Special Branch Special Duty Section WELFARE 1 INTRODUCTION The well-being of personnel is crucial to the success of SDS operations, not only in terms of their execution, but also in ensuring the security of those operations. The degree of commitment demanded of each undercover officer during the course of his/her tour of duty is very considerable, impacting particularly on the individual's life-style and domestic life. This paper will outline the various management systems within SDS which have been set in place to ensure that the welfare interests of each officer are fully protected. The period prior to joining and whilst on SDS duties can effectively be split into four distinct stages: a Selection - Training - Deployment - Re?integration There is clear recognition that welfare considerations play an important part at each of these stages. 2 SELECTION 2.1 INITIAL SELECTION Selecting the right person for SDS field duties is clearly an area of crucial importance for management. An unsuitable candidate is likely to experience considerable difficulties in pursuing SDS operations which could be manifested in a number of ways 2.2 INFORMAL MEETING 2.3 TESTING Following this meeting, the officer is asked to further consider his options and speak to former SDS officers. Once it has been decided that the officer is potentially suitable, he/she is asked to undergo testing [through the services of Dr The results of these tests are then discussed with the officer and, if they do not reveal shortcomings which would preclude a posting to SDS, he/she is invited to attend a structured interview, normally consisting of the (SDS Office) DCI, DI and DS. 2.4 STRUCTURED INTERVIEW 2.5 HOME VISIT 2.6 FINAL SELECTION 3 SDS OFFICE FUNCTIONS It may be useful at this stage to outline the core responsibilities of the SDS office staff. The DCI and DI maintain an overview of all aspects of operational policy, welfare and support. 4 TRAINING AND PREPARATION 4.1 TRAINING 4.4 ADVICE At an early stage in his/her office attachment, the officer will visit as the first stage of the counselling programme. This will serve two purposes. In the first instance it will reassure the officer that the welfare net is a formal one; that it is designed to offer him/her independent and expert advice on dealing with stress; and that that advice is available at any time. The visit will at the same time afford an opportunity to assess to some degree the individual?s suitability for deployment. 6 MENTOR ARRANGEMENTS Every field officer is allocated a mentor 7 DEPLOYMENT it is important from a welfare point of view that all officers are fully aware of what is expected of them and participate in the longer term planning of their operation. As an integral part of the counselling programme, each officer will visit? every six months. Sessions outside these meetings will take place if the officer so requests; if the SDS management considers it advisable; and if? recommends it. With the consent of the officer, a home visit takes place at least once a year to discuss any concerns at home and to have an informal meeting with partners. 8 RE-INTEGRATION 9 TANGIBLE RECOGNITION 10 END OF TOUR LEAVE 10.1 CONTACT WITH THE OFFICER During this time, and without intruding too much on the family?s readjustment to normality, the SDS Management Team maintains regular contact with the officer to ensure that there are no 8 particular concerns or anxieties. At an early stage in the officer?s leave, the officer will attend a full debrief session with The aim of this meeting is to offer the officer all aSpects of his/her operation and for to offer advice and assistance in dealing with actual or potential areas of stress. During the course of this break, and before his/her return to work, the officer will have an interview with the DCI in charge of SDS. This will cover a wide variety of subjects but will always include the issue of welfare. Aware that the return to work can be a difficult time for the officer, the DCI will reinforce the message that will be available at any time for counselling. Prior to returning to work, the officer will be contacted by the SDS office to ensure that there are no last minute problems and that they know the where, when and how of their first day back to ?normality?, Their future line manager is also contacted to make sure that his/her attendance is expected. Once he/she has returned to work, contact is maintained on a regular basis both with the officer and his/her line manager, At a suitable stage once the officer has returned to ?normai? duties, the officer will have a further session with to ensure that his/her rehabilitation is continuing. Subsequent meetings will take place if the officer,?or the SDS management team consider it necessary. 10.2 POTENTIAL NEGATIVE EFFECTS Bearing in mind that relationships are a key factor in an individual?s to deal with stress, we also recognise that this extended period of leave immediately following field operations may, in certain circumstances, not be wholly beneficial. While considerable emphasis is placed on the stability of his/her relationship at home at the start of (and during) an officer?s tour of duty, there is no doubt that domestic arrangements undergo a sea?change over that period. The transition, may have a profound effect on the running of the household and, at worst, the relationship. All officers are different, of course, and some will use the leave period to positive effect a? for example, an extended holiday or a major DIY project at home. Productive use of this time will enable the officer to re-focus his life; redefine his relationship with the family; and prepare him/her, refreshed, for a return to ?normal? policing. Others, however, may be less purposeful in this period and it is here that the potential fOr boredom, family friction or disillusionment may set in. Hopes for the future will be high on completion of the tour of operation and the officer may well feel that the stress and strain of the?will disappear at a stroke and all will be well in the garden. If this rose-tinted optimism coincides with a marriage or partnership which is less than robust, then even a long planned holiday can place intolerable strain on the relationship. 11 MONITORING Historically, arrangements for SDS officers to resort to advice were informal and geared very much towards responding to an identified problem. In its day, this system was a relatively effective one, although the increasing pressures of litigation and the 'blame someone else' culture demanded that formalised procedures be set in place. On 12th September 2000, a draft copy of this paper was the subject of a meeting, chaired by Commander-, and involving SDS, Doctor? and -MPS Occupational Health Department. At the conclusion of this useful discussion, the latter undertook to produce a draft paper on possible improvements to the welfare strategy outlined above, with particular reference to a programme of monitoring. To date, and despite reminders, Occupational Health have failed to produce any proposals or suggestions. The case was therefore made to Commander, Special Branch that this office should take the initiative to formalise our arrangements with 10and has many years experience of dealing with stress and related problems in the A number of SDS officers have had sessions with- and all found the experience a rewarding and beneficial one, As part of our ongoing discussions, reviewed this paper and has given the programme unqualified endorsement. An exchange of letters between Commander and has now formalised our programme of counselling (the latter is The programme will be as follows: In December 2001, addressed the current field officers as a group by way of introducing-.7 From that date- will have one-to-one sessions as follows: As part of the latter stage of the selection process, once the officer has begun his/her office attachment. This will run alongside, as well as complement, the testing currently undertaken by Once every six months for the duration of the field operation; An in-depth de?brief at the end of the operation; A post operational session six months after the de? brief (and once the officer has returned to 'normal' duties); At any other time if either the field officer, the SDS management team or feels there is a need. In accordance with issues of patient confidentiality, all of these sessions will be on a strictly one to one basis?will riot breach that confidentiality unless the officer specifically requests it 11or if an issue arises which may affect the safety of the officer.- will, however, provide the SDS management team with general feedback on issues raised by the field officers again with their specific approval. In implementing this process we recognise that there is a distinction between addressing the requirements of the Service in minimising the potential for litigation while at the same time looking to respond to the welfare needs of the individual. We will seek to ensure that officers do not regard the regular sessions as a ?tick in the box? exercise, but that they know that effective counselling is always available to them on the basis of identifiable need. Detective Inspector 12