Workplace Violence and Crime Through Environmental Design (CPTED) Sergeant Robert J. Greenlee III DEFINITIONS

Transcription

1 Workplace Violence and Crime Through Environmental Design (CPTED) Sergeant Robert J. Greenlee III DEFINITIONS Violence: Any verbal, physical, or psychological threat or assault on an individual that has the intention or results in physical and/or psychological damage 1

2 DEFINITIONS CONT D Workplace: Any location where the employee is, due to job requirements BACKGROUND INFORMATION Types of violence Physical Verbal Psychological 2

3 BACKGROUND INFORMATION CONT D Types of threats Veiled Conditional Direct BACKGROUND INFORMATION CONT D Reportable act Any violence, threat or other aggressive behavior 3

4 SOURCES By strangers or vendors By clients By co-workers By relatives EFFECTS Physical injuries Psychological / emotional damage Interruption in business 4

5 SAFETY TIPS DO: Be aware of your surroundings Know where your exits are Implement a buddy system Leave with keys in hand Consider workplace layouts WHAT TO LOOK FOR... Obsessive behavior Chemical dependency Verbal threats or threatening actions 5

6 Possible Violence If Any of These Conditions Exist: Verbal abuse Excessive profanity Consistently argumentative Failure to cooperate Inappropriate comments Negative attitude toward policies/procedures Expressing suicidal thoughts Frequent displays of anger, such as clenched fists, red face, tight jaw (also known as posturing ) WHAT ELSE TO LOOK FOR... Depression & isolation Defensiveness Emotional outbursts Interests in weapons Self-destructive behavior Affiliation with gangs 6

7 1. Do NOT get physical 2. Do NOT over-react 3. Do NOT take the challenge 4. Do be a good listener 5. Do know what is really being said THINGS TO REMEMBER MORE THINGS TO REMEMBER 6. Do give them space 7. Do watch what you say non-verbally 8. Do reference self-interest 9. Do speak of consequences NOT threats 7

8 Things to Avoid! Speak in a way that shows Apathy Brushing off Condescension Giving the run-a-round Reject all demands Challenge or dare Pose in challenging stances Attempt to bargain Try to make the situation seem less serious Make false statements Take sides or agree with distortions Your Personal Conduct May Prevent Things from Blowing Up! What to Do! Stay Calm Listen Let them know you are interested Acknowledge the person s feelings Be reassuring and point out choices Accept criticism in a positive way Establish ground rules Ask what you can do to help Position yourself so you have access to an exit 8

9 What Should You Report? Name of threat maker Name of victim or potential victim Where and when did it occur What happened prior to the incident Specific language of the threat Any physical conduct that would substantiate an intention to follow through on the threat. Names of any supervisory staff involved and how they responded What event(s) triggered the incident Any history leading up to the incident The steps which have been taken to ensure that the threat will not be carried out Suggestions for preventing workplace violence in the future You Play a Role!!! Recognize warning signs Stay in control Collect information Report all incidents Train all employees 9

10 Crime Prevention Through Environmental Design Overview Crime Prevention Through Environmental Design REMEMBER: YOU KNOW YOUR WORKSPACE BETTER THAN ANYONE ELSE! 10

11 Understanding Old concept, but recently modified by Jane Jacobs and Oscar Newman Explores the relationship between built environment and criminal behavior Offer guidelines which as a property owner or employee can apply to reduce the fear and incidence or crime and improve quality of life. Project teams are encouraged to be innovative in developing solutions which limits the exposure to incidents of criminal activity is an approach to problemsolving that considers environmental conditions and the opportunities they offer for crime or other unintended and undesirable behaviors attempts to reduce or eliminate those opportunities by using elements of the environment to: 11

12 Control Access Provide opportunities to see or be seen Defines ownership and encourage the maintenance of territory C.P.T.E.D is similar to problemoriented policing in four ways: Considers a broad array of problems and not just crime Requires systematic analysis of crime events and the conditions and factors that contribute to opportunities for crime. 12

13 Similarities continued Results in a set of programs or strategies that are proactive and tailored to the problem and the location Engages an array of individuals, each of which has a role to play in defining the problem and deciding upon an appropriate solution, as well as some accountability for long-term improvements examines crime problems and the ways in which various features of environment afford opportunities for undesirable and unwanted behaviors. attempts to remove or reduce opportunities by changing various aspects of the building, the site, the location, and how that place is used. 13

14 The changes are directed towards three basic objectives: Control access by creating both real and perceptual barriers to entry and movement Must offer cues as to who belongs, when they are supposed to be there, where they are allowed to be, what they should be doing, and how long they should stay Users/Guardians can serve as access control if they pay attention to people and activities and report unwanted behaviors Ex: Doors, signage, posting appropriate activities and schedules, identify intended users, colors or materials, lighting. These may be supported by locks, alarms, or guards. Three Basic Objectives continued: Take advantage of design to provide opportunities to see or be seen Includes opportunities to see from adjacent areas whether they be from room to room, from area to area, or interior to the exterior. These designs need to be supported by potential observers (they need to look for an report unusual behavior), and by policies and procedures. Ex: Landscaping, interior design, windows, lighting. Features can be supported by cameras, security, guards. 14

15 Three Basic Objectives continued: Use design to define ownership and encourage maintenance of territories Designs should provide cues as to who belongs in a place and what they are allowed to do Administrative support in the form of rules and regulations about use and maintenance can be critical to the success or various design applications is a crime prevention program, it focuses on design and productive use, not on safety or security Design features are supported by locks, guards, and alarms Target hardening and security measures are not the primary means for improvement 15

16 C.P.T.E.D The Process of Problem Solving Problem solving process used in is a series of steps designed to answer four questions: What is the problem? Why here? What can be done to solve the problem? How well are we doing? C.P.T.E.D The Process of Problem Solving Each question represents a phase in the S.A.R.A. process: Scanning Analysis Response Assessment 16

17 C.P.T.E.D The Process of Problem Solving The process may have to be modified and adapt to a specific location and circumstances Actual process depends on a variety of factors Ex: When there is a specific crime, data on this crime is already available so analysis can begin immediately. Additional time is required when an issue is more complex (problem-solving team and data analysis required) C.P.T.E.D The Process of Problem Solving Five Steps 1.Identity the full range of options available to solve the problem, which may include: Physical Improvements (alterations to design, floor plan, and room layouts) Security Enhancements Target Hardening Measures Modifications To Uses Or Activity Schedules Changes To Rules, Regulations, & Policies Governing Use And Behavior Empowerment and support 17

18 C.P.T.E.D The Process of Problem Solving Five Steps 2. Narrow the list to include programs and strategies most likely to have an impact 3. Decide which of these should be included in the plan for improvement, and in what order of priority, giving due consideration to: C.P.T.E.D The Process of Problem Solving Five Steps Continued 3. - Criticality Of Need - Ease of Implementation - Cost - Legality - Technical Feasibility - Positive And Negative Externalities - Client Or Community Support 18

19 C.P.T.E.D The Process of Problem Solving Five Steps 4. Develop The Plan Document Detail Cost Funding Staffing Requirements Responsibilities Implementation (immediate, short-term, long-term) Indicators Of Success Tied To Evaluation C.P.T.E.D The Process of Problem Solving Five Steps 5. Implement the strategies in the plan using the schedule and responsibilities outlined in the plan document Some attention may need to be given to patron education, participation, and input into other strategies to solve the problem. 19

20 Evaluation On-site Behavioral Observations Evaluation should show a reduction in problem behaviors and more widespread activity by the good users. Evaluation Safety Audits And Security Surveys Follow-up safety audits and security surveys should reveal that recommendations have been implemented Allows for testing and evaluation of the results of those implementation activities which might include the following 20

21 Evaluation Safety Audits And Security Surveys continued.. Changes to policies and procedures Modifications to building layout or landscaping Additional security measures like locks, more cameras, I.D. or registration requirements, better record keeping Evaluation Success must be tied to program goals because different goals equate to different results for some measures There is a need for quality data collection and analysis during the early phases of problem-solving afford an opportunity to understand the true impacts of program implementation 21

22 Evaluation Evaluation is frequently ignored, overlooked, or under-appreciated because: Many people see the goal as just doing something and once underway, people are satisfied Evaluation can be time consuming and costly and other tasks are given a higher priority Evaluation Problem-solving using can result in multiple programs or projects. In settings of conditions constantly changing, it can be tough to determine which changes are the outcomes of specific initiatives and which changes are produced by other factors in the environment (ex: different times of the year). Evaluation is an essential and valuable tool for decision making. It affords an opportunity to understand what is working, where, and why. It also allows for tweaking of the program to be even more successful. 22

23 Divide Employees Into Teams Each Team Evaluate A Different Aspect Of Their External And Internal Safety Ex: Lighting Office Layouts (Each Area Will Have Different Concerns) Entrance(s) / Exit(s) Security Cameras / Panic Alarms / Entrance buttons Crisis Manual General Safety (Corner mirrors, scuff strips on stairs, etc ) Bring Your Findings Back To The Table And Evaluate Them Come Up With The Best Plan For Your Environment Management Will Make The Final Say In What Is Implemented But Each Person Has Input Periodically evaluate this plan If incident occurs, sit down and evaluate what worked and what didn t. Each situation may bring further concerns to the table. 23