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San Diego Police Department’s Approach

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Mistrust of city and department (changing benefits)

Criminal misconduct

Officer deaths, including suicide

Stigma of asking for help (weakness)

Concerns about confidentiality and anonymity

Informational overload

Ineffective EIIS

Generational differences

Loyalty

Changing supervisor and subordinate relationships

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U.S. DOJ Publication: Developing a Law Enforcement Stress Program for Officers and Their Families, 1996

Evaluation of our existing resources

Best-practice research

Survey

Advisory board

Intuition

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September 2011: Quantitative and Qualitative Study of All Employees

What resources do you use? Are they effective?

What challenges your level of wellness?

What interferes with your ability to do your job?

What coping mechanisms do you regularly rely on?

What current health limitations do you have?

What programs or support groups would you participate in, if offered?

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November 2011: Sworn employee interviews 19 sworn personnel, cross-represented in time on,

diversity, age, and assignment

21 open-ended questions interview intended to capture emerging themes

Conducted while riding along with officers who were randomly selected and allowed to remain anonymous

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SDPD Survey

INTERFERENCES

“More with less”

Devaluation by department and city

Preoccupation with finances

Changing and compromised benefits

Controllable health issues

EMERGING THEMES

Administrative stress vs. trauma

Too much gossip

Micromanaging vs. caring

“First-five-year” hazing

Cops should be strong

Hypervigilance

Financial strain

USD Study

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The Wellness Unit is committed to removing and reducing interferences to employee wellness by

Identifying and enhancing existing resources

Developing and providing wellness education

Collaborating with academic institutions on innovative law enforcement studies

Developing partnerships with health and wellness providers

Staying abreast of wellness program best practices through research

Developing and administering a fitness and preventative health incentive program

Serving as an advocate for employees enduring personal or professional difficulties

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Focus (1990)

Peer Support (mid-1980s)

Member Assistance Program (MAP) (November 2001)

Chaplain Program (1969)

Alcohol and Substance Abuse Program (ASAP)

Medical Assistance

In-Service Training

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Resource identification and enhancement Check on employees Provide answers when we can Provide educational seminars and workshops and ongoing

in-service training for officers and their families Share important law enforcement studies, and collaborate with

academic institutions Rally immediate debriefing and intervention resources Continually recruit and train prospective peer support and MAP

personnel Publication of newsletter Advanced Officer Training/Supervisor’s Update Institutionalize “wellness” practices

Part of employee evaluation Promotional reading material

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Development of Emotional Intelligence Training/Collaboration with Dr. Daniel Blumberg

Recruit and family psychological preparedness Psychologist-facilitated

Officer testimonies

Family familiarization with resources Law enforcement officers’ (LEO) wives

Chaplains

FOCUS

Wellness Unit Staff

ASAP

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Financial planning/debt management/housing

Trauma and cumulative stress management - resource familiarization (Bobby Smith, Kevin Gilmartin, Lieutenant Colonel David Grossman)

Streamlined access to resources

HEAVILY marketing resources - making them user-friendly and destigmatized

Comprehensive options for employees in crisis

Development of incentivized fitness and preventative health program (on hold)

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New officer and family psychological preparedness training

UCSD/SDPD grant-to-study retirees

Line up training on high-risk behavior and effective coping

Continuing wellness training at Regional Officer training and supervisors update (PERISHABLE SKILL)

Being a resource to and collaborating with other agencies (County Wellness Group)

Continued development and delivery of Emotional Intelligence Training (Effective Interactions)

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Focus Psychologists - highest level (doctor – patient)

Chaplains - high level, with exceptions as named by the department/chief

Member Assistance/Peer Support - lowest level with a responsibility to report misconduct

Wellness Unit Staff and ASAP - lowest level - same as above

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Members Contacted

Sworn 210

Civilian 47

Family members 15

Retired 14

286

Personal contacts 149

Phone contacts 311

Referrals 219

TOTAL HOURS 269

(Wellness Unit Staff)

TOTAL CHAPLAIN HOURS 1,777

TOTAL MAP HOURS 227

Issues (In Rank Order)

Stress 91

Marital 64

Career concerns 59

Disciplinary 42

Bereavement 40

Supervisor 40

Alcohol Abuse 26

Children/child care 25

Medical problems 24

PTSD 17

Critical incident 17

Coworker 16

Substance abuse 15

Financial 14

Suicide 10

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2011 Members Contacted

Sworn 210

Civilian 47

Family members 15

Retired 14

286

TOTAL HOURS

Wellness staff 269

Chaplains 1,777

MAP 227

2,273

Sworn 563

Civilian 194

Family members 32

Retired 15

804

TOTAL HOURS

Wellness staff 1,075

Chaplains 5,530

MAP 1,375

7,980

2015 Members Contacted

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Have heard about services offered through the unit 99.9%

Have used services 58%

Feel like the stigma associated with asking for help is reducing 70%

Feel like there is a greater awareness of employee wellness and resiliency building in the department 78%

Feel like there is a lot more discussion about issues like suicide, substance abuse, and other ineffective coping behaviors than two years ago 67%

Trust that if they had a personal issue that was interfering with work or home, they could ask for and receive help 89%

Specific to the Wellness Unit

Have not utilized the wellness unit but would if the need arose 79%

Know of people who have utilized the services of the wellness unit 48%

Do/would feel comfortable walking into the wellness unit, regardlessof the reason for the visit 79%

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The Wellness Unit should not be the “primary caregiver”

You need to build a structure that supports what you are trying to accomplish

You need to select the right people for your help services. Choose caregivers rather than care-needers!

Do not jump into problem-solving mode unless it is your problem to solve (do not be codependent)

There is no substitute for loving kindness. Officers know what superficiality looks like.

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Sarah Creighton

stcr8n@cox.net

(619) 980-4362