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T he action plan consists of the implementation of two separate training programs on the topic of law enforcement suicide prevention and mental health transparency. One training is specifically for law enforcement command staff and designated human resources representative(s). The second training is for law enforcement personnel of all ranks and positions; this training is mandated every two years.

The core tenet of the action plan is that the prevailing concerns for law enforcement personnel inquiring about and/or accessing mental health services are the perceived stigma and negative occupational/career impact. ₄  , ₅   These concerns are often based on skeptical perceptions and fueled by misinformation communicated among the rank and file. For the agency, these factors contribute to the perpetuation of suspicion of intent and general distrust among employees. Subsequently, these prevailing concerns result in the reluctance to, and/or avoidance of, inquiring about or accessing needed mental health services.

Regarding suicide, suicide prevention, suicide risk, and unresolved mental health issues, a distinction is made between all employees having general information about the availability of mental health services and an individual employee experiencing a mental health crisis.

The manifestation of this reluctance and/or avoidance can occur when a law enforcement employee experiences a personal mental health issue. Despite being generally aware of available mental health services, the employee may be skeptical about asking specific and direct questions.₇   Consequently, the employee may develop feelings of hopelessness and helplessness. Unfortunately, the specific and direct questions may never get asked, and remain ‘unspoken questions.’

The worst-case outcome is death by suicide or “loss of a whole life.” Another tragic result is that an employee may continue to experience the pain and despair of unresolved mental health issues. The employee will likely endure significant deficits in overall quality of life as well as negative consequences in their personal and professional life, ‘the loss of a partial life’

The sharing of law enforcement mental health recovery stories is incorporated into the training to provide personal examples of strength and resilience highlighting inspiration and hope.

Participant objectives:

• Become instrumental in leading an agency-wide culture committed to promoting health and wellness.
• Play a critical role in the agency’s integrated approach to ensure that suicide prevention is prioritized, and that norms and practices that support mental health and wellness are integrated into every aspect of policing.
• Better able to specifically and directly respond to employee concerns related to perceived stigma and negative occupational/career impact.
• Provide employees with clarification of agency policies and procedures regarding mental health services.
• Increased knowledge of access to mental health services and ability to provide employees with information regarding the availability of and access to mental health and substance abuse resources.
• Develop an increased awareness and a more comprehensive understanding of mental health issues within the law enforcement community.
• More capable to support efforts to reduce law enforcement deaths by suicide and eliminate the stigma associated with law enforcement personnel who experience mental health issues.

It is recommended that a minimum of a four-hour mental health and wellness training be mandatory every two years for law enforcement personnel of all ranks and positions.

In each class, for the segment addressing these prevailing concerns, the participation by a member(s) of command staff (at least one) and human resources representative(s) (at least one) is required and considered a critical component of this training.

The need to proactively discuss skeptical perceptions, suspicion of intent and general distrust by personnel regarding agency mental health services is recognized. The reluctance to, and/or avoidance of, employees asking specific and direct questions is further examined.

Participants are assured that command staff and human resources representatives are an essential part of the agency’s integrated approach to assist in creating a culture where seeking support for mental health challenges is the norm, rather than the exception. Participants are encouraged to view command staff and human resources representatives as supportive resources regarding agency mental health services. Accessing mental health services is viewed as a strength, not a weakness.

Among the roles of command staff and human resources representatives is to be more available to respond to employee concerns of perceived stigma and negative occupational/career impact. They will be able to provide accurate information and reassurance to employees that services are offered in the best interest of the employee.

Command staff and human resources representatives will be able to provide employees with clarification of agency policies and procedures regarding mental health services. They will be able to provide information regarding the availability of and access to mental health and substance abuse resources. In these roles, command staff and human resources representatives assist the agency in fostering an atmosphere of upper management support and transparency.

Well in advance of attending the training, the command staff representative(s) and the human resources representative(s) will be provided a list of questions that will be discussed during the class. In the previously listed training course description for command staff and designated human resources representatives, examples were provided of specific and direct mental health questions. These questions are typically not addressed when general information is provided to employees regarding mental health services. These questions are referred to as, ‘unspoken questions.’

Participants will also be able to ask command staff and designated human resources representatives additional questions, directly or anonymously, during the training. Following each presented training, the agency will be responsible for agency wide distribution of all questions and answers within a designated time frame. It is acknowledged that all specific situations and questions cannot be addressed during the context of an individual training. Procedures will be instituted to respond to these questions.

In accordance with a recommendation from the “Final Report,” agencies should identify and support a trusted individual, preferably a peer support member or mental health professional, to serve as a Wellness Officer.

The sharing of law enforcement mental health recovery stories are incorporated into the training to provide personal examples of strength and resilience highlighting inspiration and hope.

Participant Objectives:

• Increased awareness of the agency’s transparent commitment to organization and systems change to reduce law enforcement deaths by suicide and establish norms and practices that support mental health and wellness.
• Recognize command staff and human resources representatives as supportive resources.
• Assured that inquiring about and/or accessing mental health services will not lead to being stigmatized and/or experiencing negative occupational/career impact.
• Reassured that services are offered in the best interest of the employee.
• Increased awareness of policies and protocols that are in place to support help-seeking, protect officers’ privacy and confidentiality.
• Better able to access mental health and substance abuse services directly, as well as provide aid to others.
• Develop an increased awareness and a more comprehensive understanding of mental health issues within the law enforcement community.
• More capable to support efforts to reduce law enforcement deaths by suicide and eliminate the stigma associated with law enforcement personnel who have mental health issues.

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