{"id":76473,"date":"2024-02-01T08:00:04","date_gmt":"2024-02-01T13:00:04","guid":{"rendered":"https:\/\/www.policechiefmagazine.org\/?p=76473"},"modified":"2024-02-01T08:15:52","modified_gmt":"2024-02-01T13:15:52","slug":"focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program","status":"publish","type":"post","link":"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/","title":{"rendered":"Focus on Officer Wellness: Navigating Policy Considerations for an Effective Peer Support Program"},"content":{"rendered":"<p> <\/p>\n<p><em>Following recent police shootings, many police officers may find themselves defending the profession to their neighbors and friends at social gatherings. This past summer, I spent the better part of a backyard BBQ defending the professionalism of police in our area to a group of neighbors, none of whom work in law enforcement. Once the myths of how actual use-of-force decisions are made in the field were dispelled, the topic turned to what the Ada County Sheriff\u2019s Office is doing to help deputies and officers who go through traumatic events. That discussion reinforced for me that one of the keys to a professional police agency in 2024 is having a significant investment in a peer support program.<\/em><\/p>\n<hr \/>\n<p> <\/p>\n<p><strong><span style=\"color: #672767;\">A peer support program provides an invaluable service to the members of an agency as they deal with professional and even personal trauma.<\/span><\/strong><\/p>\n<p>However, while a peer support team is often championed by those in power who can afford to put one together, the legal challenges associated with such a program can prevent their overall effectiveness for a number of reasons. In Idaho, the Ada County Sheriff\u2019s Office has learned some lessons during its peer support journey that may help other agencies as they tackle these challenges.<\/p>\n<h2><span style=\"color: #672767;\">Addressing the Challenges<\/span><\/h2>\n<p>The design of the peer support team from the beginning is key. Some agencies ignore the \u201cpeer\u201d angle and overload the team with too many members of command at the outset. However, having command in the room can immediately change the tone of the meeting and unconsciously make those attending feel like it is a performance review rather than a chance to openly discuss what they witnessed and how they are feeling about it. Additionally, there is often a strong tendency for people to \u201cwould have, should have, could have\u201d a situation, but that mental exercise is the wrong tactic in these group settings where the goal is to have people share about the internal processes they are experiencing.<\/p>\n<p>Instead of putting command staff on the team, a better option is to have command promote the program\u2019s success by developing a specific method to determine who is on the team, working to ensure a sound mission and policy are developed, and ensuring quality training for team members is provided. Once that is done, the main goal for command then becomes to send a clear message to the entire agency that this program is a valuable asset for employees to take advantage of. One of the main ways command staff members can do that is to normalize employee wellness from the moment recruits enter the academy. Whether an employee is a peace officer, dispatcher, or detention deputy, command should be talking to them in real terms of the trauma they may experience and the resources available to help them deal with it.<\/p>\n<p>As for developing the team, the policy should require multiple steps to becoming a member, such as a letter of interest to join the team, a review of recent performance by the employee\u2019s chain-of-command, a letter of support from a member of the command team, and selection by the peer support team leadership. This ensures the peer support team members are selecting their own new members who will be motivated to attend training and have bought into the peer support program\u2019s mission to help their fellow employees.<\/p>\n<p>Turning to policy language, a strong program needs to address several things to be successful. First, there needs to be a clearly defined purpose or mission. Such language could look like this:<\/p>\n<p style=\"padding-left: 40px;\"><em>The purpose of the peer support program is to provide [agency] employees with the opportunity for immediate peer support and assistance through times of personal or professional crises by specially trained employees working in conjunction with a designated mental health professional.<\/em><\/p>\n<p>Next, the policy must establish how the team will manage confidentiality of what is said during sessions. Addressing the ground rules and what protection is offered is a key piece of successful programs; because without it, no one may be willing to risk participating. First, research if the state already provides protection to the peer support specialists, as several do. During the 2022 Idaho Legislative session, at the urging of police leaders, the legislature enacted a special protection for peer support personnel, giving those on such a team the same protections regarding confidentiality as is enjoyed by attorneys, clergy, or mental health professionals.<sup>1<\/sup> As a result, most agencies in the area have put something similar to what is below in their policies:<\/p>\n<p style=\"padding-left: 40px;\"><em>Communication between a peer support specialist and an employee will be considered privileged by the sheriff\u2019s office and will remain strictly confidential. Any peer support specialist or participant in a peer support counseling session cannot disclose and shall not be forced to disclose communication made during or arising out of a peer support counseling session without the consent of the person who made the communication or about whom the communication was made, unless the communication: involves a threat of suicide or a threat to commit a criminal act; involves information required by law to be reported; or is an admission of criminal conduct.<\/em><\/p>\n<p>Additionally, the policy should state specifically to whom and when this applies with language that defines terms such as:<\/p>\n<ul>\n<li style=\"list-style-type: none;\">\n<ul>\n<li><em>Peer support counseling session<\/em>: a meeting conducted by a peer support specialist, which is held in response to a critical incident, traumatic event, or other personal or professional wellness issue.<\/li>\n<li><em>Peer support specialist<\/em>: a person designated by a public agency to lead, moderate, or assist in a peer support counseling session.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<p>If state law is lacking or well-written policy is not enough protection, there are some out-of-the-box ideas that may provide the confidentiality needed\u2014depending on state code\u2014in regard to the use of a licensed psychologist or even a chaplain. In some cases, peer support groups have invited the city attorney or a deputy city attorney to sit in on peer support discussions, so a discussion can double as a peer support group session and information gathering for the attorney for any risk the department may face. (<em>Note<\/em>: Before using such a solution, please consult your legal advisor to see if they agree this provides the right level of confidentiality.)<\/p>\n<p>Another consideration for peer support design is how staffing will work for the team and importantly whether the assignment is a collateral duty, a volunteer position, or somewhere in between. A discussion with human resources to see what pay may be owed or what options there are if compensation is needed to get quality members on the team. Once decided, detailing staff duty and any compensation via clear policy is another key to ensuring quality members are assigned who will then be held accountable to the mission of the program.<\/p>\n<p>A good policy should also include when a peer support group is required to meet. It could be argued at the outset of the program that meeting more often, even if the event seems less serious or affects only a few people, is a good idea as it does two things. First, it eliminates the decision-making of \u201cShould we meet for this?\u201d that all new programs will struggle with deciding on their own, as they naturally want to meet only when needed. A group of people on a new team will have different ideas on what is meeting worthy, so fix this problem at the chief or sheriff level by encouraging them to meet more often even on smaller issues. This eliminates any immediate debate among the team on whether a meeting is needed, but it also accomplishes several other goals. First, it tests the process itself in a lower-stakes environment, which leads to identifying any issues with the design or team (even the basics of who is going to announce the meeting, reserve the conference room, etc.). More importantly, meeting at first more often allows team members to test their skills in a real situation as opposed to training environments, and it shows the other members that the agency itself is serious about deploying this resource in times of need, no matter how big or small the event. It also gives the team leadership time to develop a good idea of when an event is ripe for letting the team do its work.<\/p>\n<p><img loading=\"lazy\" decoding=\"async\" class=\" wp-image-76583 alignright\" src=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-300x200.jpg\" alt=\"\" width=\"407\" height=\"271\" srcset=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-300x200.jpg 300w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-1024x683.jpg 1024w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-768x512.jpg 768w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-1536x1024.jpg 1536w, https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-2048x1365.jpg 2048w\" sizes=\"auto, (max-width: 407px) 100vw, 407px\" \/>There are two sides to every community. There are the beautiful parks, safe schools, large retail shops, and fun church group gatherings, where most community members live every day all day long on what some call the \u201csunny side of the street.\u201d But, there is also the other side where law enforcement works all day, dealing with dangerous people who make bad decisions to hurt themselves and others. This side of the community constantly must be patrolled, dispatched, investigated, and prosecuted. Most community members don\u2019t see both worlds, so they don\u2019t recognize the mental toll of living and working in both worlds.<\/p>\n<p>A well-designed peer support program is essential to helping personnel find the balance between these two worlds and gives them a safe space to discuss the incredibly tragic things seen on a routine basis so that they can continue to be good husbands, wives, mothers, fathers, and neighbors when it is time to walk on the sunny side of the street.<span style=\"font-family: Webdings;\">d<\/span><\/p>\n<p>Note:<\/p>\n<p><sup>1<\/sup>Idaho Code Title 9, Chapter 2, Section 203.<\/p>\n<hr \/>\n<p>Please cite as<\/p>\n<p style=\"padding-left: 40px;\">Terry R. Derden, \u201cNavigating Policy Considerations for an Effective Peer Support Program,\u201d Focus on Officer Wellness, <em>Police Chief<\/em> 91, no. 2 (February 2024): 20\u201323.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>A peer support program provides an invaluable service to the members of an agency as they deal with professional and even personal trauma.<\/p>\n<p>However, while a peer support team is often championed by those in power who can afford to put one together, the legal challenges associated with such a program can prevent their overall effectiveness for a number of reasons. In Idaho, the Ada County Sheriff\u2019s Office has learned some lessons during its peer support journey that may help other agencies as they tackle these challenges.<\/p>\n","protected":false},"author":10551,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[152,156],"tags":[972,1110,314,2479],"class_list":["post-76473","post","type-post","status-publish","format-standard","hentry","category-columns","category-focus-officer-wellness","tag-focus-on-officer-wellness","tag-peer-support","tag-policy","tag-team-development"],"acf":{"subtitle":"","post_author":"Terry R. Derden, Chief Legal Advisor, Ada County Sheriff\u2019s Office, Idaho","main_category":"Focus on Officer Wellness","legacy_article_id":"","legacy_issue_id":""},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.4 (Yoast SEO v24.5) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Focus on Officer Wellness: Navigating Policy Considerations for an Effective Peer Support Program - Police Chief Magazine<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Focus on Officer Wellness: Navigating Policy Considerations for an Effective Peer Support Program\" \/>\n<meta property=\"og:description\" content=\"A peer support program provides an invaluable service to the members of an agency as they deal with professional and even personal trauma. However, while a peer support team is often championed by those in power who can afford to put one together, the legal challenges associated with such a program can prevent their overall effectiveness for a number of reasons. In Idaho, the Ada County Sheriff\u2019s Office has learned some lessons during its peer support journey that may help other agencies as they tackle these challenges.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\" \/>\n<meta property=\"og:site_name\" content=\"Police Chief Magazine\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/TheIACP\" \/>\n<meta property=\"article:published_time\" content=\"2024-02-01T13:00:04+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-02-01T13:15:52+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-300x200.jpg\" \/>\n<meta name=\"author\" content=\"Camryn Nethken\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:creator\" content=\"@TheIACP\" \/>\n<meta name=\"twitter:site\" content=\"@TheIACP\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Camryn Nethken\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"8 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\"},\"author\":{\"name\":\"Camryn Nethken\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/#\/schema\/person\/ddf1f2c6a9448dfab5ba63ce69aa6569\"},\"headline\":\"Focus on Officer Wellness: Navigating Policy Considerations for an Effective Peer Support Program\",\"datePublished\":\"2024-02-01T13:00:04+00:00\",\"dateModified\":\"2024-02-01T13:15:52+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\"},\"wordCount\":1591,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.policechiefmagazine.org\/wp-content\/uploads\/GettyImages-1163038341-300x200.jpg\",\"keywords\":[\"focus on officer wellness\",\"peer support\",\"policy\",\"team development\"],\"articleSection\":[\"Columns\",\"Focus on Officer Wellness\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\",\"url\":\"https:\/\/www.policechiefmagazine.org\/focus-on-officer-wellness-navigating-policy-considerations-for-an-effective-peer-support-program\/\",\"name\":\"Focus on Officer Wellness: Navigating Policy Considerations for an Effective Peer Support Program - 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