. ,u s, 4 H, 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: 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 OS. 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 6 MENTOR ARRANGEMENTS Every field officer is aHocated 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. 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 I 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 particular concerns or anxieties. 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 explain that we have ready access to help which has been used by previous field officers. 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. 10.2 POTENTIAL NEGATIVE EFFECTS Bearing in mind that relationships are a key factor in an individual?s ability 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 8doubt 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. Ail officers are different, of course, and some will use the leave period to positive effect 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 Existing arrangements for SDS officers to resort to advice are informal and geared very much towards responding to an identified problem. To date, this system has been a relatively effective one, although the increasing pressures of litigation and the ?blame someone else' culture demand 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 505, 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 has therefore been made to Commander, Special Branch that this office should take the initiative to formalise our arrangements with??and has many rears 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. A formal letter asking for- assistance has now been sent by Commander to? In the meantime, and as part of our ongoing discussions, _has had sight of this paper.-was asked for comments, from-perspective, on the processes described therein and has now given them-unqualified blessing. We therefore agreed that the following framework would best fulfil our requirements: _will address the current field officers as a group by way of introducing_; _will then have one-to?one sessions as follows: As part of the latter stage of the selection process. 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; [cl] 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 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' 10 exercise, but that they know that effective counselling is always available to them on the basis of identifiable need. Detective Inspector 11