Unacceptable Behaviour Policies in Sussex – Trauma-Informed approaches

This webinar will explore how organisations can operationalise behaviour and violence prevention policies in complex public services, with a focus on adult social care, libraries, and wider council settings. It will highlight the journey from high-level policy to practical implementation, emphasising the importance of collaboration, prevention, and iterative learning.

Participants will hear about challenges in translating generic behaviour policies into actionable processes, the interplay between complaints and behaviour management, and how frontline staff can be empowered to respond effectively. The session will also explore links to lone working policies, safety planning, and cross-system prevention, showing how managing issues in one area can reduce risks elsewhere, including urgent care and A&E.

The webinar will feature practical examples, discussion of lessons learned, and contributions from national and regional networks. Attendees will leave with concrete ideas for embedding behaviour management, safety, and trauma-informed approaches into their own services.

This s a joint webinar from WSCC and BHCC and NHS Sussex and Changing Futures Sussex.

What to expect

• National insight on unacceptable behaviour policy and violence prevention
• Local case studies showing trauma-informed alternatives in practice
• Panel discussion & Q&A with NHS, local authority, voluntary sector, police, and lived experience voices
• Clear links to the Sussex Trauma-Informed Programme and Violence Prevention Strategy

This session will be recorded and made available on NHS Sussex internal platforms.

Aims:

• to introduce meaningful improved, trauma informed, language and recommendations into policies
• learn what has worked well, a real-world example (BHCC)
• develop key first steps to developing your own policies

more info:

1. Starting the Journey

o Importance of acknowledging the complexity before trying to implement solutions.

o Value of unpicking actual problems rather than rushing to ‘write a policy’ or create a tool.

2. Operationalising Policy

o Generic “zero tolerance” policies often don’t translate to practice and make things worse.

o Need for accompanying processes that frontline staff can actually use.

o Example: adult social care letters and templates to empower staff.

3. Frontline Empowerment

o Bridging the gap between frontline experience and managerial escalation.

o Encouraging staff to name unsafe or uncomfortable behaviours safely.

o Iterative learning approach: trial, feedback, and adapt.

4. Cross-System Collaboration

o How improvements in one service (e.g., libraries) reduce downstream pressure (urgent care, A&E).

o Need for alignment across policies, safety protocols, and reporting systems.

o Showcasing good practice encourages other teams to adopt similar approaches.

5. Safety and Trauma-Informed Practice

o Integration with lone working policies and risk assessments.

o Safety planning includes professional safety and emotional wellbeing—not just client-centred.

o Recognising contradictions across services before attempting change (complicated before easier).

6. Implementation and Learning

o Iterative process with templates, letters, and practical tools.

o Monitoring and measuring success: what does improved behaviour management look like?

o Importance of sharing experiences nationally and regionally (Violence Prevention Reduction Network, East Sussex Hospitals, national perspective).