff should be the subject of regular refresher training specific to the needs of individual working practices. Lone Worker Procedure Page 8 of 23

9 3. Establish procedures for identifying, recording and disseminating to affected staff, the levels of risk of violence from people who use services, their carers, other individuals, the local environment, the presence of animals (including pets). 4. staff supervision and appraisals, team meetings etc. should be used to disseminate/ share information relevant to personal safety issues. Risks relevant to work situations and staff, should be handed over to the next team, shift or group of workers. 5. consider providing each member of staff with a personal alarm. 6. having available equipment such as, electronic lone working device linked into control centre with 24/7 back up support, mobile phones, radios, pagers for use in identified in at risk circumstances. 7. know when and how to use any agreed local contingency plan. 8. using accurate appointment or where are you systems. Whenever staff go out on a visit to a people who use services, ALWAYS leave accurate written information as to where going; who with; when due back. 9. establish workable reporting back arrangements e.g. contacting base after each appointment or at regular intervals, particularly during the hours of darkness or in other high risk situations. Each staff member must take responsibility for alerting their base about any changes/delays in visit schedules. 10. develop special arrangements for identified high risk situations and ensure that staff know how to use them and how to react to them. For example, alarm systems or coded telephone messages. Whenever out on a community visit, your mobile telephone MUST be switched on and working at all times. 11. establish a clear procedure for staff and managers relating to the withdrawal of care in high risk situations. Each worker should agree a code word with their base to be used if the worker finds themselves detained against their will. 12. ensure that management and supervision is sufficient so that procedures continue to be effective in reducing risk to lone workers. Lone Worker Procedure Page 9 of 23

10 APPENDIX 2 Assessing Risks Prior to Carrying out an Appointment The following issues must be considered by all staff prior to an appointment with a people who use services: History of aggression? - nothing predicts behaviour like behaviour itself. History of threats? - by making a threat, a person often becomes accustomed to the idea that it may be carried out. Written threats may be even more predictive of violence as they take time and effort. Workplace violence think about any violence incidents that have occurred in your work place and assess the risk to staff and statistics below Strangers were the offenders in 54% of cases of workplace violence. Among the 46% of incidents where the offender was known, the offenders were most likely to be a person or a member of the public known through work 2014/15 Crime Survey for England and Wales (CSEW). Possession of an Offensive weapon Guidance to call the Police It must be stressed that SABP does not endorse any form of physical intervention in the circumstances where a person is in possession of an offensive weapon such as knives or guns and police should be called if threatened and staff withdraw to a safe place. Where the possession/use of a firearm is known or suspected the Police, Local Security Specialist (LSMS) and the immediate line managers should be informed without delay. Power over liberty? - removal of children into care is usually carried out by at least two, often with police presence; detaining someone under the Mental Health Act is often a single handed approach. Change in circumstances? - Loss of job, bereavement or even a change in CPN can cause stress that may precipitate violence. Behaviour? - once engaged in an appointment one can protect themselves by being aware of some of the indicators of violence. Speeding up of speech; pacing up and down or a repetitive movement becoming more pronounced, can indicate that a violent outburst is not far away. Abnormal behaviour such as a usually agitated person suddenly becoming calm, or vice versa, can also be a warning sign. Depersonalised language? - phrases like you lot and people like you can indicate that the people who use services sees you as an object not an individual. Physical signs? - rapid breathing, tightening around the neck, a ticking vein in the forehead or neck, flushing around the neck is all physiological danger signals. Lone Worker Procedure Page 10 of 23

11 Recently expressed aggression? - do not lower your guard if an aggressive people who use services appear to calm down. Most people take about ninety minutes to calm down completely. Escape routes If you enter a property, re-assess and possibly terminate the session if deemed unsafe - be aware of your escape routes. Assessing people with risk - Whenever assessing a person who is not previously known to services additional consideration needs to be taken e.g. think about the risks such as are you safe, what information do you have about this person, has anyone else visited this person, lone working in place, should you visit with a colleague. (See Appendix 2: Assessing Risks Prior to Carrying Out an Appointment below). Lone Worker Procedure Page 11 of 23

12 APPENDIX 3: Example of a Local Team Lone Working Protocol LONE WORKING PROCEDURE SERVICE NAME. The purpose of these guidelines is to ensure the safety of all individuals working in the community. These guidelines need to be read in conjunction with other Trust and Social Services Policy and Procedures on Health and Safety at work. Risk cannot be totally eradicated from the work place, but it can be minimised. Staff should not put themselves at risk. Staff has a responsibility to ensure that they take suitable precautions when visiting people who use services in their own home. Precautions such as noting any history of violence or abuse, considering whether someone should accompany them on the initial (or even subsequent) assessment. Violence includes not only physical, but also verbal abuse and threatening behaviour which may be intimidating. Prevention is the ideal way to deal with violence. However, this must always be in a professional manner. Staff should follow the agreed local policy for informing colleagues of their movements and be aware of the Trust Policies and Procedures. ENSURING SAFETY WHEN SEEING CLIENT INSIDE TEAM BASE 1. Be aware of where panic alarms are situated before taking people who use services into a room. Panic alarms are situated at reception. 2. Follow patient into room. 3. Rooms for interview of seeing people who use services should be arranged to ensure that the professional is sitting by the door or nearest the ext. The emphasis here is that, if an emergency were to occur, your exit would not be blocked. IF A VIOLENCE INCIDENT OCCURS INSIDE THE BASE 1. Staff must be aware of Surrey & Borders Partnership NHS Foundation Trust and Social Services policy regarding physical measures when dealing with violence. 2. On hearing a cry for help, staff should respond immediately to the location. 3. If the alarm system is activated, check the alarm panel to find the location of the incident and proceed to the location. A senior member of staff should manage the incident or Care Coordinator if senior manager agrees. 4. All staff must know where and how to use the panic alarms and how to switch them off. 5. If no one else is at risk and they are able to, staff should avoid the violent situation by leaving and seeking help. Observation must be maintained to ensure the situation does not escalate. Lone Worker Procedure Page 12 of 23

13 6. Whenever a violent incident which may include a weapon occurs, staff should call for or send for assistance numbers attend should be managed by senior members of staff (e.g., no more than 4 or 5 staff should attend). 7. Anyone who is unsure where to go should seek that information from the Receptionist and Senior member of the team. 8. When the situation cannot be contained whether physical violence or not, police assistance must be summoned. It is better to call the police if there is any doubt. Decision by senior member of the team. 9. Incidents of violence or accidents must be reported and recorded as DATIX. INSIDE THE COMMUNITY BASE 1. On entering the building, staff should ensure that they make the reception aware that they are in the building especially in cases where there are two ways in which to enter. 2. Staff should carry identification cards at all times. 3. It is essential that staff inform the reception that they are going out and their expected time of return. (A board is in situ at reception Whereabouts record book to be maintained at all times.) 4. Details of name of person being visited at home or seen at the base should be recorded in the movement s book (located in reception) and the room booking book (located in the reception area). 5. A record of staff movements should be kept at all times. Team admin to record staff who are off sick or on annual leave. 6. All new people using services should initially be seen at the Team base wherever possible or with another team member if a home visit is required. 7. In the situation when a team member (AMHP) has to carry out a home visit to undertake a Mental Health Act Assessment, the second person could either be the Rapid Assessment Worker or the persons Care Coordinator. (It is good practice for the AMHP to keep the Senior AMHP informed via telephone of his/her whereabouts.). 8. As a matter of courtesy, people who use services and visitors to the base should be escorted out of the building. This will ensure that an accurate account of those present in the building is always maintained. 9. The name of the visiting professionals attending any meeting or using the base should be known to the person in reception visitor book to be kept up to date. 10. Wherever possible, two members of staff should be on the premises when people who use services are seen at the base (this includes administrative staff). Lone Worker Procedure Page 13 of 23

14 11. If a person has a known history of violence, the initial assessment should be carried out by two members of the multi-disciplinary team. 12. A risk assessment should be completed before seeing a person using services. If any answers indicate an element of risk, the person must not be visited alone. Risk assessment should be provided by referrer highlighting previous incidences for all new referrals. SAFETY OUTSIDE THE BASE Staff should be using the Sky Guards when doing visits in the community. Every member of staff has a responsibility to ensure that their whereabouts are known to reception. If staff are unable to return to base at the time previously stated, they should try and inform reception of any delay or problem. If staff are likely to return late to their team base, attempts must be made to notify the Team. If staff do not return to base within one hour of their estimated time of return the senior staff member should liaise with insert managers name if necessary. The Team Manager or deputising person should be aware of assessments/visits where the client has a history of violence or unpredictable behaviour to be advised in advance at team meeting. Escorting People Who Use Services 1. Each professional discipline has its own procedure with regards to escorting people who use services in their own car. 2. Staff should not take a person using services anywhere in their car if that person is exhibiting disturbed behaviour. Prevention 1. Remember that you are a guest when you enter someone s home. Try to be relaxed, friendly, polite and understanding. Do not be critical of the persons home, furniture or choice of décor. Be aware of body language and communications skills. 2. Explain the reason for your visit. 3. If when visiting somebody alone you feel uneasy or in danger LEAVE. You can always return later, or on another day with support. 4. If you have any concerns during the visit, discuss with the rest of the team and make sure all concerns are recorded. 5. Staff seeing people who use services of the opposite sex should give some thought to the possibility of sexual assault or allegation of sexual assault. 6. Ensure your safety by seating yourself by the nearest exit. 7. Follow the person you are visiting into the house; try not to lead the way in someone s house. ALL STAFF TO SIGN THAT THEY HAVE READ AND UNDERSTAND THE LOCAL LONE WORKER PROTOCOL AS IDENTIFIED. Staff 1.. Sign.. Dated.. Staff 2 Sign. Dated.. Lone Worker Procedure Page 14 of 23

15 APPENDIX 4 Lone Working tips for staff Preparation for Home Visits Gather all available information about the client/family/relatives/neighbours. Check with colleagues, or representatives from other organisations who have recently visited the client. Wherever possible, make appointments in advance of +visits. Inform the client about your role and the planned appointments so they know what to expect. Check your equipment before leaving for a visit. Dress appropriately. Leave your itinerary with your manager/colleague and notify them of any changes. Check what the protocol is for requesting assistance (Police) or other staff to accompany you. Have change or a phone card available so that you can call for support should your phone be taken or damaged beyond use. The Visit If you can, park close by so you can make a quick exit. Remember you have a choice - visit or withdraw; if in doubt do not go in. Think about how your own behaviour can trigger or prevent aggression. Treat people with courtesy and allow them to retain optimum control: you are a guest in their home. Show your identity card. Try to dissuade the client from locking doors once you have entered. Note the house layout and exit routes and sit near an exit if possible. Do any family members or cohabitees concern you? Remember the dynamics of the visit can change if someone enters the room. Ask for pets to be removed if you are not happy with them in the same room. Consider asking for peer support, return with a colleague, if necessary. Accept the limits of your ability to manage a situation and recognise when it is prudent to leave - trust your instincts. If violence is threatened or a weapon is mentioned or produced leave your safety and others is paramount. Leave when you are finished, it is not a social call. Then return to base or phone in. Parking Lock your car, remembering to close all windows and the sunroof. Do not leave anything on view. Check if the area is well lit if during the day, consider what the area will be like in the dark. Do not park near shrubbery. If possible, keep your vehicle out of sight. Do not use or display On call signs on the inside of your vehicle. They may attract, rather than deter crime. Reverse into a space so you can drive away easily. Never leave your vehicle registration documents in your vehicle. Check inside your vehicle before getting in. Be vigilant when getting equipment in and out of the boot. Lone Worker Procedure Page 15 of 23

16 APPENDIX 5 National guidance of run, hide, tell Lone Worker Procedure Page 16 of 23

17 APPENDIX 6 SABP GENERAL WORKPLACE HEALTH AND SAFETY RISK ASSESSMENTS Introduction As part of the compliance with the Management of Health and Safety at Work Regulations 1999 the Trust must ensure that all of its operations and work activities are suitably and sufficiently assessed in order to ensure adequate controls are implemented and applied with the ultimate aim of eliminating the risk. Risk assessment is an integral part of managing Health and Safety within the Trust. This procedure identifies, instructs and advises all levels of management in carrying out suitable and sufficient workplace risk assessments. Other specialist risk assessments such as The Control of Substances Hazardous to Health, Fire, Lone Working, and The Display Screen Equipment Risk Assessments will be covered under separate procedures. Template adopted from South Devon Healthcare NHS Foundation Trust & Torbay and Southern Devon Health and Care NHS Trust Lone Worker Procedure Page 17 of 23

18 Definitions Risk Assessment A careful examination of what could cause harm to staff by identifying the hazards present in the working environment and work activities and evaluating the extent of the risk involved so that decisions can be made to ensure sufficient precautions are taken and implemented. Hazard - Is something with the potential to cause harm (it includes chemicals, machinery, electricity, methods of working and the work environment). Likelihood The frequency of occurrence of harm (how often). Consequence The consequence is the most likely level of harm, arising if the hazard is realized. Harm - Includes death, major injury, minor injury, additional treatment, damage to or loss of property. Risk The combination of the likelihood and the consequence of the hazard being realised. Risk Score/Rating This is the calculation of the likelihood of occurrence x the consequence of the risk, taking into account current controls. Suitable and Sufficient Suitable proper, appropriate, fit. Sufficient enough to meet a need or purpose, adequate. The assessment should identify the risks arising from or in connection with the work and the level of detail should be proportionate to the risk. Competent Person A person who has acquired through training, qualification or experience the knowledge and skills to carry out a full and proper risk assessment. Reasonably Practicable Generally, you need to do everything reasonably practicable to protect people from harm. This means balancing the level of risk against the measures needed to control the real risk in terms of money, time or trouble. Template adopted from South Devon Healthcare NHS Foundation Trust & Torbay and Southern Devon Health and Care NHS Trust Lone Worker Procedure Page 18 of 23

19 A risk assessment seeks to answer four simple, related questions: Step 1 - Identify the Hazards First you need to work out how people could be harmed, to help you: Use the checklist attached to this procedure to help you identify hazards. Map or describe the activity to be assessed. Walk around your workplace and consider what could cause harm. Ask your colleagues what they think. They may be aware of things that are not obvious to you. Talk to your Safety Representative they may by aware of hazards. Check manufacturer s instructions or equipment you may have in your work area Consider Hazard Data Sheets for chemicals you use. Have a look back over your incident forms and sickness absence records they often help identify hazards and trends. Also consider long term hazards such as noise, chemicals, stress, etc. as well. Use the Health and Safety Inspection Checklist to help you identify hazards. Step 2 - Decide who might be harmed and how For each hazard you must consider who might be harmed; this helps you identify the best way of managing the risk. Consider people by job title or group e.g. nurses, drivers, patients, maintenance staff, contractors, visitors and others who may not be present all the time. Template adopted from South Devon Healthcare NHS Foundation Trust & Torbay and Southern Devon Health and Care NHS Trust Lone Worker Procedure Page 19 of 23

20 Step 3 - Evaluate the Risks and Decide on Precautions Having considered the hazards, you can then decide what to do about them. Consider both the likelihood and consequence. The law requires you do everything reasonably practicable to protect persons from harm. First, consider what you are already doing; think about what controls you already have in place and how your work is organised. Compare this with good practice and see if there is more you should be doing to bring yourself up to standard. Use the matrix below to evaluate the risk assuming the controls are in place. Use the checklist attached to this procedure to help you identify suitable control measures. Step 4 - Record your Findings and Implement them Having completed the risk assessment use the attached General Risk Assessment Form to record your findings. Remember it is putting the results of your risk assessment into practice that makes the difference. When listing any further actions that are required remember to include timescales, person responsible and priorities, to tackle the most important things first. The findings of the risk assessment must be communicated to the staff it relates to, use the risk assessment form to share the risk assessment results as this may help you divide the actions required to get other people to help you. Step 5 - Review your Risk Assessment and update if necessary Risk assessments must be fit for purpose and line managers must ensure that the risk assessment is relevant to the work activity. Therefore it is important to review your risk assessments whenever there is a change in the work process, environment, workplace, following an incident or change to legislation. Additionally risk assessments must be reviewed at regular intervals not exceeding 1 Year. When you update or review your risk assessment remember to record the review details. Matrix The matrix below establishes the principle of identifying risk score/ratings for individual risks and hazards detailed within the risk assessment. The 5X5 matrix determines acceptable and unacceptable tolerances when undertaking an activity based risk assessment. Green is low risk, Yellow is moderate risk and Red is high risk. Likelihood of Occurrence Severity of Risk Rare Unlikely Possible Likely Certain 1 Minimal Minor Moderate Major Catastrophic Lone Worker Procedure Page 20 of 23

21 Guidance on Likelihood of Occurrence Score Likelihood Score Description Definition 1 Rare May occur only in exceptional circumstances. 2 Unlikely Could occur at some time. 3 Possible Might occur at some time if other factors precipitate. 4 Likely Will probably occur in most circumstances if the activity continues without measures. 5 Certain If the activity continues it is almost certain that an incident will occur. Guidance on Consequence Score Possible Actions Severity Score Description Definition 1 Minimal No risk of harm/injury 2 Minor Could require first aid or extra observation/treatment. No lost time. 3 Moderate Could result in lost time up to 7 working days or Increased patient stay. Referral to A&E 4 Major Could result in an incident that would be reportable under RIDDOR or NPSA; require major clinical intervention or result in permanent incapacity/disability or an unexpected death. 5 Catastrophic Could result in multiple deaths or out of control infection. Low risk (Green) With a residual risk score between 1 and 4 the activity should be monitored with any quick and easy measures implemented immediately and further action planned for when resources permit. Moderate risk (Yellow) With a residual risk score of between 5 and 9 review safety measures. Inform, instruct and train staff. Introduce and implement new or a higher level of control measures as soon as possible to reduce the level of risk. High risk (Red) All activities where the residual risk scores (High/Red) the risk assessment MUST be re-evaluated, further controls such as changing the process/task/substance and issuing warnings/instructions must be implemented as soon as possible to reduce the level of risk and if it is considered necessary stop the activity. This risk must be recorded on the local risk register. Lone Worker Procedure Page 21 of 23

22 The risk scores are not intended to be precise mathematical measures of risk, but they are useful when prioritising control measures. Examples of Control measures Eliminate activity Eliminate/ substitute substance/materials Agreed procedure for activity Change way activity is carried out Machine guarding Permit to work Method statements Provide suitable plant/tools/equipment Plant/tool maintenance Specific information Perform under supervision only Fall protection Standard Operating Procedures Improved security Training Personal Protective Equipment Barrier area Safety signage Health surveillance Improved housekeeping reduce clutter Improved communications Debrief following activity Specialist advice/ support Housekeeping improvement Fire precautions Safe systems of Work Template adopted from South Devon Healthcare NHS Foundation Trust & Torbay and Southern Devon Health and Care NHS Trust Lone Worker Procedure Page 22 of 23

23 Health & Safety General Risk Assessment Directorate: Area/Department/Team: Local Ref No: Risk Assessor: Signature: Date: Summary description of tasks to be undertaken Responsibility for completing risk assessments is the function and responsibility of Line Management, however this task may be delegated to a competent person or persons (The Assessor should be competent in their knowledge of the activity, process and trained in risk assessment techniques) Ref What are the Hazards Who is at Risk? Who is at Risk = A: Employee/Bank B: Patient C: Contractor/Maintenance D: Member of the Public/Others Residual Risk - L: Likelihood score C:Consequence R: Residual risk score Existing Control Measures in place to Residual Risk Further Actions Required Person Eliminate/Reduce/Mitigate the Risk L C R Resp. Target Date Completion Date Line Manager: Signed by Line Manager: Date: Template adopted from South Devon Healthcare NHS Foundation Trust & Torbay and Southern Devon Health and Care NHS Trust Lone Worker Procedure Page 23 of 23