24 th October 2006 Melbourne

1. Topic: Aggression Management Introduction of a Quick Reference Guide for the Prevention of Aggression and ViolencePresenter: Dr Peter NorrieHospital: Dionysis 24th October 2006Melbourne

2. KEY PROBLEMS • Assaults in both inpatient and community mental health teams was increasing, as was the severity of the assaults. • Workers compensation premiums were rising as a result of the increased incidence of psychological trauma suffered by staff and the length of time staff were away from the workplace • Staff were reluctant to attend training

3. INNOVATIONS IMPLEMENTED • Development of a Health Service wide policy on the prevention and management of aggression and violence • Publication of a quick reference guide, pertinent to all clinical and support staff • Adoption of an e-learning package for all staff • Expansion of the number of trainers in violence and aggression prevention and management available within the mental health service • Introduction of fortnightly, site specific training (bed based, community, specialty and access and child and adolescent)

4. INNOVATIONS IMPLEMENTED

5. INNOVATIONS IMPLEMENTED

6. RESULTS

7. RESULTS Introduction of policy and quick reference guide Change to training for staff No physical violence The majority of these incidents were caused by one consumer

8. HOW WE DID IT Project Timeframe: • Policy and quick reference guide development took 2 years. • E-learning package procurement and development took 4 months • 14 new trainers from November 05 • Fortnightly training rotating the service from March 06

9. HOW WE DID IT Resources Used: • Project officer employed for roll out of policy, guide and developing training across the health service from March 06 • Existing mental health staff trained and conduct the 2 day training across the service Key Success Factors: • User friendly and colourful guide. • E-learning package that staff can easily relate to and remember • Training tailored to staff needs and experiences

10. LESSONS LEARNT • The employment of a dedicated project officer to inform staff and devote time to the oversight of training was instrumental in moving the project forward • A project officer employed earlier would have significantly reduced the timeframe required for the development of supporting documentation and training • Tailoring training to meet the working environment of the staff contributed significantly to staff participation