WORKPLACE VIOLENCE

1. WORKPLACE VIOLENCE PREPAREDNESS, PREVENTION, AND A LAW ENFORCEMENT PERSPECTIVE

2. Introduction Videos (Insert links) Workplace Violence-Section 1

3. WORKPLACE VIOLENCE-SECTION 1 • WHAT IS WORKPLACE VIOLENCE • Workplace violence can be any act of physical violence, threats of physical violence, harassment, intimidation, or other threatening, disruptive behavior that occurs at the work site. Workplace violence can affect or involve employees, visitors, contractors, and other non-agency employees.

4. WORKPLACE VIOLENCE-SECTION 1 • CAUSES OF WORKPLACE VIOLENCE • A number of different actions in the work environment can trigger or cause workplace violence. It may even be the result of non-work-related situations such as domestic violence or “road rage.” Workplace violence can be inflicted by an abusive employee, a manager, supervisor, co-worker, customer, family member, or even a stranger. Whatever the cause or whoever the perpetrator, workplace violence is not to be accepted or tolerated.

5. WORKPLACE VIOLENCE-SECTION 1 • Types of Workplace Violence threats • Threats originating outside of the organization-The offender does not have a legitimate direct relationship with the organization, or the victim is a service provider, and the offender is receiving services • Threats from within the organization (staff, employees, contractors, etc.) The offender has or had a relationship with the organization.

6. Workplace Violence-Section 1 • HOW ARE THREATS RECEIVED? A. WRITTEN B. VERBAL/IN-PERSON C. E-MAIL/ INTERNET-PERSON TO PERSON E-MAIL OR I.M.; MY SPACE OR FACEBOOK; BLOGS D. TELEPHONE E. VIOLENT INCIDENT/IN-PERSON F. SECOND HAND (DANGEROUS DUE TO NOT WANTING THE VICTIM TO KNOW, BUT WANTING SOMEONE TO KNOW)

7. Workplace Violence-Section 1 • Preventive Measures - • Be aware of the warning signs of violence • Mentally prepare for "what if" situations • Understand agency’s procedures about violent situations • Be aware of weapons brought into the workplace • Take all threats seriously • Alert management immediately if any of the above occur • Maintain a policy for tracking and following up on complaints or public grievances

8. WORKPLACE VIOLENCE-SECTION 1 • RESPONSE TO THREATS(Outside of the organization) • Alert law enforcement and security immediately • Maintain a notification chain procedure • Make sure that workers never work alone • Allow workers to carry cell phones, if possible • Train workers so that they know what to do in a violent situation • Meet often with employees so that they can voice concerns about safety issues • Discuss security concerns and incidents with security and law enforcement in a timely manner • Consider bright and effective lighting, video surveillance, height markers, and physical barriers where necessary • Install locks on doors that lead to staff-only areas, and control or limit access to the facility

9. Workplace Violence-Section 1 • Warning Signs of Violence (Within the organization) • Unusual behavior changes • Uncooperative with direct supervisor on a regular basis • Curse profusely • Argues with coworkers constantly • Spreads gossip and rumors deliberately to harm others • Unwanted sexual remarks • Hostile toward customers or coworkers • Irritability and anxiety escalates • Sleep disturbances are mentioned on the job

10. Workplace Violence-Section 1 • WARNING SIGNS (CONTINUED) • Plays the role of a victim • Writes violent or sexual notes to other employees or management • Verbalizes desires to harm coworkers or employer • Sabotages equipment or steals property • Disregards agency policies and procedures • Levels of arguments or altercations increase with all personnel • Accidents increase; either physical or traffic-related • Noted decrease in interest and confidence in work

11. Workplace Violence-Section 1 • WARNING SIGNS (CONTINUED) • Intense anger is the frequent emotion displayed.  It results in: • Depression or withdrawal • Property destruction • Physical fighting • Suicidal threats • Use of weapons to harm others

12. WORKPLACE VIOLENCE-SECTION 1 • Behaviors Linked To Potential For Workers To Harm Others In The Workplace • People who are most likely to commit workplace violence include: • · Recently fired employees or those with the perception that he/she soon will be fired or • laid off • · The employee who feels that he/she is not being heard • · The person involved in separation, adultery, divorce or child custody • · People who believe they have no voice about changes in their job

13. WORKPLACE VIOLENCE-SECTION 1 • Behaviors Linked To Potential For Workers To Harm Others In The Workplace-continued • · People with romantic or sexual obsessions • · People (employees or others, i.e.: visitors) who have exhibited bizarre behaviors • · People who have made threats or have intimidated others • · People who have exhibited angry outbursts • · Employees with a history of interpersonal conflict with coworkers or supervisors

14. WORKPLACE VIOLENCE-SECTION 1 • Behaviors Linked To Potential For Workers To Harm Others In The Workplace-continued • · People that often have a sense of persecution/injustice • · People with a history of past violence • · People who report a past history of violence by family members, especially if they can justify past violent behaviors • · People who have exhibited major behavioral changes • · People with a past history of alcohol or other drug abuse and/or psychiatric problems

15. WORKPLACE VIOLENCE-SECTION 1 • Behaviors Linked To Potential For Workers To Harm Others In The Workplace-continued • · Employees that cannot take criticism and show contempt for the company and the boss • · People involved in stalking behavior or discussing stalking as a good thing • · People that exhibit feelings of desperation, such as divestment of valued property or other indicators of impending suicide • An additional factor is gender. A number of studies reveal that males ages, 3048 account for most workplace violence. It is estimated that perpetrators are males 85% 95%of the time and females only 5%-15% of the time. • SOURCE: National Institute of Occupational Safety and Health (NIOSH)

16. Workplace Violence-Section 1 Now that we know the indicators, what’s next? Awareness is the first step in preventing workplace violence. BE PROACTIVE

17. WORKPLACE VIOLENCE-SECTION 1 • PLANNING • Analyze agency’s current ability tohandle potentiallyviolent situations • Fill the skills gaps • Develop a procedure for employees toreport incidents

18. WORKPLACE VIOLENCE-SECTION 1 • PLANNING (CONTINUED) • Policy and Policy letter- • It informs employees that the violence policy covers • intimidation, harassment, and other inappropriate behavior that threatens or frightens them; • It encourages employees to report incidents; • It informs employees whom to call; and it demonstrates senior management’s commitment to dealing with reported incidents.

19. Workplace Violence-Section 1 • What all Employees Can Do At Work • Treat each other with respect • Get to know the people around you and agree to look out for each other • Look intently for how everyone is doing • Improve communication throughout your agency • Improve working conditions by offering suggestions for safety • Notify management of any suspicious activities

20. Workplace Violence-Section 1 • What All Employees Can Do Work (cont.) • Watch for the warning signs of violence • Encourage each other to be alert for danger signals in coworkers • Promote workplace integrity between all employees • Listen for verbal intimidation on the job • Watch for psychological abuse on the job between employees • Be aware of behavioral pattern changes in fellow workers • Become more responsive to each other

21. Workplace Violence-Section 1 • Responding to an Immediate Threat of Workplace Violence • For a situation that poses an immediate threat of workplace violence: • All legal, human resource, employee assistance, community mental health, and law enforcement resources should be used to develop a response. • The risk of injury to all workers should be minimized.

22. Workplace Violence-Section 1 • Responding (continued) • If a threat has been made that refers to particular times and places, or if the potential offender is knowledgeable about workplace procedures and time frames, patterns may need to be shifted. For example, a person who has leveled a threat against a worker may indicate, "I know where you park and what time you get off work!" In such a case, it may be advisable to change or even stagger departure times and implement a buddy system or an escort by law enforcement or security for leaving the building and getting to parking areas.

23. Workplace Violence-Section 1 • Responding (continued) • The threat should not be ignored in the hope that it will resolve itself or out of fear of triggering an outburst from the person who has lodged the threat. • If someone poses a danger to himself or others, appropriate authorities should be notified and action should be taken

24. Workplace Violence-Section 1 Things to remember… Be Prepared! Many who have never experienced workplace violence might say, “I don't need to worry about this. It would never happen in my office.” Violent incidents are relatively rare, but they do occur, and lives can be lost. A little preparation and investment in prevention now could save a life. There is no strategy that works for every situation, but the likelihood of a successful resolution is much greater if you have prepared ahead of time.

25. Workplace Violence-Section 1 • Things to remember… • Deal with disruptive situations-Ignoring a situation usually results in an escalation of the problem. Morale and productivity are lowered; effective employees leave the organization.

26. Workplace Violence-Section 1 • Things to remember…..(continued) • On the other hand, dealing effectively with situations like hostility, intimidation, and disruptive types of conflict creates a more productive workplace. This can have a deterrent effect on anyone contemplating or prone to committing acts of physical violence. Employees will see that there are consequences for their actions and that disruptive behavior is not tolerated in their organization.

27. WORKPLACE VIOLENCE-SECTION 1 • Things to remember… • You can’t always prevent violence because violent incidents are sometimes unpredictable, but you can reduce the risk by planning ahead and being prepared to act swiftly to deal with threats, intimidation, and other disruptive behavior at an early stage.

28. WORKPLACE VIOLENCE (BREAK)

29. WORKPLACE VIOLENCE-SECTION 2 • What law enforcement can do for you • Threat Assessment • Threat Management

30. Workplace Violence-Section 2 • WHAT IS A THREAT ASSESSMENT? A. GATHERING AND ANALYZING FACTS TO DETERMINE THE THREAT LEVEL OF AN INDIVIDUAL OR GROUP, AGAINST A PERSON, ORGANIZATION, EVENT, OR CRITICAL ASSET. B. “BASED ON WHAT I HAVE LEARNED, THIS IS WHAT I THINK.” C. YOU ASSESS THINGS EVERYDAY.

31. Workplace Violence-Section 2 • WHY DO THREAT ASSESSMENTS? A. Goal is to assess behaviors associated with targeted violence to help identify and understand the subject’s motivation and future behavior B. Open ended assessment of behavioral patterns & motivations C. Identify targets & potential attackers D. Assess verbal, written, and unstated threats E. Identify patterns of behavior & pre-attack behaviors F. Assess frequency, recency, & severity of contacts

32. WHY DO THREAT ASSESSMENTS? (continued) G. Assess location on idea-to-action continuum H. Interrupt forward motion I. To have a clear understanding of the threats you are dealing with so that you avoid “overkill” or insufficient protection. J. To develop a good strategy to keep your protectee or victim safe K. To better explain to your supervisors or administrators the need for the resources, time, money, and personnel needed.

33. Workplace Violence-Section 2 • WHAT IS THREAT MANAGEMENT? A. AN ONGOING REVIEW, MONITORING, AND UPDATE OF YOUR ASSESSMENT TO PREVENT FUTURE VIOLENT INCIDENTS

34. Workplace Violence-Section 2 • PRINCIPLES OF THREAT MANAGEMENT A. MONITORING OF FUTURE THREATS AND EVENTS FOR FUTURE ACTION B. LEARNING AS MUCH AS YOU CAN ABOUT YOUR THREATENER IN ORDER TO UNDERSTAND THEIR THREAT CAPABILITIES B. TAKING NECESSARY STEPS OVER A PERIOD OF TIME TO DISRUPT OR PREVENT A VIOLENT INCIDENT C. MAKING THE BEST USE OF RESOURCES AND TIME, TO PREVENT A VIOLENT INCIDENT

35. WORKPLACE VIOLENCE-SECTION 2 RECEIVING THE THREAT AND PRE-ASSESSMENT A. TYPE OF THREAT • EXACT WORDS USED • CONTEXT • ACTIONS IN CONJUNCTION WITH THREAT B. INDIVIDUAL RISK FACTORS PLUS OTHER INDICATORS • PRESENT ABILITY • ACTIONS/INDICATORS OF IMMINENCE • WILLINGNESS • DISTANCE AND ABILITY TO CLOSE THE DISTANCE • AGE AND/OR HEALTH • MOTIVATION • WEAPONS • ATTEMPTED CONTACT IN PERSON • VICTIM ESCALATING IN RHETORIC, TONE, ETC. • PRESENCE OF OR TYPE OF CRIME PRESENT

36. WORKPLACE VIOLENCE-SECTION 2 • PRE-ASSESS(INDICATORS) • Immediate • Non-immediate • THE CHARTS ON THE FOLLOWING SLIDES SHOW A BALANCED APPROACH TO DEVELOPING A THREAT MANAGEMENT STRATEGY FROM START TO FINISH

37. WORKPLACE VIOLENCE-SECTION 2 Imminent Threat and Immediate action

38. WORKPLACE VIOLENCE-SECTION 2 • VICTIM PROTECTION • -NOTIFICATION • -PHYSICAL • -SHIFTS • -OUTSIDE AGENCY • -ONE CONTACT PERSON • -RELOCATE • -SURVEILLANCE • -FLAGGING OF ADDRESS AND PHONE NUMBERS • -PATROL CHECKS • -TECH OPS • -GPS/DATA LOGGING • -VIDEO MONITORING • -MONITORING TEAM • -INTERNET BASED • -PERIMETER CAMS • -POLECAM • -THERMAL IMAGER

39. WORKPLACE VIOLENCE-SECTION 2 • ARREST • -WALK-THRU WARRANT • PC ARREST • PAROLE • PROBATION • -MONITOR PHONE CALLS ASAP • -RELEASE NOTIFICATION REQUEST • -SEARCH WARRANT • -RESIDENCE • -TELEPHONE • -COMPUTER

40. WORKPLACE VIOLENCE-SECTION 2 • 5150 • -OCMH/CAT TEAM • -MENTAL HEALTH COURT • PROBATION

41. WORKPLACE VIOLENCE • RESTRAINING ORDER • -REMOVE WEAPONS PER THE ORDER

42. WORKPLACE VIOLENCE-SECTION 2 • REVIEW (NON-IMMEDIATE) • UPDATE VICTIM • THREAT MANAGEMENT • MONITORING FOR STATUS CHANGES • UPDATE FILE/DATABASE

43. WORKPLACE VIOLENCE-SECTION 2 NON-IMMEDIATE INVESTIGATION

44. WORKPLACE VIOLENCE-SECTION 2 • RESEARCH • -ELETE (RUN AND PRINT EVERYTHING) • -LINX • -ACCURINT • -INTERNET (GOOGLE, DOGPILE, FACEBOOK, MYSPACE, BLOGS, ETC.) • -COPLINK • -CROSS JURISDICTIONAL LINES • -OCIAC • -CHECKLIST

45. WORKPLACE VIOLENCE-SECTION 2 • DATABASE • -HISTORICAL • -PAST VIOLENCE • -PATTERNS • -WHAT WORKED • --PREVIOUS RESTRAINING ORDERS THAT MAY HAVE EXPIRED • -THREAT DATABASE INFORMATION SHEET

46. WORKPLACE VIOLENCE-SECTION 2 • EVALUATE • -CONTACT VS. • NO-CONTACT • -VEXATIOUS LITIGANT • -BUILD CRIMINAL CASE • -COLLECT AND ARRANGE EVIDENCE • -BRING A DEPUTY DA ON BOARD • -SEARCH WARRANT

47. WORKPLACE VIOLENCE-SECTION 2 • ESSENTIAL RESOURCES • -HUMAN RESOURCES • -OUTSIDE AGENCIES (LOCAL, STATE, FEDERAL) • -MENTAL HEALTH • -PROBATION • -PAROLE • -ATAP • -PRIVATE COMPANIES (GAVIN DEBECKER) • -CIVILIAN CONTACTS

48. WORKPLACE VIOLENCE-SECTION 2 • DETERMINE COURSE OF ACTION • AGENCY ASSIST ONLY (discipline, transfer, termination) AND MONITORING • ARREST • 5150 ASSESSMENT BY CAT • MONITORING BY OCMH • RESTRAINING ORDER • VEXATIOUS LITIGANT • CONTACT OR MONITORING

49. WORKPLACE VIOLENCE-SECTION 2 • ONCE AGAIN… • UPDATE VICTIM • THREAT MANAGEMENT • MONITORING FOR STATUS CHANGES • UPDATE FILE/DATABASE

50. WORKPLACE VIOLENCE-SECTION 2 • LONG TERM CONSIDERATIONS A. THE THREAT MANAGEMENT CASE MAY BE OPEN-ENDED, SO IT IS IMPORTANT TO MAINTAIN A T/A AND T/M CASE THAT CAN BE TAKEN OVER BY ANOTHER CASE AGENT IF NECESSARY B. ACTIVITY LOGS VS. DATABASE SHEETS C. MAKING AN ARREST OR 5150 DOES NOT END OR CLOSE YOUR CASE. MANY TIMES IT IS JUST THE BEGINNING.