Derbyshire Constabulary CRITICAL INCIDENT AND TRAUMA SUPPORT GUIDANCE POLICY REFERENCE 06/080. This guidance is suitable for Public Disclosure

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1 Derbyshire Constabulary CRITICAL INCIDENT AND TRAUMA SUPPORT GUIDANCE POLICY REFERENCE 06/080 This guidance is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Review Date: December

2 INDEX Heading Page No 1. Guidance Identification Page Legislative Compliance Introduction Procedures Monitoring and Review Disclosure Trauma Support Flow Diagram

3 1. Guidance Identification Page Guidance title: Critical Incident and Trauma Support Guidance Registry Reference number: 06/080 Guidance implementation date: NK Guidance review date: December 2015 Department / Division responsible: Policy owner: Human Resources Head of Department Last reviewed by: Melanie Clarke Date last reviewed: April 2015 Impacts on other policies / guidance / documents (list): None Security Classification: Disclosable under FOI Act: YES Guidance to be published on Intranet YES Guidance to be published on Force Website YES 3

4 2. Legislative Compliance This document has been drafted to comply with the principles of the Human Rights Act. Proportionality has been identified as the key to Human Rights compliance, this means striking a fair balance between the rights of the individual and those of the rest of the community. There must be a reasonable relationship between the aim to be achieved and the means used. Equality and Diversity issues have also been considered to ensure compliance with the Equality Act 2010 and meet our legal obligation in relation to the equality duty. In addition, Data Protection, Freedom of Information and Health and Safety Issues have been considered. Adherence to this policy or procedure will therefore ensure compliance with all relevant legislation and internal policies. 3. Introduction The aim of this guidance is to lessen the impact of critical incidents on staff and reduce the likelihood of long term detriment by means of a consistent, coordinated and effective support mechanism. A critical incident is any situation faced by an individual that causes them to experience unusually strong reactions that can interfere with life at work and home. It is something a person experiences which is outside the range of usual human experience and that would be markedly distressing to anyone. This guidance supports the organisation in meeting the requirements of health and safety legislation as stated in the Health and Safety at Work Act 1974 and the Management of Health and Safety Regulations These place a duty of care on organisations, with an onus on assessing all risks to staff and putting in place measures to reduce them insofar as is reasonably practicable in the circumstances. Roles, Responsibilities, Information and Support A Post Incident (PIM) has responsibility and oversight in certain critical incidents (e.g. those involving death following police contact, as detailed in the Post Incident Procedure). Management Teams: - Providing access to staff for education or support to be delivered. Defusing information will be provided to line managers. Ensuring that a debrief takes place following a critical incident. Some Colleague Supporters are trained in Critical Incident Debriefing and can assist in the process. Therefore support and flexibility from their management is crucial to ensure their necessary release to assist in post traumatic de-brief. Members of Staff: - Participate in the preventive phases of the de-brief after the critical event. 4

5 To be aware of the support systems available through the Employee Assistance Programme and in house Colleague Supporters. Information in respect of critical incidents is available on the Intranet. 4. Procedures Post Incident Support The procedure described relates specifically to major incident. However, the defusing stage, described later, should be carried out at the end of a tour of duty as a matter of good practice for all managers, in line with their responsibility for the health and welfare of their staff. Initiating Post Incident Support In the first instance a Critical Incident Manager, Divisional Command Team member or Line Manager (or PIM where appropriate) can initiate post incident support following a critical incident and should make contact with the Employee Assistance Provider if out of office hours (see flow chart) and the HR Service Centre if within office hours. The practical arrangements (see below) will fall to the Division upon which the incident occurred unless due to its isolated nature or those involved it falls more readily to another formation e.g. Operational Support (motorway collision). If for any reason, officers/staff finish their tour of duty and have not been seen by their line manager, the line manager must make contact with the officers/staff at the earliest possible opportunity after the incident. There are three stages involved and these are DEFUSING, CRITICAL INCIDENT DEBRIEFING and FOLLOW UP, including individual debriefing if required. Each incident will be assessed at the time by the immediate line manager or the line manager once removed from the incident, if they are involved in this. In the event of a major disaster the FCR Inspector will initiate the Major Disaster Plan. They should also alert the Head of HR and the East Midlands Collaborative HR Service Occupational Health Unit (EMCHRS-OHU) who will then put into action a support plan. Stage 1 Defusing The Line Manager (or PIM where appropriate) will carry out this stage. It will occur immediately after the incident, before the team disperses and the individual(s) go home. If the Line Manager has been involved it is essential that they are also defused. This will ideally be carried out by their Line Manager or another officer of the same rank, if the Line Manager is not readily available. This process will take place on Division and last approximately 10 to 15 minutes. This allows the Line Manager to establish the status of his/her officers/staff and their immediate plans/needs. It also allows the Line Manager to identify the support systems available and to distribute the Trauma Support Leaflet containing further information and relevant telephone numbers. The importance of team support should be highlighted. If the Line Manager has particular concerns about any individuals at this time they should contact the Employee Assistance Provider to arrange appropriate support. 5

6 The Line Manager will also inform individuals that a debrief will be arranged within two to four days or at the earliest practicable time, if they believe it to be necessary or if members of the group request it. Attendance at the debriefing is not compulsory, but should be offered as a benefit to all. The Line Manager should contact the HR Service Centre with the names of all staff involved in the incident. Stage 2 Critical Incident Debriefing Once notified by the Line Manager of the members of staff involved HR Service Centre will make contact with East Midland Collaborative HR Service Occupational Health Unit (EMCHRS OHU) to carry out this stage. The Line Manager (or PIM where appropriate) will identify a suitable location for the debrief, where possible in the relevant formation. They will prepare a list of staff involved in the incident (including backroom and support roles), they will notify all staff and invite them to attend the debrief. Cover may need to be arranged for those staff taking part in the debrief by their own formations. Staff may need to make arrangements with their formation if they attend the debrief in off duty time. On occasions when debriefing is required and there is no alternative but for officers to attend whilst off duty, then the payment of relevant allowances may be considered. The debrief will ideally take place between two to four days following the incident and will last approximately 1.5 hours. Where possible this will be at the time staff are ordinarily on duty which may be a night shift etc. This stage reinforces and supports the process and provides a supportive atmosphere for individuals to discuss their reactions to aspects of the incident and the physical/psychological effects they may be experiencing. The need for a Trauma follow up session will be identified at this stage and will be decided by: - Group Facilitators The Group Any individual may request one to one support or counselling at any stage in the programme. If there is to be a trauma follow up session, a time, date and venue will be arranged. Officers who decline the invitation to attend the debrief will be contacted by letter from the HR Service Centre which will include support leaflets and an offer of referral of referral to the Employee Assistance Provider made to them. Stage 3 Follow-up and Ongoing Support After four weeks all staff reported to the HR Service Centre who were involved in the incident either directly or indirectly will be contacted by letter to confirm the support services available. By responding quickly following any trauma the intention is to reduce the number of individuals likely to suffer any long term adverse effects. There will, however, be individuals who have already developed some long term effects from previous or cumulative events, and some who have difficulty in understanding their reactions to the incidents and getting 6

7 back to normality for a variety of reasons. It is therefore vital that support is available for these individuals. Referral should be made to EMCHRS OHU on a Form 625, who may recommend referral on to specialists. Support is also available from UNISON and Police Federation. 5. Monitoring and Review The guidance will be monitored and formally reviewed at regular intervals by the Head of Manager Services in liaison with EMCHRS OHU. Following an incident, EMCHRS OHU follow-up within the bounds of confidentiality, both the individuals and the management involved to establish the effectiveness of the guidance. 6. Disclosure A high proportion of debriefs will follow incidents that are likely to result in court proceedings. The content of operational debrief material falls within the ambit of the Criminal Procedure and Investigations Act Throughout debriefing procedures, staff will need to have due regard for the guidance provided in the Joint Operational Instructions agreed between the Director of Public Prosecutions/Crown Prosecution Service and the Association of Chief Police Officers. (Details of the Joint Operational Instruction can be located on the Police National Legal Database). While the instructions recognise that a clear distinction between the types of debriefing is rarely possible, they provide general guidance arising from the Code of Practice introduced by the Criminal Procedure and Investigations Act For example, it is clearly the responsibility of each individual involved in a criminal investigation (whether as investigator or witness) to ensure that any information which: - May be relevant to that investigation; and Which is not recorded elsewhere is; Recorded and retained. This applies to any conversation or discussion and therefore, applies to debriefings. It also includes an officer s own observations relating to the incident and any notes or accounts received from witnesses. Therefore all that is said or written can be subject to disclosure. If relevant information does emerge during a debriefing, for example, where an individual remembers something new or recalls an inaccuracy in a previous note, that information should be immediately recorded after the debrief and retained in accordance with the code. In these circumstances the officer concerned should also make a record of the fact of the debriefing, including when this took place and the subject matter of discussion. Whatever the type of debriefing, attendance should be entirely voluntary and no one attending the debriefing should be obliged to speak. Managers of debriefing sessions should 7

8 ensure that participants are aware that the matters discussed will be subject to normal rules of disclosure. Where a prosecution file is submitted as a result of the incident leading to the debriefing, then the fact that a debriefing has taken place should be mentioned on the MG6 and any records of the debriefing need to be mentioned on MG6C or D. The Debriefing Officer should always consult with the Disclosure Officer. The Joint Operational Instructions provide further advice for police staff either conducting or participating in operational/therapeutic debriefings. 8

9 TRAUMA SUPPORT FLOW DIAGRAM INCIDENT SERIOUS LESS SERIOUS Following Divisions identifying the need for a Critical Incident Debrief, they will in conjunction with the HR Service Centre ( ) and the PIM (if appropriate) make arrangements for the debrief. Out of Office hours CIC are to be contacted Immediate defusing by Line Manager Trauma Support leaflets on Intranet Assistance from EMCHRS OHU is available Critical Incident Debrief carried out within 2-4 days of incident Follow up procedure is initiated if appropriate Immediate defusing by Line Manager assisted by Colleague Supporters if required. Trauma Support leaflets available on Intranet YES Critical Incident Debrief required Line Manager contact HR Service Centre with the names of all staff involved in the incident. Critical Incident Debrief carried out within 2-4 days of incident by HR Service Centre Follow up procedure is initiated if appropriate NO YES Follow up Critical Incident Debrief within 4 weeks of incident (arranged by HR Service Centre) Ongoing support/follow up via the Employee Assistance Provider. Line Manager to refer to Occupational Health if advice required on fitness for duties etc. NO End 9 Any individual may request one to one support counselling from the Force s Employee Assistance Provider at any stage in the programme. For more detail please refer to the Critical Incident and NOT Trauma PROTECTIVELY Support Guidance MARKED YES Follow up Critical Incident Debrief within 4 weeks of incident (arranged by HR Service Centre) NO End Ongoing support/follow up via the Employee Assistance Programme provider. Line Manager to refer to Occupational Health if advice required on fitness for duties etc.

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