Incident Report and short answer questions PDF

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Summary

Elements Covered:
-Reflect on and improve own professional practice
- Reflect on own practice
- Enhance own practice
- Facilitate ongoing professional development
- Monitor welfare of colleagues
- Conduct structured debriefings following an incident

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Description

#37620 5428 Assessment 1 – Part A Write a 500-word response to what you would do to manage this situation. (Thoroughly read and carefully consider the attached document, Australia Wide Bloomville Emergency Procedures, booklet, before creating your response) Using the following format, imagine that you are working in this service as the Co -coordinator and answer the following responses. How do you monitor the stress and emotional well-being of your staff members, including addressing the client who laughed out loud when this staff member fell? To monitor the stress and emotional well-being of staff members it would be important to continuously monitor and assess staff evaluations and performance that include: -

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Individual staff characteristic changes such as acting out of character, difference in body language, a disinterest or withdrawal from group socialising and meetings, complete isolation into a heavy workload and changes in behaviour. It would be important to also note warning signs and symptoms of trauma: guilt, shame, self-blame, irritability or shock. Taking into consideration if staff have been dealing with significant events or changes (both in and out of the workplace): burnout, loss, grief, traumatic incidents or exhaustion and how they manage these changes: do they have a support system from family and friends, engagement in debriefing processes, participating in safe and healthy safe care practices, adjustments made to reduce the workload or asking for support from management and/or staff. Review and monitor staff risk assessments and indicators of risk (medical, behavioural & environmental) and supporting safe workplace relationships with staff: encouraging organisational, management and peer support.

Addressing the client who laughed aloud when a staff member fell is a crucial process that should be dealt with appropriately and as soon as possible (after the ‘Emergency Management Plan for Australia Wide Services organisational policy and procedures have been followed and met). To address the client, it would be important to first acknowledge any cultural (diverse) or age differences (if the client was a child or teenager - would they need parental/caregiver support) that may have contributed to the outburst of laughter and also acknowledge that this client group is experiencing social disconnection and is from a non-speaking background. An interpreter would need to be introduced so there can be a discussion revising the incident, giving the client a chance to discuss their own thoughts and views about what happened and how they are feeling. To communicate effectively the conversation needs to come across as non-threatening, simple, with no use of slang or jargon and is culturally sensitive - leading to assertion that the organisation does not agree with that type of behaviour towards its staff and politely asks that there’s no repetition of the gesture in the future as it is thought of as hurtful towards others. When your staff member fell, describe how you took appropriate action, in line with your organisational policies and procedures (you will need to research Work Health and Safety examples such as http://www.safework.nsw.gov.au/health-and-safety/manage-workplace-safety You will need to research practice of Health and Safety as a manager/coordinator to answer this As the coordinator, my main responsibility at the time of the evacuation was to ensure the safety and wellbeing of all staff and clients within the building. In the organisation’s emergency procedure booklet [ CITATION Aus16 \l 1033 ] I am to 1) commence first aid as soon as possible and 2) contact the first aid officer. How I took appropriate action (in line with policies and procedures): When my staff member, Samantha Brown, fell I immediately helped her up and quickly asked if she was okay, assessing her injury and other potential hazards and risks (i.e. the cause of the trip, could this be prevented or fixed right in this moment – i.e. could I pick something

#37620 5428 dangerous up from the ground or identify a wet surface?). She had informed me that it did not “hurt that bad” but I could see there was a small graze and a small amount of blood that needed to be treated. Seeing as I didn’t have any resources (first aid kit, gloves etc.) on me and the warning alarm was still blaring I decided we needed to exit in order to ensure and protect everyone’s safety. As soon as she was able to walk, I quickly further investigated where she had tripped to see if this was a caused result (i.e. a cord that might have been on the floor or a wet surface) but had still not seen anything alarming or concerning (she had later informed me that she was wearing new shoes that slipped on surfaces easily). I had reinformed the client’s involved that we all needed to evacuate the building in a safe and orderly manner, pointing to a door on the left which would lead to the organisations front entry and the designated assembly area outside. The clients complied and we all began to exit safely. As the clients were in front and in close range leading the way and I made sure I supported my staff member by assisting her side, making me the last person to exit (I checked and all rooms were empty). When we reached the assembly area I had spotted three other staff members who had assured me they had made sure all clients and all staff had been checked off the list, accounted for and safe. This is where I had seen the organisations First Aid officer David Grant and had asked my clients involved to wait for me with the other clients participating in the same program. David Grant had noticed me approaching with the staff member and already had a first aid kit in his hands, he then assessed and treated the minor injury. As he had finished and left I had a chance to quickly debrief with my staff member to see how she was feeling away from the clients. She had assured me that she was feeling okay physically but mentally a bit sad and offended. I had acknowledged this, thanked her for sharing this with me and scheduled a debriefing session later in the afternoon, which she has agreed too. I made sure she was okay before leaving to assess the situation with management, find and ensure the wellbeing of my clients involved and fill out an injury report as soon as possible. Discuss the practices that acknowledged the cultural diversity of your staff member (remember not all cultures see things the same. Views on health, safety, mental and emotional well-being may differ amongst cultures- culture is not just ethnicity it includes gender, age, beliefs values generations. Practices that acknowledged the cultural diversity of my staff member are actions and operations that recognise, accept and appreciate the staff members diversity in forms of values, ethnicity, history, customs and experiences which can impact and influence holistic well-being. Some appropriate practices in relation to this incident that relate to the staff member’s cultural diversity can include: -

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Recognition on culture, views and beliefs – this is important because as a coordinator you value your staff member and this acknowledgment gives an overall insight into who they are, making it easier to understand, interpret or comprehend what they express and share Reflection from myself as the coordinator: what do I already know about this staff member, their work performance or my past observations and/or interactions? Self-reflection from the staff member: what are they already aware about themselves? How they felt at the time of the incident vs. the day of debriefing and individual thoughts and feelings Noting and exploring the cultural differences and similarities between the staff member and the clients involved (i.e. do they share similar beliefs, characteristics or ethnic backgrounds?) Debriefing and managing this incident with diplomacy

Include any areas of potential risk that need to be identified and write a short statement on how to prevent this happening in the future. An important area of risk includes the mental and emotional wellbeing of the staff member who fell and also considering, acknowledging and implementing appropriate Trauma Informed Practice: “Unresolved trauma affects all areas of functioning and

#37620 5428 restricts the capacity to respond flexibly to daily stress and life challenges. If trauma is not resolved people cannot `move on’.”[ CITATION Blu18 \l 1033 ]. The staff member who fell may feel uncomfortable embarrassment working with or around the client who laughed in the future or with any other clients from the same background (can reinforce the traumatic experience). This may also contribute with an unwillingness to further participate in the program and reluctance to come to work or continue working for the organisation. The wellbeing of the client who laughed is a potential risk for multiple reasons: behaviours that include isolation and withdrawal after a somewhat ‘confrontation’ over the laughing incident, unwillingness to continue the program, negativity from the client and organisational backlash and/or reluctance from the community, repetition of laughing at staff members in the future and create communicational barriers. To prevent this from repeating again in the future the incident would need to be managed with diplomacy and taken seriously for all involved. Two important starting steps would be to 1) debrief with the staff member involved, monitor their emotional well-being, empower support and 2) deal with the clients involved in an appropriate and safe precaution as we want to respect their individual cultural differences and diversity but also protect and support our staff members from traumatic experiences wherever possible. We would need to consider and implement workplace policies and procedures and recommend a write up plan that gives future staff and management somewhat of a guide on ‘what to do’ and ‘how to manage’ in case this happens again.

Assessment 1 - Part B (500 words) Your Junior staff member, has come to you, directly after the fire evacuation, and told you that she was very disturbed by listening to one of the stories of your new clients, as it has triggered off an event from her own childhood when she had to flee her home with her father and leave her mother and two sisters behind. Your staff member is due to have her performance appraisal directly after your meeting with the clients, and the subsequent fire evacuation. You are to write a 500-word response, describing the following 

How you would support your staff member (given the incident that occurred earlier on in the day) using the following headings a) Planning: How the organisation and myself, as a coordinator, can support staff member Dianne Green. Scheduling a debriefing as soon as possible (as she has approached me directly after the fire evacuation): if possible debrief that very day when both schedules are clear and postpone her work performance appraisal as this may impact how the staff member interacts and may influence or change the entire course of the discussion (i.e. staff the member may try to maintain professionalism if performance appraisal is brought up - creating barriers that affect communication. Plan appropriate questioning, tools and resources (trauma pamphlets, tissues, safe environmental setting), prepare to discuss a crisis intervention and offer internal or external support and/or counselling networking services, support groups or therapy if available. b) Safety: Monitor the emotional safety for this staff member - if she poses a risk towards working effectively with the new clients, if she feels emotionally safe to continue working in the program. When debriefing with this staff member it would need to be in a safe environment (away from the evacuation area or office – maybe suggest a work conference room that’s available or an out of work environment such as a coffee

#37620 5428 shop). Identify any conflict from the staff member and the clients or individual differences and similarities that could lead to communication break downs, tension and disputes in the workplace. As a manager, I would also need to consider her physical safety, identify hazards and conduct risk assessments. c) debriefing techniques: Analyse how this staff member is feeling and what was said to trigger this feeling. Get the staff member to think back to how they felt at the time of the incident, how they felt the day after (returning to work) if debriefing was scheduled a couple days later and how they feel in this exact moment. Identify how the staff member dealt with this incident as soon as it happened: did she leave work early, express their feelings to other staff members she trust’s, change in attitude and appearance – emotional strain, sad or disengaged facial expressions and crying. Explore further action that needs to be taken in line with organisational policies and procedures and conduct an appropriate Crisis intervention: ‘The purpose is to prevent further regression and to identify ways for the person to return to their normal life [ CITATION TAF171 \l 1033 ]’. d) appropriate questioning, so that the client can explore any further issues through reflective techniques (Research reflective techniques before responding to this): A reflective technique to engage in questioning: I would implement the framework “Gibbs Reflective Cycle 1988” in relation to appropriate questioning; as it ‘enables us to focus especially on our own and others' feelings, views and perceptions’ - [ CITATION Bus18 \l 1033 ]. Appropriate use of The Gibbs Reflective cycle, turned into questions are: Description: Can you explain what was said that exactly triggered your response? What happened when you heard this story and how did you respond to/with the client? Feelings: Can you describe 3 major feelings you felt at the time of the incident? How would you feel about working with the client again in the future? How would you describe your response? When did you first notice your feelings towards the situation? Evaluation: What was the worst part of this experience? Looking back now, is there anything good that came out of this experience? This leading question may reveal; perhaps new triggers, that she is now aware that she can get triggered at work and that she is also aware that now client stories may trigger her in the future. Analysis: Do you think you are able to work with the same clients in the future? How would you feel to continue working with this program? What adjustments would the organisation, management and staff need to provide in order to support you (physically, emotionally, mentally, work environment wise)? Conclusion: What else can management do in order to support you through this situation? What triggers or stories should I, as a coordinator, be aware of in case of precipitation? Like all questions this should be asked appropriately and with care. As a coordinator, it would be my responsibility to prevent this from happening again and plan prevention. Action Plan: What would you like to do from this point forward? Would you need to take some time off? What do we need to do if this happens again and will you be open to help create a plan of action? This question addresses the fact that this situation may repeat itself in the future because we are facilitating a program designed for individuals with recent arrival in Australia, non-speaking backgrounds and social disconnection,

#37620 5428 so there is a chance of clients who may have similar stories, histories and backgrounds that can lead to triggers, trauma and disengagement from the staff member - this last question gets her involved, feeling valued and a sense of contribution. e) identification or risk to yourself or others: Asking the staff member if other staff are aware of this incident? If so, how they have supported or acted on this? – Exploring a support system within the workplace. Have I, as a coordinator provided appropriate questioning and skills such as empathy, effective communication, diplomacy, support and empowerment? Are there any risks to others and have I conducted and explored risk assessments of: culture and community risks, wellbeing risks, behaviour and self-management risks? f) document any appropriate responses, using the form attached, in accordance with organisation guidelines (Staff performance improvement plan): (Attached separately) 

Be able to demonstrate your capacity for cultural competence (research Community Migrant Resource Centre’s, and STARTTS - NSW Service for the treatment and rehabilitation of torture and trauma survivors)

STARTTS: NSW Service for the Treatment and Rehabilitation of Torture and Trauma Survivors (STARTTS) is a non-profit organisation that offers culturally applicable psychological treatment and support to help recover and mend the grief, fear and suffering of torture and refugee trauma, rebuilding lives in Australia. 1 of 3 principles that STARTTS use is the Systematic Approach, which is a holistic approach that impacts trauma in 5 key areas: Individual, Family, Social/Support Network, Refugee community and Suprasystem – Mainstream Society and Institutions. STARTTS Mission: To develop and implement ways to facilitate the healing process of survivors of torture and refugee trauma and to assist and resource individuals and organisations who work with them to provide appropriate, effective and culturally sensitive services. [ CITATION STA16 \l 1033 ] STARTTS Vision: Services are of: 1) excellent standard and best practice 2) valued and supported by empowered communities 3) proactive in supporting appropriate and effective services for torture and trauma survivors and 4) committed to culturally congruent, evidence based service provision and ongoing improvement through development and innovation in the field. [ CITATION STA16 \l 1033 ] SSI – Settlement Services International: Settlement Services International (SSI) is a community organisation that supports newcomers and other Australians to achieve their full potential. SSI works with all people who have experienced vulnerability, including refugees, people seeking asylum and culturally and linguistically diverse (CALD) communities, to build capacity and enable them to overcome inequality [ CITATION Set18 \l 1033 ]. One of SSI’s Refugee Support Services is their Humanitarian Settlement Program (HSP) that enhances self-reliance, focusing on English language skills, education and readiness for employment opportunities. A contributing factor that makes this program a success is that the HSP has many diverse staff members who have come from refugee backgrounds themselves – creating a comforting and relatable solace for new faces to feel welcome. Another Support service is the Refugee Employment Support Program (RESP) that focuses on ‘community-based solutions to employment through the involvement of local employers, organisations and other nongovernment organisations (NGOs) to connect eligible refugees and people seeking asylum with training, support and jobs’ - [ CITATION Set181 \l 1033 ] Please download the following report- Staff Performance Improvement Plan (make sure when you download this, that you click on the ‘Enable Editing’

#37620 5428 button located at the top of the downloaded page), and you can fill this in and save it to add in with your assessment. http://communitydoor.org.au/organisational-resources/administration/policiesprocedures-and-templates/people-working-in-the

Bibliography Australia Wide Bloomville Emergency Procedures. (2016, October). EMERGENCY MANAGEMENT PLAN For Australia Wide Services. Retrieved September 29, 2018, from https://onedrive.live.com/?authkey=%21AGcnOsl7t %5FBOxQw&cid=5F43ACFF5175E49D&id=5F43ACFF5175E49D %21254&parId=5F43ACFF5175E49D%21249&o=OneUp Blue Knot Foundation. (n.d.). BLUE KNOT FOUNDATION FACT SHEET FOR MANAGERS TRAUMA-INFORMED SERVICE DELIVERY. Retrieved October 7, 2018, from https://www.blueknot.org.au/Portals/2/Fact%20Sheets%20Info/Fact %20Sheet_Managers.pdf Business Balls. (n.d.). Reflective Practice. Retrieved October 8, 2018, from Business Balls: https://www.businessballs.com/self-awareness/reflective-practice-1824/#toc-12