Financial Abuse of Older People – Prevention

It’s recommended that all accounting and advice organisations develop elder abuse prevention policies and procedures.

Specific policies and procedures formally raise awareness of the issue of elder abuse. They provide a framework for an organisation to express its commitment to prevention of elder abuse and set expectations for work practices. They make clear an employee’s responsibility to respond to elder abuse and generally provide guidance as to appropriate work practices and actions that need to be implemented.

Practical implementation could include:

• a professional development approach that includes using case studies for discussion and the challenges to responding to signs of potential elder abuse
• developing a process of genuine consultation between employees around potential elder abuse situations
• removing any uncertainty about how and when to respond to suspicions of potential elder abuse
• fostering a positive attitude to prevention as an element of their duty of care to the clients, emphasising that early intervention can preserve relationships.
• developing effective support in high-impact areas such as specific transactions and scenarios
• identifying the roles or areas of work where contact with clients is more likely to require employees to be alert to potential elder abuse.
• identifying an organisational “champion” that has responsibility for supporting employees and discussing their concerns, and encouraging them to be the go-to person in the organisation. They will gain experience in responding when an employee wants to discuss or report potential elder abuse.

It’s important to recognise that an employee may be uncertain about the potential for elder abuse or may be emotional about it. To foster a genuine dialogue about elder abuse, it’s vital that employees are encouraged to talk about difficult situations.

Firstly, ensure the person is calm and believes that you are prepared to listen and will take their concerns seriously. Often a person will blurt out their information or their thoughts, or what they think needs to happen, in such a way that it is difficult for you to assess the situation with certainty. Reassure them that because you want to be able to respond to this situation you need them to go through it again, and you’ll need to ask them questions to ensure you understand the situation. This helps the person reporting feel confident that you believe them. If they lose trust, they may become defensive.

You do need to be careful that the person reporting does not feel they are ‘on trial’, even if you are having trouble understanding the situation they describe. This may be the case if the employee is uncertain or has a feeling that they want to talk through – rather than being seen to be officially reporting it.

The following may help in approaching a discussion with a concerned employee:

• Show genuine interest in the discussion with the employee.
• Encourage the person reporting to you to provide the details in chronological order.
• Ask them to describe exactly what they saw or heard. Tell them you will be interested in hearing their opinion about what the situation may indicate after you get down the facts.
• Tell them that you will ask questions to clarify, before you begin to ask questions.
• Make notes during the conversation. Try not to interrupt unless there is a good reason, such as their information becoming subjective or the timeline becoming confused. Always identify that you are interrupting: “Sorry to interrupt but I need you to […] so that I can understand this situation.”
• Ask questions without using questions like “are you sure”, “could you have been mistaken” or any other phrase that may indicate you doubt them. Direct the focus of the need for questions on yourself: “Have I got these dates right?”
• You may want to paraphrase the information the employee has provided to confirm your notes. For example you may say, “I want to check I have understood you correctly, is this right?” and then repeat back the notes you have made from their information.
• Ask them their opinion. “Why do you think [...]?” It is very important to separate the facts from what they feel or think, but this does not mean you do not seek out this information. The employee needs to know their insight is valued. They need to understand that you welcome them raising their concerns.
• Explain to the employee what action you will take, and any tasks or actions they need to take. Ensure timelines are clear. If they don’t need to take any further action, it would be appropriate to promise to update them on any resolution or actions you take.
• Ask them if they have any questions about what happens next.

The following may help your to support your colleagues:

• Encourage all staff to discuss elder abuse, ask questions and seek advice.
• Contribute your experience of responding to elder abuse in meetings.
• Listen carefully and provide opportunities for discussion when asked for advice by colleagues.
• Contribute to consultation, planning or review of response policies and procedures in your workplace.
• Support colleagues who have reported potential elder abuse that was not substantiated.
• Support awareness of the principles of empowerment of older Australians.