NDIA Accountability Project

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Supporting You Through Challenging Situations (The P.U.S.H Button)

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FOI 24/25-1367 - DISCLOSURE LOG DOCUMENT 22

Supporting You Through Challenging Situations (The P.U.S.H Button)

The P.U.S.H Button

P.U.S.H stands for PCIs, Unreasonable Behaviour and Security Incident Help. This page helps you understand what you can do when faced with challenging situations.

https://confluence.apps.ndis.gov.au/display/NPKMP/Manage+Unreasonable+Behaviour+Knowledge+Article Unreasonable Behaviour KA

The Unreasonable Behaviour KA covers what to do if a caller is aggressive, disrespectful or is harassing you directly.

  • The KA includes a decision tool to help you know what to do.
  • NCC Team Leaders should also use this resource.

https://confluence.apps.ndis.gov.au/display/NPKMP/Threat+to+Site%2C+Staff%2C+Partners%2C+or+Others+Priority+Enquiry+KA Security Incidents KA

The Threat to Site, Staff, Partners, or Others Priority Enquiry covers situations where NDIA staff (including you) or property is at risk.

https://confluence.apps.ndis.gov.au/display/NPKMP/Participant+Critical+tIncidents+%28PCI%29+for+Service+Officers+KA PCI KA

Participant Critical Incidents (PCI) KA guides you on what to do if you receive information that involves a participant who is or was being harmed by themselves or others.

https://confluence.apps.ndis.gov.au/display/NPKMP/Feedback+and+Complaints+Knowledge+Article Complaints KA

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The Feedback and Complaints KA guides you on the process for handling complaints about the NDIA or NDIS.

Figure 1 Flowchart for unreasonable behaviour, PCIs and Security Incidents

Your wellbeing is important.

If the there is a PCI or Security Incident but you feel under personal attack, you can end the conversation.

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You should still follow all other processes with the information you have. Make sure your Team Leader knows if there is an immediate risk to the participant, site or staff so that they can alert the authorities.

Challenging Situations and NCC Team Leaders

You shouldn’t have to put up with unreasonable behaviour in any role. NCC Team Leaders should also follow the guidance in Manage Unreasonable Behaviour Knowledge Article if they are subject to unreasonable behaviour.

NCC Team Leaders are responsible for getting all the information needed to assess the situation and make sure an incident is handled as quickly and effectively as possible. This helps get the best outcome for everyone.

Following procedures and reporting incidents is an important part of stopping them from happening again and keeping everyone safe.

Security Incidents

Any threat to NDIA or partner staff including Service Officers and Team Leaders, should also be reported immediately.

  • If there is an immediate risk to an Agency or partner staff or site, call 000.
  • All threats should be reported to the Security Team by calling the Security & Emergency Hotline at 1800 566 064.
  • For full Instructions follow the Threat to Site, Staff, Partners, or Others Team Leader KA.

Participant Critical Incidents

The Agency takes all reported incidents relating to the harm of a participant seriously.

Persistent and Repeat Callers

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In most instances a repeat caller will stop calling once their issue is resolved. There are some persistent callers that will require extra steps or processes be put in place.

  • Check the participant’s streaming - a restreaming may be required.
  • If you believe a communication plan needs to be put in place, speak to your line manager.
  • Follow the Persistent and Repeat Callers Team Leader KA to advise the relevant business area.

Staff Wellbeing

The Agency take the wellbeing of its staff seriously. It is important to support Service Officers both during and after the interaction.

  • Debrief with the Service Officer and make sure they are aware of My Wellbeing supports.
  • Check in with the Service Officer afterwards. Sometimes triggering events can have an impact days after the event.
  • Remember that you are a NDIA staff member as well. Speak to your line manager if you need to.

How to manage:

Unreasonable Behaviour

  • Speak to your NCC Team Leader immediately.
  • Follow the Manage Unreasonable Behaviour Knowledge Article.
  • Debrief with your NCC Team Leader.

Suggested responses

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If their communication is disrespectful and/or offensive:

Please speak respectfully, or I will have to end our call.

If you feel under personal attack:

I am ending the call as you are not speaking respectfully.

Security Incidents

Suggested responses

Person is reporting an offence that may be about to happen or is already underway.

Are you in immediate danger? Are you able to safely tell me exactly what is happening please?

Person is reporting a security incident.

Can you describe the incident please, starting with where and when it took place? Try to give as much detail as possible. Any information you can remember is important and could be helpful.

If you believe an offence may have been committed, or a security incident has occurred.

I’d like to go back to when you mentioned . Can you tell me more about this please? Let’s start with exactly what you saw/heard/read.

Transferring to a Team Leader

When to transfer to a Team leader

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Before transferring to a Team leader, consider:

  • the risk to the participant or other people including NDIA staff
  • the urgency of the situation
  • your level of distress
  • if the caller is requesting to speak to a team leader

Requests to speak to a Team Leader

  • Ask open-ended questions to understand why the caller would like to transfer.
  • Try to de-escalate the situation and resolve the enquiry.
  • If the request is because your conversation has escalated, let the caller know you are requesting the transfer.
  • Ask if you can place the caller on hold while you check your Team Leader’s availability.

Suggested response

Thank you <use person’s name> for waiting. I now have a Team Leader on the line and their name is <Team Leader’s first name only>. I will transfer your enquiry to them now, I will need to place you on hold for about . Thank you.

Contact your Team Leader

  • For Serco Team Only: Contact your team leader via the ‘Serco TL Takeover and PCI’ queue in QuickConnect in AWS
  • For NCC Insource Team Only: Contact your team leader via MS Teams or face-to-face.
  • Provide details to your Team Leader using or referring to the Call Take Over (CTO) Template and transfer the call.
Call Take Over (CTO) Template
Call Escalation Request:
Date/Time:
Risk Identified:

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Completed actions: (If you have completed an interaction on record, please copy it here)
Reason for Enquiry/Escalation:
Queue: call was received on (eg. Plan review, General Enquiry, etc)
TL takeover required Y/N:
PPT welfare check required Y/N:
TL Approval Needed: (Tag all Team Leaders)

Participant Critical Incidents (PCI)

Suggested responses

NCC Team Leader needs to take over the call.

I want to make sure that you are OK. I am going to connect you with my Team Leader to see how we can help you.

Participant reporting intention to self-harm.

I am here, listening. I want to help. Where are you at the moment, is there anyone with you?

Person reporting Participant Critical Incident.

Are you able to safely tell me what has happened? Do you need me to get someone to call for help?

Complaints

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Suggested responses

Person has provided general feedback as part of their enquiry.

Thank you for your feedback. I will make sure it gets passed onto the relevant team. Is there anything else I can help you with today?

Person is emotional and may be in distress as a result of the issue they are complaining about.

I am sorry that you have had this experience. Can you tell me exactly what has happened please so that we can try to help with your enquiry.

Person has given their feedback and would like to make a formal complaint.

I appreciate you taking the time to tell me about your experience. Would you like me to help you lodge a complaint to make sure your feedback reaches the right people?

Other Triggering Situations

Challenging situations are different for everyone. What might be distressing for one person is just part of the job for someone else. It’s important you feel confident and supported to take action when you are feeling at risk or unsafe.

Let your NCC Team Leader know if you feel you aren’t coping or if an incident occurs and you need to seek support.

  • Speak to your NCC Team Leader immediately
  • Debrief with your NCC Team Leader
  • Support Services for NDIA staff
    • Employee Assistance Programs (EAP)
    • NDIA Peer Support Contact Officer Report Form
    • If you are NCC partner staff, you can access the relevant supports through your organisation, including EAP supports

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Supporting information

This includes background, additional guidance, and resources for quality outcomes.

Health, Safety and Wellbeing

Your mental health is important. You can access help now, or any time you need it. It can take time after an incident to realise how it has affected you. All NDIA staff and partners should feel confident and supported to get the help they need when dealing with personal and work-related issues.

  • Everyone handles challenging situations differently.
  • It is OK to ask for support when you need it, your wellbeing and safety is important.
  • Speaking up and reporting incidents helps keep everyone safe and supports respectful, healthy workplaces.
  • There are many different ways to receive the help and support you need:
    • Health and wellbeing program with Agency and external resources, available at My Wellbeing
    • Emergency services – 000
    • Lifeline – 13 11 14
    • Suicide Call Back Service – 1300 659 467
    • 13YARN – 139276 (crisis support for Aboriginal and Torres Strait Islanders)
    • 1800RESPECT (1800 737 732)
    • For concerns about a staff member in distress, follow the TELUS Health Clinical Support Referral Guide (DOCX 124KB)

Common Terms

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Term Definition Examples
Persistent caller A caller who repeatedly contacts the NCC. It can be about an issue which in progress or that has already been closed. Frequency can be multiple times a day, week or month.

The caller’s tone can depend on the individual person and the issue. Some calls may be courteous, while others may be challenging. Persistent callers may direct their escalating or unreasonable behaviour towards staff.		 There are situations where it may be reasonable or understandable to call persistently.

For example:
* A provider following up on different issues or participants.
* An escalating situation where there is a perceived or real urgency, which requires NDIS support.
* The person was expecting NDIS contact and is still waiting.
* There is an issue that impacts payments or access to services.

Persistent calls may become unreasonable when:
* there is repeated contact with the intention to harass or intimidate
* the call is not based on a specific request or outcome
* the conversation starts with rude, confronting and threatening behaviour.
Unreasonable behaviour Conduct that may compromise the health, safety and security of staff, other service users, or the individual who is displaying the unreasonable behaviour.

If an individual is verbalising a complaint or issue, this can be considered acceptable and understandable behaviour. If their anger or aggression becomes directed at a person, this could be unreasonable behaviour.		 * Aggressive acts, verbal abuse, derogatory, racist or defamatory remarks, harassment, intimidation or violence
* Accusatory, dominating or even sexually explicit language
* Loaded words, expressions or personal remarks that are intended to intimidate or to achieve a particular result
* Rude, confronting and threatening

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Term Definition Examples
correspondence or behaviour
* Threats to harm third parties, damage property or stalking
* Threatening correspondence or phone calls
Security incident Any threat, attempted or actual incident impacting people, information, assets and reputation.

All security incidents need to be reported to the NDIA Security Team 1800 566 064.		 * Loss or compromise of information
* Unauthorised access, including tailgating
* Loss or theft of National Disability Insurance Agency (NDIA), and personal property
* Verbal or physical abuse
* Damage or vandalism to buildings
* All Duress Alarm activations, including false activations
Participant Critical Incident (PCI) A situation where a participant has attempted self-harm or experienced serious harm. For example, abuse, neglect, exploitation, injury, or unauthorised restrictive practice.

A PCI may involve any stakeholder including NDIS providers, NDIA staff, informal supports, family or other person/s.

Refer to:
* Participant Critical Incidents (PCI) for Service Officers KA
* Participant Critical Incidents (PCI) for NCC Team Leader KA		 * Unexplained death of a participant connected with NDIS supports or services
* Serious injury of a participant
* Abuse or neglect of a participant
* Unlawful sexual or physical contact with, or assault of, a participant
* Sexual misconduct committed against, or in the presence of, the participant, including grooming for sexual activity
* Unauthorised restrictive practice
* Threat or attempt of self-harm or suicide

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Term Definition Examples
Participant self-harm Deliberately causing pain or damage to your own body. The intention can be suicidal or non-suicidal. Self-harm can happen in different ways and vary in frequency.

Self-harm is a PCI when it involves a specific event, not concerning behaviour escalating over time.

For example:
* A participant threatening self-harm, even if retracted.
* A participant has self-harmed or attempted suicide.

Self-harm is not a PCI when the participant is not deliberately intending to hurt themselves.

For example:
* The participant experiences a symptom of their disability. For example, involuntarily hitting themselves. Unless their behaviour results in hospitalisation or serious injury, this is not a PCI.
* The participant makes a decision that may not be in their best interest. For example, refusing medical treatment or illegal drug use.		 * Cutting, burning, biting or scratching the skin
* Picking at wounds or scabs so they don’t heal
* Pulling out hair, punching or hitting the body
* Taking harmful substances (such as poisons, or over-the-counter or prescription medications)
Threat or threatening behaviour Where a person expresses an intention to cause physical harm towards another person and/or compromise the health, safety and security of any person, damage to property or other hostile action.

The NCC must take all threats as serious.		 Threatening communication includes intention to:
* harm any individual or group, including Agency staff and partners
* stalk
* harm third parties
* damage property.
Disrespectful behaviour When someone talks or acts in a way that is hurtful, rude or unfair to others. It shows a lack of consideration for other people’s feelings and rights. * Aggressive acts, verbal abuse, derogatory, racist or defamatory remarks, harassment, intimidation or violence
* Accusatory, dominating or even sexually explicit language

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Term Definition Examples
* Loaded words, expressions or personal remarks that are intended to intimidate or to achieve a particular result
* Verbal abuse, derogatory, racist or defamatory remarks
* Intrusive questions
* Degrading or insulting comments
Harassment Harassment can be a single incident or a repeated pattern of behaviour. It is unwanted or unwelcome behaviour. A reasonable person would understand the behaviour to be offensive, humiliating or intimidating for another person.

NCC guidance resources

Please refer to:

panel_v0.9.14 05/02/25

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