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HomeMy WebLinkAboutWorkplace Violence Prevention Policy - Final version adopted 092513Page 1 of 19 City of Atascadero 6500 Palma Avenue Atascadero, CA 93422 805-461-5000 Workplace Violence Prevention: A Guide for Employees Includes Domestic Violence Page 2 of 19 TABLE OF CONTENTS CITY OF ATASCADERO WORKPLACE VIOLENCE PREVENTION POLICY Introduction Types of Perpetrators Strangers Clients Family Members or Acquaintances Employees Roles and Responsibilities Employee Services Agency Agency and Department Heads Managers and Supervisors Employees Physical Security Training and Information WORKPLACE VIOLENCE PREVENTION: A GUIDE FOR EMPLOYEES Introduction Protection from Violence Protection through Planning Protection through Building Security Protection from Strangers Protection from Clients A Note About Diversity Domestic Violence What is Domestic Violence? If a Co-Worker is Being Abused If You Are Being Abused Support for Victims of Domestic Violence "Stalkers" Temporary Restraining Orders If You are a Batterer in a Domestic Violence Situation Threats of Violence Reporting Threats Bomb Threats Letter Bombs Threats by Clients Threats by Employees Incidents of Violence Conclusion Appendix A: Resources Domestic Violence Contacts Partial Bibliography Appendix B: Bomb Threat Instructions and Checklist Appendix C: Facility Emergency Response Plan Page 3 of 19 Introduction The City of Atascadero is committed to serving a wide range of citizens, some of whom can be under severe stress and have nowhere else to turn. Providing services to these and other persons can place City employees in a position of vulnerability to violence or threatening behavior. The City values its employees and clients and, with this Policy, the Safety Committee affirms its commitment to providing workplaces and facilities that are free from violence. Types of Perpetrators Strangers To help protect employees from violent strangers in the community, the City will provide crime prevention information to employees and will address security issues involving worksites and facilities. Clients Employees in many departments deal with clients who are distressed and who may make threats or commit acts of violence. The City will provide support and guidance to employees so that threats of violence can be recognized and prudently addressed, and so that acts of violence can be prevented if possible. Client violence may be difficult to control, and employee exposure to such violence may be a result of working with special client populations. The handling of some client violence situations may properly be the primary function of local law enforcement agencies. As a matter of policy, the City of Atascadero will not tolerate violent acts or threats of violence by clients or other members of the public towards employees. Family Members or Acquaintances If the workplace is affected by a violent act or threat of violence by an employee's family member or acquaintance, the City will provide support and guidance for the victim and his or her co-workers. Employees The City of Atascadero will not tolerate violent acts or threats of violence (either verbal or implied) by employees. In such cases, the City endorses immediate and definitive use of the disciplinary process up to and including discharge from City employment, consistent with ensuring the safety of co-workers. Criminal prosecution will be pursued as appropriate. The City also advocates a preventive approach whereby merit system rules and regulations are fairly and consistently administered, and where troubled employees receive guidance and, if necessary, professional help. Roles and Responsibilities The City Manager shall ensure that this Policy is fully implemented and adapted to unique needs at the agency / department level, and that the City organization maintains an effective support structure for responding to acts and threats of workplace violence. The City Manager's Office will include the Policy as part of the City's written Injury and Illness Prevention Program. Page 4 of 19 Safety Committee The Safety Committee has overall responsibility for maintaining this Policy and for identifying resources that agencies and departments can use in developing their training plans and violence prevention measures including the Employee Assistance Program, and will coordinate post-incident activities involving employee services and claims management. Department Heads Department Heads are responsible for ensuring that this Policy is implemented in their respective departments and facilities and that the unique needs of their departments are addressed through procedures and training. Managers and Supervisors It is the responsibility of managers and supervisors to make safety their highest concern. When made aware of a real or perceived threat of violence, management shall conduct a thorough investigation, provide support for employees, and take specific actions to help prevent acts of violence. Managers and supervisors shall also provide information and training for employees as needed. Employees Employees should learn to recognize and respond to behaviors by potential perpetrators that may indicate a risk of violence. Employees shall also place safety as the highest concern, and shall report all acts of violence and threats of violence. Physical Security Since the City is a public organization that wishes to remain accessible to its clients to the fullest extent possible, it is not the City's intent to implement a widespread "fortification" of its facilities. The City prefers to train its employees to be the primary means of reducing workplace violence. However, certain facilities, due to the nature of the service provided, may need barriers, cameras, better locks, and the like. Where such structures are necessary, they should be constructed in the least obtrusive way feasible. Training and Information Although acts of workplace violence cannot be precisely predicted, knowledge of how to respond to perpetrators can help City employees minimize the risk of violence or injury. The City will provide designated employees with training that will help employees take appropriate precautions and respond wisely when confronted with a potentially violent individual. The City will structure this training to meet the unique needs of each department and facility. Since the vast majority of violent acts perpetrated by employees and employee family members are preceded by a number of behaviors that signal an escalating situation, the City will provide employees with written materials that will help them recognize the warning signs of violence, and will recommend professional consultation or initiate intervention measure before a violent act occurs. Page 5 of 19 WORKPLACE VIOLENCE PREVENTION: A GUIDE FOR EMPLOYEES Introduction Workplace violence is a concern of many Atascadero City employees. Although workplace violence is not a crisis or an epidemic (the rate has remained more or less steady for the last fifteen years), it is important to be prepared. This booklet provides a brief overview of how to deal with threats and acts of violence involving a stranger, a client, a co-worker or a co-worker's family member or acquaintance. Protection from Violence Protection through Planning Each facility should add a Workplace Violence Prevention section to its Facility Emergency Response Plan. The City Manager’s Office will establish:  Liason with other agencies and organizations  Notification of relatives and next of kin in the event of injury or death  Counseling resources  Media relations  Reception desk procedures. Ask your supervisor about the Plan for your facility. Protection through Building Security Since the City's policy is to keep its facilities as accessible as possible to its clients, the City prefers to not rely on physical security measures as the primary means of preventing workplace violence. However, there are certain measures that can be taken, and all employees are responsible for ensuring the physical security of your building. These measures can include:  Providing and maintaining an escape route for all personnel.  Making sure that all non-public entrances are kept closed and locked.  Other facility-related items (exterior lighting, adequately pruned landscaping, buzzers or silent alarms, and signs).  Installing a central reception area for each facility, with some kind of physical barrier to help control visitor access. It may be necessary at some facilities to go beyond the minor physical measures listed above. Decisions regarding the installation of such structures as metal detectors, special locks, and bulletproof glass will be made at the department head level due to the considerable planning and expense involved. Be aware that such structures, although effective, are not a fail-safe protection against workplace violence. To be truly effective, any physical security improvements should also be accompanied by continued awareness and caution on the part of all employees. Ask your supervisor if you have concerns in any of these areas. Page 6 of 19 Protection From Strangers With some types of workplace violence such as armed robbery and assault, the perpetrator is a stranger. This can be someone who comes to your building (but not as a client) or it could be someone you encounter while out on City business. To help protect you from this type of crime, consider the following tips:  Try to have a co-worker with you, especially at night - the "buddy system".  If you have to work late in a City building, move your car to a well-lighted area near the exit before it gets dark.  Walk in well-lighted areas as much as possible.  Walk confidently and at a steady pace. If you think you are being followed, go to a public area or building.  Face traffic when you walk and avoid bushes, doorways, and other places where someone could hide.  If possible, do not carry a purse; but if you do, carry it over your shoulder and wear your coat over it to conceal it, or hold it in front of you without the strap on your shoulder or neck, folding your arms over it like a football player.  Never leave your car with the engine running, and don't leave the keys in the ignition.  If people ask you for directions, politely, but firmly tell them you do not know - and stay well away from them.  Keep your car doors locked when parked and when driving. Close all windows tightly.  To help avoid being abducted, try not to park next to vans, especially ones with no windows.  As you approach your car, survey the area as you are walking. Have your keys out and ready to use. (You can also use them to defend yourself.) Before you unlock the door, check under the car and in the back seat.  If your car breaks down, open the hood and tie a whit flag to the antenna or display a "Call Police" sign. Stay in the locked car and if people approach, open your window just a crack and ask them to call for help. Do not open your car door.  Discuss any concerns about work practices (such as cash handling), building security, etc., with your supervisor. The Police Department (APD) (461-5051) can give you specific advice. Ask your supervisor if your facility has received a security inspection by the APD. If not, he or she can request one. Safety committee members may be able to help with issues such as building improvements to improve physical security. Protection from Clients Many City clients are under a great deal of stress, and may be frustrated or angry before they even walk in your door or meet with you in the field. A respectful greeting, a smile, and a listening ear can help calm an inflamed temper. It is always best to use the lowest level of response when dealing with an angry client. For example, avoid raising your voice if they raise theirs. Make an extra effort to understand and be understood. If the person seems distracted, restate the problem to focus his or her mind on the issue at hand. Stay calm, and try to keep the situation from escalating by expressing empathy for the client's feelings. Don't argue; ask what you can do to help. Restate the client's position to make sure he or she knows you understand the issue. You may want to momentarily distract the client by changing the subject. If you are not successful and have to take other action (such as summoning help by using a phone, an intercom, or a button that sounds a buzzer), do so calmly and quietly. It is unlikely that you will be able to address the major stresses in the client's life, and you may not be able to do much about the issue that may be causing frustration. In other words, there are some clients for whom no amount of gracious treatment will work. But even if the client does not calm down, there can be Page 7 of 19 a great difference between a client who is merely frustrated and one who becomes violent or resorts to threats of violence. The key is to try to recognize when a client is going to become violent. There are certain danger signs that may precede a violent act. Observe the client's body language, facial expressions and tone of voice to see if he or she is getting more and more agitated. Clenched fists, a flushed face, or a tense posture are signals to be careful. In such situations, think of how to protect yourself. Try to keep a desk or other barrier between you and the client, and make sure that the client does not block your escape route. If the client is directly in front of you, step back so that you are out of striking range. If you sense that a client is going to commit a violent act any second, don't hesitate to leave immediately. Find an excuse to leave the area, or if necessary, just leave - then get help, from co-workers, Supervisors, or someone else, depending on the situation. Don't hesitate to call the police at 911 (or 9- 911) if necessary. It is better to disrupt a work site than to be injured. A Note About Diversity If your work involves clients who are unfamiliar with American customs of greeting and speech, you should be aware that cultures vary in terms of what kinds of body language, eye contact, and verbal expressions are socially acceptable. For example, some people don't like you to gesture broadly with your arms while talking. Eye contact between a man and a woman can carry different connotations to certain cultures. You may also find yourself trying to help someone who struggles with English. Slow your speech down - perhaps way down - and pronounce all consonants clearly; try using alternate or simpler wording. Refrain from raising your voice and avoid using slang, jargon, or idioms. Domestic Violence What Is Domestic Violence? Domestic violence is where a person in a domestic relationship is abused by the other person in that relationship. This abuse may be physical, but it can also be verbal, emotional, or sexual. The abuser often seeks to exert power or to isolate and control the victim by cutting off finances, friendships, and other means of support. Domestic violence can involve persons in a variety of relationships:  Spouse or former spouse.  Live-in partner or former partner.  Dating, former dating or engagement relationship.  A person with whom the victim has had a child.  An elderly person who is abused by a grown child or other care giver. Because women are six times more likely than men to be injured by domestic violence, this Guide uses feminine pronouns when referring to domestic violence. However, a victim can also be a male. If a Co-Worker is Being Abused If you have reason to believe one of your co-workers may be experiencing domestic violence that is impacting your workplace, discuss your concerns with your supervisor. You might also refer your co- worker to the list of resources at the back of this Guide. Page 8 of 19 If You Are Being Abused If you are involved in an abusive relationship that is affecting your work or if you are concerned that a perpetrator may come to the workplace with a violent intent, tell your supervisor or talk to one of the resources listed in Appendix A at the back of this Guide. If you feel uncomfortable doing so, take some time to think about barriers to communication that may be affecting you. Be honest. You do not have to disclose any details that you don't want to, but it will help your supervisor if you honestly discuss how the situation has been affecting you at work. You should especially let your supervisor know if you are afraid that the perpetrator may come to the workplace and harm you or one of your co-workers. Keep in mind that your supervisor may need to disclose some information if the safety of the workplace is a concern. Support for Victims of Domestic Violence In addition to the support the City will be able to provide you with while at work, you will need support off the job. You may want to call one of the resources listed in Appendix A at the back of this Guide. The resources listed under "Shelters" may be particularly helpful since they have trained staff members who can provide emotional support as well as logistical support. The Employee Assistance Program (EAP) is a third party counseling program that is unaffiliated with the City, and has a completely confidential counseling program for batterers. The EAP contact information can be found in the City’s current group insurance provider information, or you may contact the personnel office for the information. Your health care provider may also be able to help. "Stalkers" Stalking occurs when a perpetrator "willfully, maliciously, and repeatedly follows or harasses another person and makes a credible threat with the intent to place that person in reasonable fear for his or her safety". Stalking goes beyond mere harassment in that threats of violence are involved. A stalker will usually focus ("fixate" might be a better word) on a particular individual with whom he has had a real or imagined relationship. A stalker can be an abusive husband pursuing his wife or an anonymous admirer pursuing a fantasy. Stalking is now illegal in California. If stalkers encounter a strong boundary at the victim's workplace, they may be deterred. If you are concerned that someone may stalk you at work, tell your supervisor immediately. The best way to prevent stalking is to not let a relationship, even a casual one, develop or continue any farther than you want it to. Since stalkers have never learned to take "no" for an answer, you must be clear and firm. When declining an unwanted invitation, make sure your answer cannot be interpreted in any way to mean "maybe". Don't give a reason or an excuse - that can only provide a challenge in the mind of the initiator - and don't waver: say simply and firmly, "I'm absolutely not interested in a relationship with you." If the person does not accept your firm refusal, take the situation seriously and consult one of the resources listed at the back of this booklet. If the person is a co-worker, the City's sexual harassment policy may be of help to you. Temporary Restraining Orders California law permits an employer to obtain a temporary restraining order against a perpetrator (including a perpetrator who is also an employee) who is threatening or stalking an employee, elected official, volunteer, or independent contractor. Page 9 of 19 If you find yourself in urgent need of protection at any time of the day or night - whether or not the courts are open - you can request an Emergency Protective Order (very short-term) from the law enforcement agency responding to the incident. Call the police department of the city where the incident occurred. Restraining Orders, whether obtained by you or your employer, can be of value. But experience has shown that these Orders often do not prevent further stalking; instead, they can trigger a violation of the terms of the Order - or a violent act. Restraining Orders should therefore be used with extreme caution, and only after thorough consultation with threat assessment experts and knowledgeable legal counsel. If You are a Batterer in a Domestic Violence Situation If you are an abuser in a domestic violence situation, you should be aware that the Employee Assistance Program (EAP) is a third party counseling program that is unaffiliated with the City, and has a completely confidential counseling program for batterers. The EAP contact information can be found in the City’s current group insurance provider information, or you may contact the personnel office for the contact information. Remember that since City policy prohibits threats by City employees, the use of City time, telephones, or other City resources to convey threatening messages will be dealt with through the progressive discipline process. Since domestic violence is illegal, perpetrators can be subject to arrest and prosecution - and separation from City service. Threats of Violence Reporting Threats Threats of violence take many forms. They can be verbal, written, or implied (such as through the use of symbols, objects, or mutilated animals). If you are the subject of a threat of violence at work or if you observe threatening behavior, it is important to document your concerns and report them to your supervisor immediately. As threat assessment expert Dr. Park Dietz said, "You wait at your peril." Be prepared to provide your supervisor with details, including who made the treat (if known), and how and when the threat was made. Save all evidence of threats, including voice and E-mail messages, notes, and letters. If, after discussions with your supervisor, you wish to convey your concerns to someone else, report the problem up your department's chain of command. You or your supervisor may not be sure if the threat should be taken seriously. When in doubt, refrain from making hasty judgments, since competent threat assessment requires extensive professional training and experience. Bomb Threats Bomb threats are a unique kind of threat because the stakes are so high. The two most common reasons for bomb threats are:  The caller knows about a bomb and wants to minimize injury or property damage. (The caller may be the bomber or someone else who has information about the bomb.)  The caller wants to create an atmosphere of anxiety and panic in order to disrupt normal operations at a City facility. Most bomb threats are made by phone. Any employee who receives calls directly could receive a bomb threat. A copy of the Bomb Threat Checklist is located in the back of this policy and can be kept under your phone. Page 10 of 19 The decision to evacuate will be made by the supervisors based on the amount of information available. All threats will be considered legitimate.  Pay attention to specific evacuation directions.  Leave doors and windows open to let the blast wave escape.  Take your brief case, purse, lunch bag, etc. with you to minimize the search.  The Supervisors will work with police to keep anyone from re-entering the building.  Refer to your facility's Emergency Plan. The search, if required, needs to be done by authorized personnel who are familiar with the facility. Staff may be called upon as needed.  Check your immediate work area and report any suspicious objects to the supervisor or authorized personnel.  Do not touch any suspicious object - leave removal and disposal for the Bomb Squad.  Use normal phones for communication - radios or cellular phones can detonate a bomb. Letter Bombs Letter bombs vary in size and shape, and are usually addressed and booby-trapped to reach a specific target. Be alert for unusual markings:  Foreign mail or special delivery.  Excessive postage.  Handwritten or poorly typed address.  Addressed to a title only, or the wrong title with a name.  Unknown or no return address.  Misspellings of common words.  Restrictive markings, such as "personal". Watch for strange packaging:  Excessive or lopsided weight.  Rigid, uneven, or sloppy envelope.  Protruding wires or foil.  Oil or grease stains; strange odor.  Excessive tape or string. If you suspect that a package may be a bomb, do not try to open it. Isolate it, keep everyone back at least 25 feet, open doors and windows, and call 911 (or 9-911). Threats by Clients In addition to the irate client in the encounter described above, you may receive a threatening letter or phone call from a client. Such threats may arise from a client's frustration with government in general, or with a function of City government in particular, such as the collection of taxes. It may also have arisen from a specific action, such as a denial of a request or claim. If you receive such a threat, save any evidence (such as voice mail messages) and report the threat immediately to your supervisor. Page 11 of 19 Threats by Employees There can be times when a troubled employee becomes a troubling employee. This usually begins when a pattern of behavior escalates to the point where co-workers are afraid of an employee, or it can be a crisis that ultimately leads to a violent act. However, people rarely commit a violent act "out of the blue", and people don't "just snap". A violent act is almost always preceded by a number of warning signs or changes in behavior. Since these changes can be subtle, it is important to observe behavior carefully. Some of these warning signs are listed below. Use caution when reading this list - it is not intended as an evaluation tool for you to assess the stability of an employee, since a display of one or more of these signs does not necessarily mean that a person will become violent. This list is simply a summary of the kinds of behaviors displayed by individuals who have at times committed violent acts. The purpose of this list is to heighten your awareness and to help you to determine if you have a cause for concern. Consider these behaviors as a whole, and don't focus on one isolated act.  Veiled or open threats of violence, e.g., predicting "bad things are going to happen", especially threats that are detailed or appear to be well planned.  A history of discipline or litigation; reacting poorly to discipline or performance evaluations.  Irritability, belligerence, hostility.  Excessive focus on guns, police or the military; subscription to paramilitary magazines such as "Soldier of Fortune" or boasting of weapons collections.  Changes in behavior, such as a deterioration of work performance or in increase in concentration problems; becoming inappropriately withdrawn, increasingly angry, or agitated, or out of touch with reality. This may also signal a substance abuse problem.  A resumption or escalation of drug and / or alcohol abuse.  Reacting with great stress to workplace events such as layoffs, discharges, demotions, reorganizations, labor disputes, or to personal / family problems such as divorce, bankruptcy, etc.  Blaming others; inability to accept responsibility. Holding a grudge, especially against a supervisor, or a co-worker who is alleged to have received some "favor" such as a promotion at the perpetrator's expense.  Depression.  Paranoia - indicated by statements that everyone is against him or her, or by panicking easily.  An increased propensity to push the limits of normal conduct, with disregard to the safety of self or co-workers.  Crossing a co-worker's or supervisor's physical boundaries ("getting in their face"), physical posturing or aggressiveness, stalking, excessive phone calls, etc.  A known personal history of violent, reckless, or anti-social behavior.  References to or identification with mass murderer and infamous incidents of workplace violence, such as Post Office shootings. Having a fascination with recent incidents of workplace violence, and expressing approval of the use of violence under similar circumstances.  An obsessive involvement with the job, which becomes the sole source of identity.  A "loner", with little or no involvement with co-workers.  A combination of the use of stimulants, paranoid behavior, and the purchase of weapons can be a particularly risky combination. The "bottom line" is: Does this person make you or your co-workers uncomfortable or afraid? If you observe an employee displaying these behaviors in a way that frightens you or your co-workers, tell your supervisor immediately. The information you provide will be handled discreetly and will not be shared with anyone who does not have a legitimate need to know. I Page 12 of 19 Incidents of Violence If an actual incident of violence occurs in your workplace, how well you and your co-workers respond will depend largely on how well you have prepared. Each incident is different and each response will be different. However, some common actions to take are:  Call 911 (or 9-911) immediately. If you can't speak freely, just calling and leaving the receiver off the hook may allow a dispatcher to hear noises that will clarify the nature of the incident.  Remember to use your panic button if one is installed. If you don't have access to a panic button, you may be able to use the phone or an intercom system to alert co-workers.  Give the perpetrator what he or she wants. Don't try to be a hero by denying a request for such items as money, keys, documents, or equipment. These can be replaced, lives cannot.  Flee if you can. If you can't, try to find a hiding place.  Cooperate fully with police officers on the scene. These are the professionals who know how to handle such situations and may be acting on information that you do not have.  If you witness an act of workplace violence that does not directly involve you, your actions will depend on your assessment of the situation and your judgement. In some cases, your involvement may help a co-worker; other times it may be better to simply slip quietly away and call 911 (or 9-911). As soon as you can do so, write down all the details of the incident, including who, what, when, how, and where. Give this information to your supervisor. Conclusion Hopefully, you will never be involved in an incident of workplace violence. But due to the types of services the City provides, and the violent nature of modern society, it is important to understand how to help prevent, prepare for, and respond to such incidents. This booklet has provided a starting point for such an understanding, but you should now work with your supervisor and others in your department to fully address specific training and preparedness needs. Page 13 of 19 Appendix A: Resources Domestic Violence Contacts: Domestic Violence Resources: o Women’s Shelter (1-800-549-8989) o Victim/Witness Protection (1-805-781-5821) or toll free (1-866-781-5821) o Mental Health Department (805-781-4700) o Employee Assistance Program (1-888-209-7840) o SLO County District Attorney’s Office (805-781-5800) o Child Welfare Services (805-781-1700) o Adult Protective Services (805-781-1790)  Legal Advice: o Legal Aid (805-544-7994) o Toll Free (800-200-0982)  Domestic Violence Websites: o U.S. Dept of Labor: www.dol.gov o Federal Occupational Safety and Health Administration: www.osha.gov o Long Island Coalition for Workplace Violence Awareness and Prevention Fact Sheet and Model Program: www.osha-slc.gov/workplace_violence/rkplaceViolence.Part1.html o Family Violence Prevention Fund – Workplace Impact of Domestic Violence: www.igc.appc.org/fund/the_facts/labor.html Partial Bibliography  If you need help right now: o DeBecker, Gavin. The Gift of Fear. Boston, Little, Brown & Co., 1997. Survival signals that protect us from violence. o Gross, Linden. To Have or To Harm. New York, Warner Books, Inc. 1994. Stories of stalkers and what to do about stalking. o Kinney, Joseph A. Breaking Point. Chicago, National Safe Workplace Institute 1993. A guide for what to do about workplace violence. o Wheeler, Eugene D. Violence in Our Schools, Hospitals, and Public Places: A Prevention and Management Guide. Ventura CA, Pathfinder Publishing, 1994. o Littler, Mendelson, et al. Terror and Violence in the Workplace. Self-Published 1994. Extensive coverage of legal issues.  If you need general information: o Abbot, Linda. Violence in the Workplace. San Jose CA, San Jose State University 1994, Seminar support material. o Baron, S. Anthony. Violence in the Workplace: A Prevention and Management Guide for Business. Ventura, CA. Pathfinder Publishing 1993. o FBI Bomb Data Center: General Information Bulletin 83-4: Minimizing the Threat from Postal Bombs. Washington, D.C., U.S. Dept of Justice. o Lemon, Nancy. Domestic Violence Law - A Comprehensive Overview of Cases and Sources. Austin & Winfield (to order call (800) 99-AUSTIN). o Oregon / OSHA: Guidelines for Preventing Violence in the Workplace. Salem, OR. o Steinman, Michael, editor: Woman Battering: Policy Responses. Cincinnati OH, Anderson Publishing Company. o U.S. Department of Agriculture: Departmental Administration; Human Resources Management: Domestic Violence Awareness Handbook. o U.S. Public Health Service, Region IX: The Prevention of Workplace Violence. San Francisco, Self-published 1994. Conference proceedings. Page 14 of 19 Appendix B – Bomb Threat Instructions CITY OF ATASCADERO BOMB THREAT INSTRUCTIONS Remain Calm. The most important thing to remember is to get as much information as possible from the caller. This information will include the location and time the bomb is intended to go off. Please take note of the manner of speech, background noise, exact words used by the caller, etc. Call 911 first, and then tell the highest-ranking person in the building. It will be that person’s responsibility whether or not to evacuate the building. Keep in mind that if the Annex is evacuated, we also have the responsibility to notify the adjoining businesses of the threat. Legitimate bomb plants are very rare but the Police Department will use the same precautions for each situation. By keeping calm and going about notifications and evacuations logically and methodically, this will insure that everyone is accounted for and that all safety precautions are addressed. IMPORTANT: Refrain from using cell phones or portable radios in the building if a bomb threat is received. Anything that transmits is a potential trigger for a device. Page 15 of 19 BOMB THREAT CHECKLIST Date:___________________ Exact time of call: Exact words of caller: QUESTIONS TO ASK: 1. When is the bomb going to explode? 2. Where is the bomb? 3. What does it look like? 4. What kind of bomb is it? 5. What will cause it to explode? 6. Did you place the bomb? 7. Why? 8. From where are you calling? 9. What is your address? 10. What is your name? CALLER’S VOICE (circle): Calm Slow Crying Slurred Stutter Loud Broken Giggling Accent Sincere Squeaky Angry Rapid Lisp Deep Normal Disguised Excited Nasal Stressed If voice is familiar, whom did it sound like? Were there any background noises? Remarks: Person receiving call: Telephone number call received at: Page 16 of 19 Appendix C: Facility Emergency Response Plan FACILITY EMERGENCY RESPONSE PLAN BUILDING EVACUATION – City Hall 1. Each employee should be aware of all marked exits from work area and building. 2. When evacuating the building, leave by walking quickly to the nearest marked exit and ask others to do the same. DO NOT RUN. 3. Assist the public in exiting the building. DO NOT USE ELEVATOR. 4. Once outside of City Hall, proceed to the Fountain in the Sunken Gardens. Keep clear of emergency vehicles. 5. If you are at another city operated location, proceed to the pre-approved meeting area. 6. The most senior person present (Department Head, Deputy Director, Supervisor, etc.) will, to the best of his/her ability and without reentering the building, determine that everyone has evacuated safely. 7. Do not return to the building until told to do so by police and fire personnel. Do not use elevator. FIRE A. If a fire or other emergency is identified within your office and to large to contain: 1. Pull the nearest fire alarm immediately. 2. Move to a phone away from any fire or smoke danger. 3. Call 911 - advise the operator that there is a fire of (approximate) size, give your building/office location as well as the location of the fire. 4. Evacuate the building. 5. If smoke is present in the building, be sure to stay low below the smoke. 6. Close all windows and doors, but do not lock, as you leave. Page 17 of 19 B. If the fire is trash can size or smaller and contained (not spreading): 1. Call and ask the closest office neighbor to retrieve the nearest charged fire extinguisher. Call the Fire Department. DO NOT LEAVE THE FIRE UNATTENDED. If you have been properly trained in extinguisher use, attempt to extinguish the fire. If you have not been properly trained, have a trained individual attempt extinguishment. If its size grows beyond containment, follow procedure A3 above to call the Fire Department after evacuating. 2. PULL pin from the extinguisher and hold the extinguisher 4 to 6 feet from fire. AIM, SQUEEZE, and SWEEP (PASS) the extinguisher hose back and forth until spray puts fire completely out, with no smoke left, or until the extinguisher is emptied. 3. If the fire is not out after full use of the extinguisher, follow A3 and evacuate. 4. If a hazardous material emergency arises instead of or in addition to a fire: a. Call the Fire Department as in A3 above. Also request additional support personnel and hazardous waste service from the Office of Environmental Health and Safety by calling 911. C. For fire outside your office: 1. Notify the Fire Department as in A3 above. 2. If a door stands between you and the fire, feel the door – IF IT IS HOT, DO NOT OPEN IT! a. Call the Fire Department again, and tell them your situation. b. Place material along the bottom of your door to keep out the smoke. c. RETREAT – Close as many doors between you and the fire as possible. d. If outside window is available, open it or break it and hang a light colored material out to attract attention. 3. If the door is not hot, open it cautiously, stand behind the door and prepare to close it fast. a. Walk to the closest safe stairway or exit b. DO NOT use elevators! c. Activate the fire alarm. d. Follow evacuation procedures. Page 18 of 19 EXPLOSIONS OR OTHER VIOLENT ACCIDENTS 1. Immediately take cover under tables, desks and other objects, which will give protection against glass or debris. 2. After effects of explosion have subsided, call 911. Give your name; describe the nature and location of the emergency. 3. Follow Building Evacuation Procedures above. Be aware of structural damage. Stay away from glass doors and windows. Do not touch or move any suspicious objects. EARTHQUAKES 1. Seek refuge in a doorway or under a desk or table. Stay away from glass windows, shelves and anything else that might fall. 2. Avoid leaving the building during the actual earthquake. 3. After initial shock, evaluate the situation and if emergency help is necessary, call 911. Protect yourself at all times and be prepared for aftershocks. 4. Coordinate with emergency personnel and follow directions. 5. Evacuate following Building Evacuation Procedures above. BOMB THREAT OR SERIOUS UTILITY FAILURE 1. If you receive a bomb threat, notify your supervisor and call 911 immediately. Do not touch any foreign objects. Advise police of any suspicious circumstances. 2. In case of serious malfunction or any bomb threat, evacuate the building quickly following Building Evacuation Procedure above. HAZARDOUS MATERIALS 1. Be Cautious! Treat materials as hazardous until identified as not. 2. Evacuate building following Building Evacuation Procedures above. 3. When outside, isolate and deny entry to building except for emergency personnel. 4. Call 911. 5. Do not touch, ingest or inhale unknown released material. Notify emergency personnel 6. Eliminate all ignition sources near incident. Page 19 of 19 EXTINGUISHER GUIDELINES 1. A fire extinguisher shall be provided for each 3,000 sq. feet of floor area, or fraction thereof. Travel distance from any point of the protected area to the nearest fire extinguisher shall not exceed 75 feet. 2. Never re-hang an extinguisher once it has been discharged (even if it is only used for a few seconds). Have it recharged. 3. Always maintain an area of three (3) feet clearance around all fire protection equipment.