Design and management controls: communicate regularly and transparently to reduce distress, such as giving families information on patient progress; provide enough workers to care for clients and keep workers safe, with no lone work where violence is a risk, which may include security guards or staff trained in restraint, mediation or de-escalation; consider the gender mix where a harassment risk exists; use rostering that avoids escalation and keeps continuity of support; alternate high-interaction tasks and give breaks; use barring notices; have enough workers to see escalation early; screen patients, clients and visitors for violence risk and match the worker, including triage priority for acute mental health or intoxicated patients; match staffing and supervision to need; provide buddy shifts for workers new to complex clients; and use understandable risk management and behaviour plans, especially for in-home and higher risk care, that deal with who provides care, staff numbers (pairs for personal care, three to shower a resisting person), a one-to-one special, location, duress devices and response times, removal of improvised weapons, medical management, escalation pathways and risk from family members. Also use behavioural contracts that set expectations and consequences, procedures for working in isolation (a home risk assessment at the start of each visit), immediate medical attention, reporting, debriefing and support after an incident including consideration of paid leave, and reporting criminal behaviour to police. In the hospital ward case a lack of staffing and training, gender mix consideration, poor handover and absent duress alarms led to a nurse being assaulted at night.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.