Lone Working Policy
1. Policy Statement
1.1. Where the conditions of mental health awareness and well-being delivery or its associated tasks require staff to work alone, both the individual staff member and their Line Manager/or another director have a duty to assess and reduce the risks which lone working presents.
1.2. This policy should be read in conjunction with the Health & Safety and Safeguarding policies including, where relevant, those of partnership organisations such as those currently in operation in the local communities of concerned.
1.3. Health and Safety legislations does not prohibit lone working, but an employee should not be put at more risk than other people working. An employer has a general duty under Section 2(1) of the Health & Safety at Work Act 1974, to ensure, so far as is reasonably practicable, the health, safety, and welfare of employee’s whilst at work.
1.4. Health and Safety Legislation requires employers and managers to assess risks to staff whilst lone working and plan for effective planning, organisation, control, monitoring and review. This policy deals with generic aspects of management of lone working risks and provides advice on the efficacy of various actions that may be utilised to reduce these risks.
1.5. Where appropriate, employers must assess the risks of violence to their staff and, if necessary, put in place actions to protect them.
2. Purpose
This policy is designed to alert staff to the risks presented by lone working, to identify the responsibilities each person has in this situation, and to describe procedures which will minimise such risks. Due to the nature of the work within Rebecca Blamo’s Mental Health Awareness and Well-being, working alone is required. The C.I.C recognises the various risks that staff may face and has considered the actions that should be take. It is not intended to raise anxiety unnecessarily, but to give staff a framework for managing potentially risky situations.
3. Scope
3.1. This policy applies to all staff who may be working alone, at any time, in any of the situations described in the definition below.
3.2. Volunteers would not normally be expected to work alone and so should be outside the scope of this policy
4. Context
Some staff work outside office hours and/or alone due to flexible working patterns and/or to undertake their job role (i.e. project managing, facilitators). Rebecca Blamo’s Mental Health Awareness and Well-being C.I.C principles for supporting lone workers include:
4.1. a commitment to supporting both in establishing and maintaining safe working practices
4.2. recognising and reducing risk
4.3. a commitment to the provision of appropriate support for staff for example security where needed when working in Liberia, West Africa.
4.4. a clear understanding of responsibilities
4.5. the priority placed on the safety of the individual over property
4.6. a commitment to providing appropriate training for staff
4.7. Equipment such as mobile phones and personal alarms will be made available as appropriate.
5. Definition
Within this document, ‘lone working’ refers to situations where staff in the course of their duties work alone or are physically isolated without access to immediate assistance. This may include working on the field conducting or facilitating a workshop, peer-to-peer group or training session.
6. Mandatory Building Procedures
6.1. Security of buildings where WORKSHOPS/PEER-TO-PEER GROUPS/TRAININGS will be held
Line Managers and their employees must ensure that:‐
6.1.1. All appropriate steps are taken to control access to the building and that emergency exits are accessible
6.1.2. Confirm whether the alarm systems are tested regularly – both fire and intruder
6.1.3. When working alone that they are familiar with exits and alarms.
6.1.4. There is access to a telephone, personal alarm and first aid kit
6.1.5. If there is any indication that the building has been broken into, they call for assistance before entering
6.1.6. External doors are locked to avoid unwanted visitors if working alone
6.2. Working alone at another building/location
Directors and their employees must ensure that:‐
6.2.1. All appropriate steps are taken to control access to the building/room and that emergency exits are accessible
6.2.2. They are familiar with the fire and, if applicable, intruder alarm procedure and know the location of both exits and alarms
6.2.3. When making a booking at a venue there will be somebody else present in the building (i.e. building caretaker) and that this person can be contacted in the event of an emergency.
6.2.4. There is access to a telephone and first aid kit
6.2.5. If there is any indication that the building has been broken into, they call for assistance before entering
6.2.6. Staff are familiar with the no‐smoking rules and procedures
6.2.7. Whenever possible that they park in a well-lit and busy area
6.2.8. Ensure sign in and sign out procedures are followed
7. Personal safety
7.1. Staff should avoid working alone if not necessary and where possible the final two people should leave together
7.2. Staff must not assume that having a mobile phone and a back‐up plan is a sufficient safeguard in itself. The first priority is to plan for a reduction of risk.
7.3. Staff should take all reasonable precautions to ensure their own safety, as they would in any other circumstances.
7.4. Before working alone, an assessment of the risks involved should be made in conjunction with the Directors.
7.5. Where required, staff must ensure that they sign in and out of building registers.
7.6. Staff must inform their Directors/Project Coordinator or other identified person when they will be working alone, giving accurate details of their location and following an agreed plan to inform that person when the task is completed. This includes occasions when a staff member expects to go home following an external commitment rather than returning to their base.
7.7. Staff such as facilitators, who work to a pre‐planned program of sessions, must inform the directors if they deviate from the program.
7.8. If a member of staff does not report in as expected an agreed plan should be put into operation, initially to check on the situation and then to respond as appropriate using emergency contact information if necessary.
7.9. Arrangements for contacts and response should be tailored to the needs and nature of the team. Issues to take into account include:
7.9.1. The identified risks
7.9.3. Measures in place to reduce those risks
7.10. Where staff work alone for extended periods and/or on a regular basis, the directors must make provision for regular contact, both to monitor the situation and to counter the effects of working in isolation.
7.11. Staff working away from the office should ensure that they have access to a mobile phone at all times. Staff may use their own mobile phone for this purpose or may borrow one from Rebecca Blamo’s Mental Health Awareness and Well-being C.I.C. Staff are responsible for checking that the mobile phone is charged, in working order and with sufficient credit remaining with the relevant provider.
8. Assessment of risk
8.1. In drawing up and recording an assessment of risk the following issues should be considered, as appropriate to the circumstances:
8.1.1. The environment – location, security, access. 8.1.2. The context – nature of the task, any special circumstances. 8.1.3. The individuals concerned – indicators of potential or actual risk. 8.1.4. History – any previous incidents in similar situations. 8.1.5. Any other special circumstances.
8.2. All available information should be considered and checked or updated as necessary. Where there is any reasonable doubt about the safety of a lone worker in each situation, consideration should be given to sending a second worker or making other arrangements to complete the task.
9. Planning
9.1. Staff safety should be considered when choosing locations for Workshops/Peer-to-Peer Group Session/Training etc.
9.2. Staff should be fully briefed in relation to risk as well as the task itself.
9.3. Communication, checking‐in and fallback arrangements must be in place. Staff should ensure someone is always aware of their movements and expected return time.
9.4. The Directors is responsible for agreeing and facilitating these arrangements, which should be tailored to the operating conditions affecting the staff member.
10. Staff working at home
10.1. Staff working from their own homes should take every reasonable precaution to ensure that their address and telephone number remain confidential.
10.2. Staff working from home regularly updating the website and social media platforms should ensure personal information is preserved.
10.3. Directors should be particularly aware of the importance of such arrangements for staff that live alone.
10.4. Staff working from home should be aware that even ex‐directory and mobile numbers will show up on Caller Display and can be retrieved on 1471. To prevent the person, you call accessing your number dial 141 before their number or check the instructions for your mobile phone.
11. Staff working in Liberia, West Africa and with other partners in the UK
Staff when working in Liberia, West Africa or other partners in the UK, should ensure that they are familiar with and comply with the appropriate Health & Safety guidance for the site that they are visiting.
12. Practice Guidance – Personal Safety
Reasonable precautions might include:
12.1. checking directions for the destination
12.2. ensuring your car, if used, is road‐worthy and has break‐down cover
12.3. ensuring someone knows where you are and when are expected home
12.4. avoiding where possible poorly lit or deserted areas
12.5. taking care when entering or leaving empty buildings, especially at night
12.6. ensuring that items such as laptops or mobile phones are carried discreetly
12.7 ensuring travel and gadgets insurance is in place
12.8 all appropriate personal travel vaccines are taken
For more information see the Suzy Lamplugh Trust website http://www.suzylamplugh.org/personal‐safety/personal‐safety‐tips/ which gives further advice and information.
13. Monitoring and Review
Any member of staff with a concern regarding lone working issues should ensure that it is discussed with the directors or with the whole team, as appropriate.
Appendix 1 ‐ Personal Safety
1. Personal Safety
1.1. There are several things you can do to avoid trouble in the first place. The organisation has a responsibility as an employer to ensure the health, safety, and welfare of staff, but employees also have a duty to take reasonable care themselves.
1.2. This is not about raising anxiety levels but about recognising potential dangers and taking positive steps to reduce risk, for yourself and for service users in your care.
2. Be aware of the environment
2.1. Know what measures are in place where you work: check out alarm systems and procedures, exits and entrances, and the location of the first aid supplies. Be familiar with the local traditions, culture, and customs.
2.2. Make sure that your car and mobile phone are in good working order, and that electrical and other mechanical equipment is safe to use. Check the instructions for use and ensure that faults are reported /dealt with.
2.3. If your work takes you into areas which are isolated, poorly lit at night or known for high crime rates arrange to check in when the visit is over. More importantly try to rearrange meetings when it is light and safer
2.4. If a potentially violent situation occurs, be aware of what might be used as a weapon against you, and of possible escape routes.
2.5. Try to maintain a comfortable level of heating and lighting in buildings you control.
3. Be aware of yourself
3.1. Think about your body language. What messages are you giving?
3.2. Think about your tone of voice and choice of words. Avoid anything which could be seen as sarcastic or patronising.
3.3. Think about what you are wearing. Is it suitable for the task? Does it hamper your movement? What signals does it send out? In a potentially risky situation, does a scarf or tie offer an opportunity to an assailant? Is your outfit culture appropriate for where you are visiting?
3.4. Be aware of your own triggers – the things that make you angry or upset.
4. Be aware of other people
4.1. Take note of their non‐verbal signals.
4.2. Be aware of their triggers.
4.3. Don’t crowd people – allow them space.
4.4. Make a realistic estimate of the time you will need to do something, and don’t make promises which can’t be kept, either on your own or someone else’s behalf.
4.5. Be aware of the context of your meeting – are they already angry or upset before you meet, and for what reason?
4.6. Listen to them and show them you are listening.
4.7 Ensure self-care exercises
Appendix 2 ‐ Protocol and Guidance for Home Visits
1. Guidance for Workshop, Training, Peer-to-Peer Group Sessions
1.1. Two people (staff or volunteers) should conduct sessions together. The Administration Assistant will provide a list of any sessions arranged, including location, relevant phone number of the location/individuals attending and an estimated time of leaving and returning. The Outreach Worker should ensure they have a fully operational mobile phone with them for the visit. Staff should appraise themselves of any previous visits by other staff or agencies and acquire background information from others.
1.2. Staff assisting should be fully acquainted with the location of the group’s location and how to get there to avoid having to stop and ask for directions. Staff should have the appropriate insurance cover as such visits are regarded as ‘business’ by insurance companies.
1.3. If staff are anxious on arriving at a location and feel their safety could be jeopardised, they should not take the risk of proceeding further. Alternative arrangements should be made.
1.4. All workshops/training/peer-to-peer group support meetings should be recorded with the reason of the meeting, points discussed, agreements reached and any concerns that the member of staff may have from the meeting however trivial these may appear at the time. Clear and detailed record keeping may well prevent problems in the future.
1.5. Travel plans should only be changed if relevant staff have been alerted.
1.6. Staff may consider the carrying of a personal alarm.
1.7. Public transport is a poor option for peer-to-peer group support meeting since a great deal of personal control is taken away. Only a thorough risk assessment should allow for the use of buses, taxis and trains.
1.8. Confrontation should always be avoided. At the first sign of potential danger the staff member should make a speedy exit from the location. Never assume that violence wouldn’t happen as while Liberia is still in recovering from a 14-year civil war maintaining a safety exit is paramount. Any incident should be reported to the Directors immediately.
1.9. Visiting staff and volunteers are reminded to keep up to date with current legislation and safeguarding training the UK and Liberia, West Africa.
2. Working in Partnership with other Agencies
2.7. Where appropriate check with the Common Assessment Team to find out if a Lead Practitioner (Professional) is identified.
2.8. Where possible, communicate with other agencies already involved with the communities.
2.9. There is a need to clarify the role of other professionals involved to avoid duplication and so that communities concerned are not working at cross‐purposes with other agencies.
2.10. Evidence of good practice is where the two services liaise and support each other with a clear common aim of assisting the communities concerned to overcome barriers to the raising awareness of mental health issues and well-being. Where this may involve attendance, punctuality, language, stigmas, tradition etc.
3. Health and Safety
3.1. Always attend workshops, trainings and peer-to-peer support groups accompanied and provide the Administration Assistant with a list of any visits arranged, including details of locations and an estimated time of leaving and returning.
3.2. The Project Coordinator/Facilitator MUST be sent a copy of all arrangements made.
3.3. Ensure that your mobile phone is operational and fully charged beforehand
3.4. Demonstrate normal courtesy.
3.5. A note should be made of all people present at the meeting, dates and times etc.
3.6. Use common sense, trust your instincts and if a situation feels threatening ‐ leave, saying for example, that you are going back to get something from your car.
3.7. If in doubt cancel the session and re‐arrange with a colleague in attendance
3.8. An administrator should log any future training session in the planner and put a reminder on the calendar in outlook
3.9. The staff member undertaking a workshop/training/peer-to-peer group must ensure they telephone the office immediately after session has taken place at the agreed time
3.10. If the session overran and the staff member doesn’t ring at the expected time, admin staff will ring the mobile phone to make sure the session has finished and that they are safe
3.11. If there appears to be any cause for concern, a code word will be used, and the staff member should respond accordingly to the questions being answered by the administrator
3.12. If there is no answer, the administrator should try to make contact again after 5 minutes
3.13. If there is still no answer the administrator should ring the contact details of the assisting facilitator to ensure that they have left and at what time
3.14. Attempts should then be made to contact the staff member at their home by telephone and refer to the Director for further action
4. Risk Assessment
4.1. Check records as to what is known and what information is available about the location.
4.2. Talk to other professionals who may already have had contact or involvement with the communities.
4.3. Discuss with the Project Coordinator/Director what strategies to adopt when working in an isolated location with hostile individuals.
4.4. Where there are deemed to be potential risks, remove yourself and make alternative arrangements.
Policy reviewed by the Directors board on September 7th 2023.