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APPROVAL DATE: 19/10/2020

1. Policy Statement ................................................................3

2. Roles and Responsibilities ...............................................4

 2.1 Executive Directors/Directors  
 (LHN/HS/SAAS/BU) ...........................................................4

 2.2 Line Managers/Supervisors .....................................4

 2.3 Workforce professionals ...........................................4

 2.4 Workers .........................................................................4

3. Policy Requirements .........................................................5

 3.1 Principles of risk management .................................5

 3.2 Hazard identification   Step 1 ..................................6

 3.3 Risk Assessment   Step 2 ........................................7

 3.4 Risk Control   Step 3 .................................................7

 3.4.1 Prevention   primary risk controls .......................7

 3.4.2 Early Intervention    
 secondary risk control measures ..................................8

 3.4.3 During the incident    
 tertiary risk control measures ....................................... 10

 3.4.4 After the incident   post intervention .............. 10

 3.5 Review   Step 4 ......................................................... 11

4. Implementation and Monitoring................................... 12

5. National Safety and Quality Health  
 Service Standards............................................................ 12

6. Definitions .......................................................................... 13

7. Associated Policy Directives / Policy Guidelines  
 and Resources .................................................................. 13

8. Document Ownership and History .............................. 14

2  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

1. Policy Statement

This policy guideline aligns with and supports 
the principles of the SA Health Preventing and 
Responding to Challenging Behaviour Policy 
Directive. It acknowledges SA Health s work 
health and safety (WHS) duty of care to all its 
workers, consumers and carers in minimising 
the risk of exposure to incidents of challenging 
behaviour, violence and aggression in health 

This policy guideline provides risk management guidance 
and strategies for health services to ensure that safe, 
healthy and productive services are maintained and a 
secure and safe environment is provided for all SA Health 
workers and consumers during health service delivery  
and care.

This policy guideline outlines the expectation that health 
services will be committed to the implementation and 
support of actions to prevent and safely respond to 
challenging behaviour to avoid, where possible, the 
development of aggression or violence.

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  3

All SA Health workers and persons who provide a health 
service on behalf of SA Health must adhere to the 
principles described in the Preventing and Responding 
to Challenging Behaviour Policy Directive and this policy 
guideline, and its relevant referenced resources.

This policy guideline applies to, and places an obligation 
on, all workers to:

 &gt; support a positive and safe working and care 

 &gt; support a culture of safety and respect for all workers, 
consumers, families, carers and other persons during 
heath service provision

 &gt; contribute and/or provide quality and consistent care, 
and positive outcomes during the provision of care 
and service to consumers, and/or interaction with 
workers who provide the service.

Interactions or conflicts that do not involve a consumer, 
carer, family or member of the community, and occur 
between two or more workers are not in scope. These 
are addressed through Workforce and Human Resources 
policies and procedures.

The following roles and responsibilities are specific to this 
policy guideline, and should be read in conjunction with the 
roles and responsibilities found within the Preventing and 
Responding to Challenging Behaviour Policy Directive.

2.1 Executive Directors/
Will take reasonably practicable steps to:

 &gt; ensure that the legal obligation and primary duty of 
care as defined in the Work Health and Safety Act 
2012 (SA) and its regulations are met 

 &gt; demonstrate an understanding of, and commitment to, 
systematic hazard and risk management processes for 
challenging behaviour, violence and aggression

 &gt; support the evaluation of existing challenging 
behaviour risk controls and strategies 

 &gt; ensure the allocation and use of human and financial 
resources to effectively manage the risks associated 
with challenging behaviour

 &gt; establish and maintain effective risk management 
systems for challenging behaviour towards all workers, 
consumers and persons in their areas of delegated 
authority and responsibility

 &gt; provide support to workers when they wish to pursue 
legal action as a result of a challenging behaviour 

2.2 Line Managers/Supervisors
Will take reasonably practicable steps to:

 &gt; intervene appropriately to address challenging 
behaviour when it occurs in health care 

 &gt; take complaints and grievances seriously from 
workers, consumers, carers, families  and other 
persons; managing them promptly and in a sensitive 
and confidential manner in accordance with SA  
Health Policy e.g. SA Health Privacy Policy Directive 

 &gt; demonstrate an understanding of, and commitment 
to the systematic hazard identification and risk 
management for challenging behaviour

 &gt; report identified hazards, and implement control 
measures determined from the risk assessment 
process and maintain associated registers

 &gt; evaluate and review the effectiveness of existing risk 
controls and, strategies in their areas of delegated 
authority and responsibility

 &gt; consult with workers and Health and Safety 
Representatives (HSRs) (if applicable) when 
determining risk controls in the workplace.

2.3 Workforce professionals
Will take reasonably practicable steps to:

 &gt; provide advice about hazard identification, risk 
management, and outcomes relative to challenging 
behaviour to executives, managers, workers and key 
interested parties

 &gt; provide support to managers and all workers on the 
implementation of this policy guideline

 &gt; provide guidance, support and assistance to workers 
in workforce processes.

2.4 Workers
Will take reasonably practicable steps to:

 &gt; report challenging behaviour, so that they or others 
are not placed at risk of physical or psychological 
harm and appropriate action can be taken to prevent 

 &gt; participate in relevant training and education, and in 
practice drills

 &gt; take an active role in the hazard management process, 
including risk assessments and quality improvement 

2. Roles and Responsibilities

4  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

3.1 Principles of risk 
Challenging behaviour requires a risk management 
approach, as it poses a serious risk to the health and 
safety of workers and other persons in the healthcare 
environment. Managing the risks of challenging 
behaviours must be a planned, systematic process.   

Challenging behaviour and service-related violence 
or aggression is common in healthcare environments. 
In most circumstances challenging behaviour is 
unintentional, but still has the potential to cause harm and 
is therefore a risk to a workers health and safety.   

Consultation with workers, HSRs and health and safety 
committees (HSCs) is required at each step of the risk 
management process. Drawing on the experience, 
knowledge and ideas of workers is more likely to result 
in the identification of all hazardous situations and the 
selection of effective control measures.

Effective risk management requires a step by step 
process to identify hazardous situations and risks that 
have the potential to lead to harmful outcomes from 
incidents of challenging behaviour.

Step 1: Identify the hazardous situation
 &gt; what may contribute to, or who could cause harm to 

workers and/or other persons, and when.

Step 2: Assess the risk
 &gt; understand the nature of harm that could be caused 

by the challenging behaviour

 &gt; how likely it is that harm may occur e.g. rare, unlikely, 
possible, likely, almost certain

 &gt; how serious the harm could be e.g. insignificant, minor, 
medium, major, critical.

Step 3: Control the risk
 &gt; determine the action required and the most effective 

risk control measure and/or treatment that is 
reasonably practicable in the circumstances.

Step 4: Review control measures
 &gt; implement, review and improve the effectiveness of 

the risk control measures, to ensure the preventative 
measures are effective as per the treatment plan and, 
when necessary, improved.

This process is based on a continuous improvement 
model and is illustrated in Diagram 1.

3. Policy Requirements

Diagram 1   the risk management process


Review control  

Control risks

Known risks and control

Assess risks














Source: Safe Work Australia Code 
of Practice: How to manage health 
and safety risks 2019.

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  5

3.2 Hazard identification    
Step 1
Identifying challenging behaviour hazards are undertaken 
at both an organisational wide level and for individual 

Tool 2   Organisation-wide Self-assessment  Audit Tool 
(for challenging behaviour committees), is a system-
wide gap analysis for challenging behaviour which is 
completed annually by the LHN/HS challenging behaviour 
committees in consultation with workers as part of the 
organisational risk management process.

For individual situations, the hazard identification process 
for challenging behaviour aims to determine which 
persons are at risk, as well as the source of the risk 
(consumer, carer, family, friends or bystanders).

Factors to consider in determining potential hazardous 
situations include:

 &gt; work environment

 &gt; specific activities and nature of health service 

 ? for example, if treatment is being provided under 
legal orders or intervention to prevent self-harm

 &gt; risk control measures currently in place

 &gt; reasons a worker s response to challenging behaviour 
may be less effective (see Table 1).

Extrinsic Intrinsic


 &gt; Poor teamwork

 &gt; Poor rostering and team skill set

 &gt; Poor organisational safety culture


 &gt; Fatigue, stress, burn-out

 &gt; Personal issues e.g. financial, family

 &gt; Physical difficulties with the job or task

 &gt; Previous experience of challenging behaviour with 
poor outcomes

Education and training

 &gt; Lack of training opportunities

Education and training

 &gt; Inexperience, inadequate skills, training or knowledge, 
cultural competency

Workplace environmental design

 &gt; Poor workplace design/layout e.g. cramped  
work areas

Workplace environmental design

 &gt; Workplace design doesn t promote calm and comfort

Systems of work

 &gt; Unclear policies, safe work procedures, instructions

 &gt; Difficulties with the work tasks and how they are 
carried out

 &gt; The way work is designed and managed

Systems of work

 &gt; Frustration, impatience and non-compliance with 

 &gt; Instructions are long so steps are deliberately  
missed out

Clinical and medical

 &gt; Work settings with frequent challenging behaviour

 &gt; High risk medical conditions e.g. alcohol and 
substance misuse, dementia, mental illness

Clinical and medical

 &gt; Pre-disposing personal medical conditions (physical 
and mental)

 &gt; Thoughts, feelings, emotions

Table 1   Reasons a worker s response may be less effective

6  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

3.3 Risk Assessment   Step 2
In addition to the completion of an organisation-wide self-
assessment, workers are required to undertake dynamic 
risk assessments for individual situations. 

Once the hazard identification step has been completed, 
the risks associated with them need to be assessed. As 
part of this, consideration will need to be given if this 
matter requires immediate local attention, or be escalated.

Dynamic risk assessments and the mitigating risk control 
measures taken will depend on the degree of risk to the 
worker (physical or psychological) that may arise from the 
work environment, provision of consumer care, support 
services or business undertaking.

Consideration must also be given to the risk to the 
consumer that can arise when a worker responds 
inappropriately to challenging behaviour e.g. without the 
required skills and training or unlawful use of a restrictive 
practice. These circumstances present a potential risk 
to the organisation through harm to reputation, loss of 
community confidence and legal action.

3.4 Risk Control   Step 3

3.4.1 Prevention    
primary risk controls
Primary risk control measures aim to predict and prepare, 
in order to reduce the likelihood of challenging behaviour 
occurring. DHW/LHN/SAAS and Health Services are 
recommended to implement a variety of primary risk 
controls to help prevent challenging behaviour, including:

 &gt; all staff complete challenging behaviour training 
relevant to their role

 &gt; clinical staff monitor consumers and their care plans 
for early signs of challenging behaviour

 &gt; individual consumer screening and assessment

 ? Determine triggers based on knowledge of the 

 ? Assess the person s appearance, behaviour and 

 ? Assess risks associated with remote or isolated 

 &gt; local team response plans are developed in case of a 
situation of challenging behaviour

 &gt; considering the health system design

 ? Environmental stressors can be a factor in 
challenging behaviour. Reference can be made to 
Crime Prevention through Environmental Design 
when facilities are being newly established, re-
designed or re-developed.

 &gt; considering how best to utilise security skills

 ? Security services and the use of volunteers 
to assist clinicians can also be considered as 
part of the early preparation and prevention of 
challenging behaviours.

 ? Tool 2: Organisation-wide Self-assessment Audit 
Tool (for challenging behaviour committees) 
includes assessment of health service 
environmental design and security.

 ? Security services skill, knowledge and expertise 
should contribute to the facility s risk assessment 
process and security threat analysis, as well as 
responding to challenging behaviour, for example, 
in emergency Code Black situations, or non- 
emergency Security Assist, or in the enforcement 
of hospitals incorporated by-laws. 

 ? The need for security officers and their roles in a 
health service will depend on a range of factors. 
These include the size of the facility, other locally 
implemented safe environment strategies, and the 
consumers  medical conditions.

 ? Refer to Protective Security Policy Directive for 
further information

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  7

3.4.2 Early Intervention    
secondary risk control measures
Secondary control measures aim to reduce the risk that 
challenging behaviour will escalate. These should be used 
in conjunction with early preventative measures, and may 
need to be utilised when early signs and symptoms of 
challenging behaviour are being displayed.

Workers should ask themselves the following questions:

 &gt; is assistance required?

 ? workers should be able to recognize how a 
situation is developing through observation of the 
person s behaviour, while also considering the 
level of risk to themselves, those around, and how 
quickly the risk is changing.

 ? workers should consider how quickly assistance 
is required, the escalation rate, type of threat, and 
if their team can manage the situation safely or if 
further assistance is required.

 ? what form should this assistance take? (Refer Tool 
10: A Stepped Response (to challenging behaviour 
by a patient) in scenarios that are not urgent, the 
worker should consider requesting a medical or 
multidisciplinary team review (MDT), or calling 
for Security Assist (a non-urgent attendance by a 
security officer(s)), as relevant. 

 ? in some situations, urgent assistance is required 
and a duress alarm should be activated and/
or a Code Black (or equivalent) called. If further 
assistance is required, SA Police should be 

Table 2 outlines some key strategies workers should 
consider to reduce the risk of challenging behaviour 
escalating. De-escalation strategies can be used as an 
early intervention and right through to post incident and 
trauma informed care conversations, de-briefing and open 

8  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

Table 2   Key strategies during early intervention

Key Strategy
How this can reduce the risk that challenging behaviour will 

Observation, assessment and 

 &gt; Engage family and carers in care, if applicable. Their observation, insights and 
advice can be valuable 

 &gt; Assess the level of risk, possible triggers and contributing factors

 &gt; Monitor, and identify signs that a person s mental or physical state is deteriorating

De-escalation Use good communication skills with the consumer

 &gt; Use a safe approach, open body language, calm and clear communication 

 &gt; Listen carefully with empathy and respect. Reassure 

 &gt; Identify what the person would like to happen 

 &gt; Monitor your own 

 ?  tone, loudness, intensity and rate of speech, 

 ? personal behaviour, response, and professional detachment

 ? non-verbal communication such as personal space and body language,  
e.g. position, posture and proximity 

Take action to 

 &gt; Respond to what the person wants to happen, if practicable 

 &gt; relieve identified consumer symptoms and needs, for example pain control

 &gt; address social stressors if possible  

 &gt; encourage reasoning and use of the person s calming strategies

Use de-escalation approaches relevant to specific groups

 &gt; AGRO+ for paediatric consumers (Hanieh, Musa and Jureidini) and Dementia 
Behaviour Management Advisory Service (DBMAS) for older adults with dementia

 &gt; Use of personal safety plan or comfort plan in mental health, and Top 5 for 

 &gt; Implement diversional and sensory modulation techniques.

 &gt; Use positive behaviour strategies and limit setting strategies 

Teamwork Manage symptoms, the environment, triggers and contributing factors

 &gt; Address the consumer s immediate needs

 &gt; Nursing, allied health, psychological and medical interventions

Engage other team members to assist with de-escalation

 &gt; Team huddles 

 &gt; Stepped response

Providing best care Review care plan and tailor the treatment to the consumer s symptoms, current 
behaviour and mental state and their underpinning medical conditions. 

 &gt; For example, there is considerable difference between the clinical treatment 
and management of delirium and the management of brain injury or alcohol and 
substance misuse and withdrawal.

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  9

3.4.3 During the incident    
tertiary risk control measures
The aim of tertiary risk control measures is to reduce 
the risk of harm to the worker or consumer and others 
while the challenging behaviour incident is occurring. 
These measures should be supplementary to primary and 
secondary risk control measures. 

Workers must take care of their own health and safety, 
and not place themselves or others in harm s way by act 
or omission.

Workers should continuously assess and observe the 
consumer (or person exhibiting challenging behaviour) to 
assess the risk of further escalation and harm; and to plan 
treatment or action that may be required, and that may 
help to de-escalate.

Depending on the rate of escalation and the situation, the 
worker can initiate the additional steps (of the stepped 
response Tool 10) to ensure that the team has additional 
assistance to manage the situation safely.

 &gt; request an urgent medical review and/or 
multidisciplinary team (MDT) review of the consumer  
and care plan

 &gt; place a  Security Assist  call to Security services 
requesting assistance to stand-by, assist the staff 
member(s) or remove the person from the health 
service (if not a consumer and not needing medical 

 &gt; make a call for additional assistance from the 
Emergency Response Team to provide either or 
both expert de-escalation or physical intervention to 
ensure safety (Code Black). The equivalent for the 
SA Ambulance Service is Code 51 for an emergency 
police attendance

 &gt; make a call for SA Police attendance

Workers should ask themselves the following questions:

 &gt; do I need to retreat, dis-engage or withdraw myself 
and others from the area? 

 &gt; what do I need to do to keep other people safe?

 &gt; how does my team work with the Emergency 
Response Team (if they are in attendance) to maximise 
safety of workers, consumer and others?

 &gt; do restrictive practices need to be considered, as a 
last resort to ensure safety?

 ? refer to Minimising Restrictive Practices in Health 
Care Policy Directive and Restraint and Seclusion 
in Mental Health Services Policy Guideline

 ? physical and mechanical restraint or seclusion can 
only be applied by workers with relevant training 
who are familiar with the correct and safe selection 
and use of equipment and monitoring of the 

 ? when authorised by a clinician and lawful, 
restrictive practices can be applied to a consumer 
if there is an imminent risk of serious harm and 
when de-escalation has failed, as a last resort only, 
if least restrictive

 ? there are risks associated with the use of restrictive 
practices (physical, mechanical and chemical 
restraint, seclusion). Any use of physical force 
or restrictive practice especially in a combative 
situation can significantly increase the chances 
of physical and psychological injury occurring to 
both workers and/or consumers. It is therefore a 
requirement for members of Emergency Response 
Teams to have the opportunity to practice together 
and know their roles (Tool 5 Education and Training 

3.4.4 After the incident    
post intervention
Post intervention, action must be taken to optimise the 
recovery of the worker and/or consumer.

Immediately after the incident, the following actions 
should be undertaken where appropriate:

 &gt; ensuring that all persons are safe

 &gt; providing first aid or urgent medical attention

 &gt; providing individual practical and emotional support 
where required

 &gt; immediate notification of management and/or security 
services, SA Police or other authorities as required

 &gt; preserving evidence, if applicable, e.g. site 
preservation for investigations

 &gt; workers may need to be relieved of duty

 &gt; if restraint or seclusion is applied, commence 
appropriate care and monitoring of the consumer 
(Minimising Restrictive Practices Policy Directive, Chief 
Psychiatrists Standards).

10  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

A single serious incident or a series of lesser incidents 
can have a significant effect on the people involved. 
Some workers may experience a range of psychological 
reactions and emotions that may be quite intense and 
distressing, typically they are short term but may range 
from loss of confidence in their own abilities, to symptoms 
of post- traumatic stress disorder.

LHN/HS/SAAS must have procedures in place to 
ensure that all persons are safe both physically and 
psychologically, through the following steps:

 &gt; recovery with support from managers and their team

 &gt; post incident support conversations and debriefing, 
with opportunity for reflection, the voicing of concerns, 
complaints and suggestions, as well as the provision 
of information on Employee Assistance Programs 
and injury or claims management   refer to Tool 8   
Challenging Behaviour Violence and Aggression Post-
incident Support Toolkit.

Post Incident Support Conversations and 
De-briefing supports recovery for workers to restore 
confidence, feel safe, and feel able to continue to provide 
high quality care. The timing of de-briefing will depend on 
the individual and their response to the event.

Post incident organisational debriefing for teams and 
workers forms part of a post incident response and 
involves reviewing the organisational processes  
and system.

Workers who wish to pursue legal action against the 
alleged aggressor, for example, with assault or other 
offence, will require advice and support to do this. 

Reporting the incident through the Safety Learning 
System (SLS) or IRQA (SAAS) must occur within required 
timeframes (refer to Tool 6 - Guide to Reporting and 
Review of Challenging Behaviour Incidents). 

Where an injury has been sustained by a worker, the 
injury must also be reported to the SA Health Notification 
of Work Injury number   1800 702 264 on the same 
day, same shift or where reasonably practicable. All 
SAAS workers must report the injury to the SAAS State 
Duty Manager on 1300 886 268 within 4 hours of the 
occurrence / onset (refer to Management of Work-Related 
Injury/Illness (WHSIM) Policy Directive).

For further information, refer to Patient Incident 
Management and Open Disclosure Policy Directive.


3.5 Review   Step 4
A review of the incident and the risk control measures 
that were in place should occur to reduce the risk of 
re-occurrence. The review should include input from the 
worker(s) involved, health and safety representatives, 
security representatives, consumers, family and carers 
where appropriate. As part of this, consideration should 
be given to how the effectiveness of the risk control 
measures could be improved. Use Safety Learning System 
(SLS) to record the actions taken.

Incident investigation principles include:

 &gt; investigate and collect information as soon as possible 
after the incident

 &gt; look for causes and/or contributing factors

 &gt; review the effectiveness of the consumer s care plan, 
and related risk control measures, identify new control 
measures, and review implementation  

 &gt; document outcomes and involve the team, consumer, 
family and carer.

A review of the risk control measures can include an 
examination of

 &gt; the physical work environment

 &gt; work functions and tasks

 &gt; clinical care

 &gt; consumer processes

 &gt; prevention measures, including training and education

 &gt; issue resolution, recovery and learning processes.

Hazard information should also be reviewed to ensure 
that the risk control measures in place are still relevant, as 
new technology and clinical practices may provide more 
effective solutions. Control measures may also need to be 
updated with changes to clinical management, safe work 
procedures and operating conditions.

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  11

In addition to the evaluation criteria contained within  
SA Health Preventing and Responding to Challenging 
Behaviour Policy Directive, implementation of this policy 
guideline will be monitored via the SA Health WHS 
Internal Audit Program against the following criteria:

 &gt; demonstrate documentation showing that the 
principles of risk management are being implemented

 &gt; demonstrate documentation showing that risk controls 
are being regularly reviewed.

4. Implementation and Monitoring

5. National Safety and Quality 
Health Service Standards

Standard 1


Standard 2



Standard 3

Preventing &amp; 


Standard 4


Standard 5


Standard 6

for Safety

Standard 7


Standard 8


to Acute 


12  |  Challenging Behaviour Safety Management (WHS) Policy Guideline 

Reference may be made to the following resources for 
further definitions and clarification of any terms used 
throughout this policy guideline.

 &gt; SA Health Preventing and Responding to Challenging 
Behaviour Policy Directive

 &gt; SA Health Work Health Safety and Injury Management 

6. Definitions 

For a full list of associated policies and resources, please 
refer to the Preventing and Responding to Challenging 
Behaviour Policy Directive

SA Health Documentation

SA Health Framework   Work Health Safety and Injury 

SA Health Challenging Behaviour Strategic Framework 

SA Health Policy Directive   Preventing and Responding 
to Challenging Behaviour

SA Health Policy Directive   Minimising Restrictive 
Practices in Health Care

SA Health Policy Directive   Patient Incident Management 
and Open Disclosure 

SA Health Policy Directive   Management of Work-
Related Injury/Illness (WHSIM) 

SA Health Policy Guideline   Restraint and Seclusion in 
Mental Health Services

SA Health Policy Guideline - Remote or Isolated Work 
Safety (WHS) 

Challenging Behaviour Toolkit

 &gt; Tool 2: Organisation-wide Self-assessment Audit Tool 
(for challenging behaviour committees)

 &gt; Tool 5: Education and Training Framework

 &gt; Tool 6: Guide to Reporting and Review of Challenging 
Behaviour Incidents

 &gt; Tool 8: Challenging Behaviour Violence and 
Aggression Post-incident Support Toolkit 

 &gt; Tool 10: A Stepped Response (to challenging 
behaviour by a patient) 

Other Resources

SafeWork SA Code of Practice   How to manage work 
health and safety risks

SafeWork SA Work-Related Violence - Preventing and 
responding to work-related violence

7. Associated Policy Directives /  
Policy Guidelines and Resources

Challenging Behaviour Safety Management (WHS) Policy Guideline   |  13

For more information
Workforce Services 
SA Health 
11 Hindmarsh Square 
Adelaide  SA  5000

Public: I1-A1

  Department for Health and Wellbeing, Government of South Australia.  
All rights reserved. November 2020. FIS: 20082.5


Document developed by:   Workforce Services / Corporate &amp; System Support Services

File / Objective No:  2020-00286  |  A2341878

Next review due:    31 October 2025

Policy history:   Is this a new Policy Directive (V1) N

    Does this Policy Directive amend or update an existing Policy Directive version? Y

    If so, which version? V1

    Does this Policy Directive replace another Policy Directive with a different title?  Y

    If so, which Policy Guideline (title)? Preventing and Responding to Challenging   
    Behviour, Violence and Aggression Policy Guideline

ISBN No:     978-1-76083-328-2

Approval Date Version Who Approved New/Revised Version Reason for change

19/10/20 V2.0 DCE Corporate  &amp; System Support Services Formally reviewed in line with 1-5 year 
scheduled timeline for review.

07/05/15 V1.0 Portfolio Executive Original PE approved version.

8. Document Ownership and History