1.   POST TRAUMA STRESS SYNDROME WORKBOOK

Involvement in trauma incidents is an event that every police officer must expect. You have already been trained tactically, so you know how to assess a situation and how to determine if lethal force is necessary. But are you aware of what will happen, for example, after a shooting incident? Do you know what to expect from the department, your fellow officers, your own physical and emotional condition?

BE PREPARED

Most of the problems that officers experience following a trauma are the result of not being adequately prepared emotionally for such an incident. Just as it is essential that you take daily precautions to protect yourself from physical injury, it is essential that you protect yourself from possible mental and emotional impairments that can result from being involved in a shooting, or other catastrophic events.

One of your greatest protection against emotional problems after shooting incident is the knowledge of what to expect. Immediately after the shooting, you will be required to participate in an investigation of the event. Without accurate and adequate information about this process, you will likely feel that your department is treating you as a suspect. The resulting feelings of betrayal can contribute to serious emotional consequences.

ASSIGNMENT #1

Find out what is standard operating procedure within your department following a shooting. Is an officer permitted to see or speak to his spouse or parents immediately? How does Internal Affairs proceed with the investigation? Under what circumstances is an officer-involved-in-a-shooting given time off? What is departmental policy with regard to the news media? Are names released to the media?

By learning in advance what to expect with regard to departmental policy and procedure, you'll be less likely to feel confused and betrayed during the investigation process.

SUPPORT NETWORKS

There are many incidents you may encounter as a police officer that can lead to emotional problems. Being involved in a shooting, however, is one of the most traumatic. This is especially true if you have shot an innocent bystander or a very young suspect; if you are shot or otherwise injured yourself, or if a fellow officer is down.

At the time of such incidents, you may become the center of attention within the department. Officers with whom you rarely speak, may hound you for accounts of the incident. If you're temporarily relieved of duty, officers who may or may not be close friends may call you at home to relay gossip or tell you about incidents similar to yours that they have heard about in the past. All of this can be extremely annoying, upsetting and destructive for you.

Much of the troublesome aftermath of a shooting incident that is generated by your peer group can be minimized by preparing yourself now.

ASSIGNMENT #2

Make a list of close friends, probably fellow officers that you know you can trust and talk about your feelings with. Also, list those who would be good supports for your family.

1.                                                                                                                    

2.                                                                                                                    

3.                                                                                                                    

4.                                                                                                                    

These are the people who can build a temporary protective shield around you if you are ever involved in a traumatic shooting incident. Let them know in advance who they are. They will be an important support network that you can turn to for help with practical matters. You'll also be able to talk to them about your confusion, fears, anger, sense of helplessness and other feelings.

Also, tell your spouse or parents who these people are, so that they can screen phone calls for you or know who to contact if you need to call upon your support network.

THE SHOOTING INCIDENT

Every time you fire your weapon in the line of duty you know that the consequences might be fatal. You hope that innocent bystanders won't be hurt and that your own safety won't be compromised.

Any shooting incident you're in, even a righteous one, can shake you up emotionally. Your immediate reaction may be very emotional or you may feel that you're floating in space. Even though you know you're the one who shot, you may feel as though the whole incident is happening to someone else, that you are standing back watching another person.

All of these feelings are normal. This is the way the mind tries to defend itself from intense, painful emotions. Be aware that what you feel within the first few hours after a shooting incident is normal and that you will experience a number of emotions as time passes.

Also be aware that you may have trouble remembering certain specific details of the incident. This, too, is normal. When you are in the midst of an event in which everything happens so fast, it is difficult for your senses to clearly send messages to your brain and for your brain to process all of the information in an organized way. confusion and memory lapses are not an indication that you are "losing your mind." They are perfectly normal.

THE FIRST THREE DAYS

The first three days after a traumatic incident can be an emotional and mental roller coaster. You should expect a number of symptoms to present themselves, including:

Sleep disturbance
Troubled, fitful sleep
Body, arm, hand, leg or foot jerking during sleep
Flashbacks of the event while awake
Physical, mental and emotional exhaustion
Depressed appetite
Nausea or vomiting
Racing or pounding heart during flashbacks
Headaches
Doubt about whether your tactical response was appropriate
Feelings of sadness
Frequent crying
Periods of emotional numbness
Feelings that the department has betrayed you
Feelings that fellow officers believe you are "falling apart"
Irritability with loved ones
Short temper
Feelings of unworthiness
Sexual dysfunction
Aggressive patrol behavior

ASSIGNMENT #3

During the first few week after the shooting incident, monitor the occurrence of the above listed symptoms. Use the chart on page____ to record each time you experience one. And remember, these symptoms are normal. In fact, experiencing them is essential if you are to get through this trauma and return to normal, effective functioning.

ASSIGNMENT #4

Talk about the incident and about your feelings. This is essential after any traumatic event. By ventilating your feelings, you can clarify details in your own mind and help resolve some of the confusion about exactly what went down. Talking will also help you understand why the incident took place. This is important, particularly if you're not sure the shooting was entirely righteous. By recounting the incident over and over your will help to answer the normal questions in your mind, such as "Did I do everything I could have done? Did I make any tactical errors? Could the incident have gone down any other way?" In order to prevent these questions from plaguing you for many years, try to answer them as soon as possible. Talk about the shooting as much as you feel you need to. Your family and close friends, your support network, can be very helpful in doing this.

Talking about your feelings is also vital in preventing long-lasting post-shooting problems. Trust that your support network will understand your feelings. Tell someone if you feel scared, confused, helpless or sad. If you fear that you'll be severely disciplined or that you are "going crazy", talk about these fears. Let yourself cry. Don't be ashamed of you feelings. They are normal, natural and healthy reaction to a traumatic shooting incident. By letting yourself feel these emotions and by talking about them, you can minimize the long-range problems that will arise from keeping everything bottled up inside.

TIME OFF

If you have been temporarily relieved of duty, if you have requested a few days off or if your own injuries require you to be off-duty, you will have a lot of time to think about the shooting incident.

Call upon your support network now. Ask one or more of your close friends to take care of practical matters, handle errands, screen phone calls for you and stay nearby to listen.

If you are hospitalized or incapacitated because of injuries, ask one of your close friends to help your wife or parents take care of family needs. Also, if your loved ones want to clarify the details of the incident, someone from your support network can take them to the scene of the incident and recount the event.

During your time off, you may want to document your recollections of the incident. If doing so helps to clear up confusion, write about the incident, over and over again, if necessary. Also write about your emotional reactions.

The simple fact that your daily routine has changed may contribute to disturbances in your eating and sleeping patterns. Try not to let this happen, as it can contribute to disorientation and add to your burden of stress.

It is likely that during your time off work you will neglect your grooming and hygiene routines, such as shaving and showering. You may not want to read the daily newspaper, watch television and so on. These are signs of depression, which is a normal emotional response to the situation you are experiencing. Your lack of interest and detachment from the world are part of your mental and emotional efforts to understand and make sense of the traumatic events which have occurred. They are normal and should not be cause for alarm.

Avoid alcohol and other drugs during this time if possible. While alcohol may temporarily help you avoid thinking about the incident and second-guessing yourself, it will cause more problems than it will solve. Alcohol is a depressant, so it will intensify your exhaustion, your moodiness and your uncomfortable feelings. Resist the temptation to drown your feelings. What you most need to do after a traumatic shooting is identify your feelings, experience them and accept them. doing so will help you regain control. Alcohol will interfere with your ability to work through this critically important process.

PREPARING TO RETURN TO DUTY

As the time nears for you to return to duty, earlier symptoms that have begun to abate may suddenly increase, or new symptoms may appear. This indicates your normal apprehension about placing yourself in a situation where a similar incident could again traumatize you.

Panic reactions to objects or places that remind you of the incident are not uncommon. Intense fear, nausea, heart pounding, headaches, flashbacks or other symptoms may occur when you think about, see or get close to your weapon, your uniform, the entrance to the station, the scene of the shooting incident or other symbols of the event. Again, you may think that this reaction is an indication that you are "falling apart" or "going crazy." It is normal, and there are steps you can take to overcome these responses to symbols of your trauma.

ASSIGNMENT #5

1.  Describe your emotional reaction to each of the following:

a. Your weapon
b. Your uniform
c. The station
d. The scene of the incident
e. other (specify)
f. other (specify)
g. other (specify)

2.  Which objects cause the most intense emotional reactions for you?

3.  Learn to master this relaxation exercise:

            a.  Sit or lie in a comfortable position 
            b. Try to clear your mind
            c. Relax your body, starting at your feet and moving upward. Concentrate on relaxing every part of your body
            d. Breathe slowly and deliberately, inhaling through your nose and exhaling through your mouth.
            e. Visualize an emotionally pleasing object or place.
            f. Continue your slow breathing pattern, while visualizing the object. Keep your body relaxed.

4.  Repeat this exercise several times a day until the image of the emotionally upsetting object does not interfere with relaxed, slow breathing.

5.  Position yourself as close to the emotionally upsetting object (or location) as you can without experiencing severe panic symptoms. Now do the relaxation exercise outlined in Step #3.

6.  Repeat Step #5 until you can relax and breathe slowly and comfortably. Concentrate on keeping your body relaxed, (If it is a place that generates intense upset, you may want to ask a close friend to go with you.) Get as close to the object or place as you can without feeling too uncomfortable. Then repeat Step #5.

7.  Continue to repeat Step #5 until you can actually handle your weapon, put on your uniform, walk through the station door or stand at the scene of the incident without feeling too uncomfortable.

8.  Give yourself time. Don't push yourself through this process faster than you can manage it. If panic symptoms appear, back off, start again, repeat your relaxation exercise and progress more slowly.

RETURNING TO DUTY

If you have done the above assignments. If you have worked to understand and accept your feelings, and to overcome any possible panic reactions, returning to duty should not be intensely uncomfortable for you. One possible source of discomfort may come from the comments and behaviors of your fellow officers, particularly those who have never been involved in a shooting and those who are not your close friends. Some of your peers may not understand exactly what happened or how you feel about it. They may say things about you or the incident that offend you. Ignore them. If you were not wearing a vest or jacket and were shot, they may poke you in the chest or touch you in other annoying ways. Try to help them understand your irritation or ask one of your support network to speak to them about it.

ASSIGNMENT #6

Make a list of things other officers say and do that bother you. Discuss this list with one of your support network.

ASSIGNMENT #7

Make a list of things other officers say and do that help you feel good, such as "Is there any thing I can do to help? or "Let me know if you want to talk." 

YOUR JOB PERFORMANCE AFTER A TRAUMATIC SHOOTING

Involvement in a traumatic shooting will have long-term effects on you. You may always experience some reaction to being the victim or perpetrator. You may want to recount the incident occasionally for many years to come. You may occasionally have flashbacks of the incident. In most cases, these reactions occur less intensely and less frequently over time. The shooting incident will always be a part of you. This is normal and natural.

Serious, permanent damage in the form of physical, emotional or behavioral problems that interfere with your normal level of successful living, are far less likely to occur if you work with the assignments in the Training Manual and confront your feelings as they occur.

You have to deal with victims every day. Don't let yourself join the ranks of the victims by ignoring your feelings or pretending they don't exist. The best way to survive the emotional effects of a traumatic incident is to acknowledge your emotions, let yourself feel them and accept that they are normal.

WHEN ANOTHER OFFICER HAS BEEN INVOLVED IN A SHOOTING

When one of your fellow officers has been involved in a traumatic shooting, you can either be part of the problem or part of the solution. Your treatment of him can help or hinder his efforts to work through his emotional needs. Her are some things you can do:

1. Don't use terms such as "killer" even jokingly.
2 Don't congratulate him. He maybe confused about whether or not his actions were heroic.
3. Don't ask for repeated accounts of the incident. He will open up and talk to you when he's ready
4. Let him know you are available to listen to him when he's ready to talk.
5. Don't suggest drinking or drugs as a way to cope with his feelings.
6. Don't take him out for drinks with the first few weeks after the incident. If you sense he wants company or wants to talk, go our for coffee, not alcohol.
7. If the officer is not on duty, don't call his house to relay gossip or tell him about other incidents.
8. If the officer was shot, don't poke him in the chest or touch him in aggressive ways.
9. If a close friend is injured, offer to help his wife and/or family in any way possible.
10. If an officer was injured don't send his wife flowers that look like a funeral bouquet.

2.  POST SHOOTING TRAUMA
by Roger Solomon

The emotional aftermath for an officer who uses fatal force in the line of duty can be traumatic. Though it is difficult to estimate how many officers have left law enforcement in the wake of such trauma, most experts agree that we have lost many good officers in the years following a shooting. However, not every officer involved in a shooting experiences a traumatic reaction. About one-third have a mild reaction, one third have a moderate reaction, and one-third have a severe reaction.

Each officer experiences the emotional aftermath of a shooting in his or her own way, depending on many factors, such as perceived vulnerability or how life-threatening the incident was; amount of control over the situation; one's expectations concerning shooting situations; proximity (how close or far from suspect); how bloody or gory the shooting was; reputation of the suspect (e.g., murderer vs. scared teenager); perceived "fairness" of the situation (e.g., shooting a person who used the officer to commit suicide is perceived as unfair and produces anger in the officer); legal and administrative consequences; amount of stress in one's life and level of adjustment; personal coping skill; and amount of support.

The following description of the emotional aftermath of the use of deadly force is a general model that applies not only to post-shooting, but to the aftermath of any critical incident (any situation where one feels overwhelmed by his sense of vulnerability and/or lack of control over the situation). 

PHASES OF THE EMOTIONAL AFTERMATH

The traumatic experience starts when a situation puts the life of an officer or another person in danger, and the officer makes the decision to use deadly force. Many physical, psychological and emotional phenomena occur during the brief moments of peak stress, many of which are confusing to the officer.

For example, it is quite common to experience perceptual distortions. About four out of five officer involved in a shooting will experience time distortion. Usually, time slows down and events appear to occur in slow motion. For other officers, time accelerates. Auditory distortions are experienced by about two out of three officers involved in a shooting. For most, sound diminishes. An officer may not hear all the rounds going off or may not be aware of how many rounds were fired. Other officers experience intensified sound-gun shots sound like canons. Visual distortions occur about half of the time. Officers may experience tunnel vision and a heightened sense of detail.

It is important that investigators know how common, and normal, these perceptual distortions are. If an officer's report of how many shots were fired is inaccurate because he did not hear all the rounds go off, if he cannot give a good description of the suspect's clothing because of tunnel vision, or it he says it took five minutes for the shoot-out to conclude when other evidence indicates it only took forty-five seconds, it does not necessarily mean the officer is lying or trying to cover something up. He was probably experiencing the normal perceptual distortions that commonly occur during moments of peak stress.

The shock disruption phase starts when the shooting ends. An officer may experience a few minutes of shock symptoms such as tremors, shaking, crying, nausea, hyperventilation, and so on. These are stress come-down reactions that sometimes occur when a high-impact situation is over, and are not signs of weakness.

Initially, an officer may be dazed, inattentive and upset. There may be a feeling of disbelief or difficulty comprehending the reality or significance of what just happened. It may be difficult to concentrate and to remember details. For a few hours up to a couple of days, the officer may be on an "adrenaline high" and over-stimulated, leaving him tense anxious, agitated or irritable. This adrenaline high may make it difficult to sleep during this phase.

It is important to remember that the officer will be very sensitive to others' reactions, particularly in regard to whether the department will stand behind him. Being critical (e.g., "What did you do?") can magnify the trauma whereas a supportive response (e.g., "Are you OK?") goes a long way toward calming the officer.

Commonly, part of the shock reaction is that one's emotions concerning the incident, and awareness of these emotions, becomes blunted. An officer may feel emotionally detached and numb, with anxiety occasionally breaking through. There is a tendency to feel one is running on "automatic pilot" - just going through the motions. Indeed, we do not experience the full emotional impact of a critical incident immediately afterwards. Psychological defenses, such as denial, automatically arise to shield overwhelming emotions temporarily. This shock disruption period may last a few minutes, a few hours, a few days, or a week or linger, it is different for each individual, but usually it last two to three days. This is why it is important to give an officer administrative leave right after a shooting and not let him go back to the street even if he says he feels all right. He reasons, an officer should not be on the street when the emotional impact hits.

Sooner or later, the emotional impact of the situation does hit. the adrenaline high wears off, with the officer perhaps experiencing an emotional and physical let down, and emotions stemming from the incident surface. This is the next phase, impact, which usually occurs within three days, although some officers experience a delayed reaction six months to a year after the incident. The more vulnerable an officer felt during the incident, the greater the emotional impact of the situation. An officer may have felt forced to use a weapon when a suspect would not comply with verbal commands, and he may feel angry that he was put in a position of vulnerability where there was no other choice but to use deadly force.

Officers may experience many kinds of reactions during this phase that, although normal, make some officers feel they are losing emotional control or "going nuts." Some the more common reactions an officer may experience are:

Heightened sense of danger/vulnerability
Fear and anxiety about future encounters
Anger/rage
Nightmares
Flashbacks/intrusive thoughts of the incident
Sleep difficulties
Depression
Guilt
Emotional numbing
Isolation and emotional withdrawal from others
Sexual difficulties
Stress reactions (e.g., headaches, indigestion, muscle aches, insomnia, diarrhea/constipation)
Anxiety reactions (e.g., difficulty concentrating, excessive worry, irritability, nervousness)
Family problems

It is important for officers to realize these are normal reactions to an abnormal situation, not signs of pathology.

The next phase, which in most cases starts soon after the emotional impact hits, is the coping phase. An officer starts understanding, working through, and coming to grips with the emotional impact of the situation. The emotional intensity tends to wax and wane over time, peaking after a couple of weeks, and then starts decreasing. There is often a lot of soul searching during this time. An officer goes over the situation repeatedly and wonders if the right action was taken or if there was anything else that could have been done. If the officer allows him or herself to work through the emotional impact, and does not try to suppress it and pretend it is not there, he/she will reach the final phase: acceptance.

The acceptance resolution phase is usually reached within anywhere from two to ten weeks, but can take longer. It may even be months before this phase is reached, depending on the situation, the legal/ administrative aftermath, the amount of support and the officers coping skills. Upon reaching the acceptance phase, the officer understands and accepts what happened and what had to be done. There may still be occasional nightmares, flashbacks and the like, but the officer understands the underlying emotions and is dealing constructively with them. With proper support and coping skills, an officer becomes even stronger. Indeed, after coming to grips with one's vulnerability, there is not a whole lot else in life to overcome. 

SITUATIONAL REMINDERS

Even after reaching resolution, and returning to duty, there may be situational reminders that trigger the emotions felt right after the incident. The anniversary of the incident may also trigger these emotional reactions. Going through a critical incident is like "crossing a fence" or "losing one's innocence." One knows he is vulnerable, that he may not be able to control a situation, and deadly force may again have to be used. One has to come to grips with this reality ; there is no jumping back over the fence.

An officer can get "stuck" going through the trauma process. Some of the signs of getting stuck, that is not dealing well with the incident, are:

Continuation and intensification of post-incident (impact phase) symptoms
Excessive stress and anxiety reactions
Being continually obsessed with the incident
Increased absenteeism, burn out, drop in productivity
Increase in anger and irritability
Overreaction or being over-aggressive
Underreaction
Risk taking
Increase in family problems
Alcohol./drug abuse

If an officer who has been in a shooting develops a pattern of work problems (e.g., use of excessive force) he did not have before the incident, it may be a sign of trauma. It is important to refer the officer for some help and not merely administer discipline.

Not all officers experience a traumatic reaction after a shooting. One-third of officers involved in a shooting experience only slight reactions. Are these officers cold-blooded, insensitive people? No. There are several reasons why these officers have little reaction. First, these officers were mentally prepared for the eventuality of a critical incident. They anticipated what can happen, thought it through, and accepted the reality of what they might have to face. Second, some officers are able to maintain an objective, detached point of view and accept the reality of police work and the police role. Third, as a result of coming to grips and working through feelings of vulnerability resulting from previous involvement in critical incidents, an officer may experience little emotional reaction after a shooting. After successfully working through one critical incident, it is often easier to go through another.

On the other hand, if emotional reactions from a previous critical incident have not been worked through, but rather are suppressed, a subsequent critical incident becomes more difficult to deal with. Officers who have a traumatic reaction and suppress their emotions may develop long-term emotional problems, such as post-traumatic stress disorder. 

ADMINISTRATIVE FACTORS AND RECOMMENDATIONS

The investigation of any police use of deadly force is necessary. The hard questions have to be asked and their answers found. However, the stress of the administrative/investigative/legal aftermath can compound the stress of a shooting. It is not unusual for the officer to perceive he is being treated like a suspect and that he is being abandoned by the department. For example, his/her gun is taken away, which to many officers is like field stripping his identity and giving the massage that he/she did something wrong. They are read their rights, isolated until they can be interviewed, and an old buddy - now a detective - comes to interrogate them. Suddenly, they are the prime suspect in a homicide investigation. There is seldom face-to-face communication with high-ranking administrators, leaving the officer with the impression that the people for whom he/she works do not care about him/her. To complete the humiliation and finalize the officer's impression that they are alone and that no one is on their side, the officer is suspended, with or without pay, pending investigation. The term suspension implies that the officer was wrong. If the officer has not experienced trauma as a result of the incident itself, it is quite likely that such treatment will precipitate it. Another consequence of such treatment is that it results in alienation from and distrust of the department.

Although the process described may be appropriate and necessary, there is not good reason to treat an officer in an unsupportive, impersonal manner. There are many constructive things the administration can do to reduce stress and support the officer that do not interfere with or compromise the investigation.

The following guidelines have been extensively field tested and found to alleviate much of the stress associated with the aftermath of a shooting, to enable the officer to feel supported, and to reduce the amount of overall trauma. These guidelines have been approved by the IACP Police Psychological Services Section. 

P0ST CRITICAL INCIDENT TRAUMA GUIDELINES

1. At the scene, show concern and understanding. Give mental and physical first aid.

2. After obtaining necessary on-scene information, provide a psychological break by getting the officer away from the body and at some distance from the scene. The officer should be with a supportive friend or supervisor and return to the scene only if necessary. This break should be of a non-stimulating nature with discretionary use of drinks containing caffeine, as the officer is already pretty "up."

3. With some officers it is important to explain what administrative procedures will occur during the next few hours and why. This will help the officer realize that the investigation of the incident is standard operating procedure, not a "witch hunt."

4. When the gun is taken as evidence, replace it immediately or as soon as is feasible. This guideline can be modified depending on the circumstances and the officer's level of stress.

5. The officer should be advised to consider retaining an attorney to safeguard his/her personal interests.

6. Before undergoing a detailed interview, the officer should have some recovery time in a secure setting where he is insulated from the press and curious officers.

7. Totally isolating the officer breeds feelings of resentment and alienation. The officer can be with a supportive friend or a peer who has been through a similar experience. (To avoid legal complications, the incident should not be discussed prior to the preliminary investigation.) It is crucial to show the officer concern and support at this time.

8. If the officer is not injured, the officer or department should contact the family (via phone call or personal visit) and let them know what happened before they hear rumors and receive phone calls from others. If the officer is injured a department member the family knows should pick the family up and drive them to the hospital. Make sure the family has support, e.g., call a friend and the chaplain.

9. Supportive, face to face communication with a high ranking administrator goes a long way toward alleviating fear of departmental reaction. Administrators are often reluctant to say anything for fear that their comments may be misconstrued as an endorsement of the officer's action. The administrator does not have to comment on the incident; what is important is to show concern and empathy for the officer.

10. The officer should be given some administrative leave - not a "suspension" with pay - to deal with the emotional impact. Usually three days is sufficient, though more or fewer days may be appropriate. Some officers prefer light duty to administrative leave. Depending on the officer and the circumstances, it may be best to avoid the double-bind situation of the officer going back to work prior to the legal or departmental resolution of the shooting by keeping the officer off the street until the shooting is resolved, e.g., after investigation, grand jury, coroner's inquest, district attorney's statement, etc..

Other officer at the scene of the shooting should be screened for their emotional reactions and given the rest of the shift off or leave, as necessary, on a case by case basis. Often, other officers at the scene, e.g., the officer who shot and missed, the officer who did not shoot, etc., may experience trauma, sometimes more than the officer who shot the suspect. Supervisors, after a little training, can conduct such screening.

11. For the officer(s) who fired a weapon, there should be a mandatory (to defuse stigma), confidential debriefing with a Chaplain prior to returning to duty. The debriefing should take place as soon after the shooting as is practical, ideally within 24 hours and no later than 72 hours. Fitness to return to duty and/or any need for follow-up sessions should be determined by the Chaplain and/or a mental health professional.

Everyone at the scene, including the dispatcher, should have a debriefing with the Chaplain (which can be done in a group) within 72 hours. Anyone at the scene could experience a significant emotional reaction. The officer(s) who did the shooting may not want to be included in the initial group debriefing because actually shooting the suspect and going through the investigation may create some difficult issues. Follow-up sessions for other personnel may be appropriate.

Peer support team members (officers who have previously been involved in similar situations and received special training) are an asset in assisting the group debriefings and providing follow up support.

12. The opportunity for family counseling (spouse, children, significant other) should be made available.

13. If an officer's phone number is published, it may be advisable to have a friend, family member or telephone answering service or machine screen phone calls.

14. An administrator or supervisor should tell the rest of the department or shift, what happened so the officer does not get bombarded with questions and rumors are held in check.

15. Expedite the completion of administrative and criminal investigations and advisement of the outcomes of the officer.

16. Consider the officer's interests in media releases.

17. Allow a paced return to duty, e.g., riding with a fellow officer the first day or two, or working a different beat or shift if desired.

PEER SUPPORT

A very effective resource in dealing with critical incident trauma is having a peer support team composed of officers who have been involved in shootings and other types of critical incidents.

Research has shown that peer support is extremely effective in reducing trauma. A critical incident support team is not only therapeutically effective, it is cost effective since the department is using its own people. It is important that team members receive specialized training in dealing with critical incident/post-shooting trauma and have professional supervision and backup.

It must be emphasized that not every officer involved in a shooting is going to have a traumatic reaction. It is just as damaging to over-support as it is to under-support. What is important is to demonstrate an attitude of caring for those officers who have put their lives on the line and to treat them as human being, not suspects.

The process of recovery by the spouse and immediate family of a deceased officer is directly related to events that follow the death notification. The primary purpose of this paper is to offer insight and to suggest procedures that foster rather than inhibit the survivor recovery process. These procedures should be considered in the development of agency policies for use in the event of a duty-related death. The duties of law enforcement personnel contain many distasteful elements; however, the most negative is the death notification to the spouse of a police officer. The method in which this message is delivered and the agency support to the survivors have a significant impact on the bereavement process. Inappropriate actions can result in serious psychological consequences for both the spouse and the immediate family. The importance of a positive process was emphasized during the Concerns of Police Survivors Seminar by the survivors of deceased law enforcement officers.

PLANNING FOR DUTY-RELATED DEATHS

Advance planning and a written standard operating procedure are essential, as with other contingency planning, prior to an incident. It is not unusual for agencies to have procedures for dealing with fiscal and insurance issues in the event of an officer death, but seldom are there procedures for emotional support of the surviving spouse, children, and extended family.

A planning and resource group should be established that includes a cadre of persons who will assist the agency and the survivors in the event of a duty-related death. These resources include:

1. The agency psychologist, legal advisor, fiscal officer and chaplain.

2. A member of the Concerns of Police Survivors organization.

3. A financial planning expert who is known to be reputable and who will donate his/her services.

4. A representative of the 100 Club and/or other law enforcement oriented community support service organizations.

The manual provisions should outline the process for the fiscal officer to notify the Bureau of Justice Assistance to process the death benefit in a timely manner, to process other job-related death benefits, and to determine procedures for payment of funeral expenses. The agency should determine, in advance, who has responsibility for payment. Involvement of the agency in the funeral often impacts the cost of the service and those costs should not be passed on to the spouse. In fact, it is recommended the agency pay all the basic funeral expenses.

As a product of this planning process, it would be helpful if each officer and spouse are furnished with a copy of the procedures along with a listing of all duty-related death benefits. This information will allow informed decisions concerning need for supplemental insurance coverage.

Police officers seldom consider their own vulnerability, and many times that issue is only focused upon at the funeral of a fellow officer. Often that concern is as much a reality confrontation for themselves as a concern for the slain officer and his/her family. Due to a preference to ignore the possibility of death, officers may not have prepared wills, considered adequate insurance needs. or addressed other death-related issues. Therefore, it is recommended the agency provide a mechanism to encourage the officer to complete a will and to discuss insurance needs. The legal advisor and agency fiscal officer can facilitate the procedure.

There should also be a procedure to have the officers review their insurance beneficiary at least annually. It is all too common to have death benefits awarded to a former spouse instead of the intended beneficiary.

DEATH NOTIFICATIONS

The spouse often comments that the officer who delivered the death message was not a friend of the deceased, or the messenger was not held in favor by the slain officer or the spouse. Thus, the notification procedure may lack the compassion the survivors desire.

It is recommended the agency require each officer to complete a death notification form. The form should be maintained in a sealed envelope in each officers' working file where it is immediately available. The form should contain the following information:

1. A listing, in order of preference, the names of three officers who would deliver a message of serious injury or death.

2. A listing of who should be notified by the agency, giving home and work addresses, telephone numbers, and their relationship to the officer. This can become complicated with multiple marriages.

3. The names of officers who would serve as the liaison between the agency and the family. It is recommended both a male and a female officer be assigned.

4. The name of the officer who would clean out the deceased officer's locker and return issue equipment to the agency from both the locker and residence.

5. II clergy are to be involved, their names and telephone numbers.

6.. Any special requests to the agency regarding the notification, pall bearers, funeral, burial or memorial.

In the event of a serious injury or death, immediate personal notification is essential. Many families have scanners and the media will pick up immediately on an injury or death of a police officer. Learning about the injury or death from a friend or the media can have a devastating effect upon the spouse and the family. It is also essential to protect the family from the media, which, on occasion, has shown an appalling lack of sensitivity.

When notifying the spouse. two officers should be dispatched--one to transport the spouse and one to remain at the home to be with the children, answer the telephone, etc. Often, the police chief makes the notification personally. His presence at the notification is not essential; however, personal contact by the chief as soon as practical is recommended. The family of the officer must never be allowed to feel the administration is non-caring. Further, the family should be provided continuous departmental support by liaison officers until after the funeral.

When the notification is made, it is obvious to the recipient it is not a social call. The spouse is aware the problem is serious and the use of any delaying tactics are not appropriate. Although it is natural for the notification officer to attempt to help resolve the grief, well-meaning comments are often offensive to the spouse. The spouse should be provided with an accurate account of the events surrounding the incident and the current medical condition. There are few exceptions to this rule, as later the survivors will usually learn they have not been told the whole story and may feel angry and betrayed. Immediately after notification, the spouse will usually want to be taken to the hospital, and this request should be honored.

Sometimes well-meaning officers will want to protect the spouse from seeing the deceased until after the body has been prepared at the funeral home. II the spouse wishes to see the body at the hospital, this should be allowed. If the body is mutilated or burned, that fact should be presented; however. if the spouse insists upon seeing the body, the request should be considered.

From the time of the death until the funeral, the agency should offer continued appropriate support services such as child care, telephone answering, notifications, assistance in dealing with the response from the public and other agencies, meal assistance, and transportation. Some of the support services will be required for some time following the funeral.

It is essential for the family to be actively involved in planning the funeral arrangements and their wishes fully considered. A common complaint is that the agency determined the funeral to be their '.event" and disregarded the wishes of the survivors.

Immediately following the death, two valuable outside sources of support are members of the Concerns of Police Survivors organization and the clergy. The COPS volunteers have first-hand knowledge of the needs of survivors following the death of a police officer. Experience has indicated the ability to recover from the death is enhanced when the spouse and family have a strong religious faith. Even if the spouse is not religious, appropriate support by the clergy can be comforting. Of course, if the survivors request the clergy not be involved, that request should be honored.

Officers dedicate a portion of their lives to the law enforcement profession and would like to believe they have had a positive influence in helping their community to be a better place in which to live. It is essential to convey to the survivors that the officer's life made a difference. It is necessary that the spouse and immediate family be assured that the death has some positive meaning. the officer was important to the agency. and the memory of the officer will be preserved. It makes little difference to the family if the officer died as a result of a shoot-out, was killed by a drunk driver, or died as a result of an accident on the agency firearms range. The important issues are that the officer was on duty and the duty was related to the mission of protecting and serving the public. Therefore. it is recommended that all duty-related deaths be acknowledged by a permanent memorial at the agency or other appropriate public area.

The average age for duty-related deaths is approximately 25 years. At this age there are often young children left without a parent. The parents of the slain officer are also intimately affected by the death. Following the death, there is often friction between the parents and the spouse, and it is not unusual for open hostility and competition to be present when the agency presents the officer's badge and/or memorial plaque. It is suggested the agency make a joint presentation to both the surviving spouse and the parents of the officer. This action is inexpensive, extends a measure of condolence and appreciation for the life of the slain officer, should go a long way toward eliminating the competition and friction that may be present between the parents and the spouse, and reduces the anger that may be directed toward the agency. If the officer is not married, but has a fiancée. provisions should be provided to include that person in the memorial service.

Because many officers attempt to over-control their emotions, often there is a false belief the family knows the risks of the job and the survivors are emotionally strong enough to handle the death with very limited support and intervention by the agency. This view is not realistic with most law enforcement families, as their social support system is often directly related to the agency. Research has shown that spouses of deceased officers often develop symptoms similar to those included in the diagnosis of Post-traumatic Stress Disorder. Some of these symptoms may have developed because of improper handling of the details after the death. Therefore, it is recommended the agency provide support services from the time of the death until several months following the funeral.

It is comforting for the widows to know there is someone they can call for assistance. Some widows express their appreciation that officers check with them on an ongoing basis to determine that no assistance is needed, or to assist them with requested tasks. However, the support can be overdone. For example, some widows have complained they were overprotected by officers who have run background checks on new male friends, have provided advice on who they consider to be appropriate companions, or who have attempted to protect them by not sharing pertinent facts with the family concerning the incident and/or legal proceedings.

Children are often neglected when it comes to post-death counseling. They can have unresolved conflicts and feel personal guilt over the loss of their parent. Children need to be given the opportunity to express their concerns with the death or to resolve angry prior thoughts and comments concerning the deceased parent. For example, children, when they are angry, often think about or state that they wish their parent were dead. These thoughts and statements take on major emotional consequences when that parent is killed.

It is recommended both the surviving parent and children be encouraged to seek psychotherapy shortly after the funeral. The selection of a therapist is critical for the success of the bereavement. The therapist should be licensed by the state and also have an in-depth knowledge of the philosophy and workings of the agency as well as the typical interactions present in a law enforcement family. An inexperienced counselor can easily say the "wrong thing," thus increasing the difficulty of bereavement.

The children's therapist should be experienced in working with children who have lost a parent through death. This is a fairly specific specialty and it should not be assumed that the therapist who treats the surviving parent can also successfully treat the children. The police psychologist who advises the agency is usually the best referral source for locating an appropriate therapist. 

FINANCIAL IMPLICATIONS

The surviving spouse is confronted with varied essential decisions shortly after the funeral, which includes the problem of investing death benefit funds. The $100,000 Department of Justice death benefit, pension funds, other insurance, and donations represent a sizable income that must be carefully invested in order to provide for the future. It is a common complaint from survivors that numerous persons representing various investment schemes begin calling shortly after the funeral. Most spouses do not have experience dealing with. large sums of money nor the knowledge necessary to select an appropriate financial planner. The names of pre-selected planners who have been screened by the agency are greatly appreciated.

TRIAL

II a suspect has been charged in the death, a trial will be scheduled. During the trial process, it is important to keep the family advised. It is essential to provide the family with a complete briefing just prior to the start of the trial to ensure they will be aware of critical issues before learning of them through the media. II, during the trial, additional issues are to be raised, the family should be so advised, in advance.

The family will be making a decision concerning attendance at the trial. There is an absolute controversy as to the benefits of the survivors attending the trial. Attendance is an individual decision of each survivor as he / she may feel a need to represent the deceased spouse and/or to bring closure to the death. On the other hand, if they have been thoroughly briefed, they may not see the need to attend.

A Chiefs Role in Line-of-Duty Deaths

On a quiet Friday afternoon I was holding a staff meeting in the department library. As we discussed a recent department reorganization, a few probably had thoughts of leaving early to enjoy a break in recent storms. We heard what sounded like a firecracker, or had something crashed to the floor? Suddenly, it was a quick series of firecracker sounds, screaming, then panic.

We rushed from the Library to find the department’s records area filled with gun smoke and panic-stricken employees. In the front lobby we found a person (a suspect?) seated in a chair, another person (a suspect?) lying face-down on the floor. Officers stood around with that wide-eyed shocked expression on their faces. What happened?

We handcuffed the suspect on the floor and turned him over. This can't be right, he's one of our own officers! Paramedics and officers fought as hard as they could to overcome a serious gunshot wound to the chest. What happened?

The person slumped in the chair with a gunshot wound to the stomach had walked into our lobby threatening employees and the public with a loaded weapon. A confrontation ensued, gunfire erupted and two people were hit. Still the question, what happened?

I drove quickly to the Emergency Room and as I walked in I was met by one of our officers. His expression told me all that I needed to know - our officer was dead. The Chaplain and I prepared to give the tragic news to the officer's wife. She was being rushed to the hospital by officers in her hometown. We knew it would take some time for them to drive the 40 miles from her home to the hospital. Ml we could do was wait, and dread what we had to do.

When she arrived, she guessed what had happened before we were able to tell her. Television cameras and reporters waited near the Emergency Room entrance and our faces held no hope. Other family members soon joined and shared in her grief: What happened? I still didn't know all the details.

(Thomas H. Simms is the Chief of the Roseville, California Police Department. On February 10, 1995 Roseville Police Officer Mark A. White was killed in the line-of-duty while responding to a disturbance in the front lobby of the police station. This article is dedicated to his memory.) 

Back at the office I faced the greatest challenge of my professional career. For the first time employees were afraid of being in their own police station. News media were demanding answers I didn1t have. A criminal investigation and a separate internal affairs investigation were somehow proceeding. We were all reeling with the knowledge that a member of our family was dead, and the shocking news that the suspect had not fired the weapon he brought to the station. But that means - we shot our own officer. How do we deal with that?

As the hours, days, and weeks passed we did deal with the situation. Details of the incident were gathered, our officer was buried and a criminal suspect was prosecuted. There were things we did right and, there were things we did wrong. Thanks to the efforts of so many, we did many more things right than wrong. We learned from our experience and hope that we never have to go through this again. Perhaps our experience can assist others in the same situation.

Introduction

Every line-of-duty death is unique with its own individual set of challenges. There are things which a Chief or Sheriff can do to prepare for such a circumstance. And there' are things which can be done during the days and months following the incident to help your organization, your community, and the officer's family to deal with what has happened.

This article is written from the perspective of a Chief of Police of a medium-sized department who has experienced the worst of all possible nightmares in law enforcement. Your role as a Chief or Sheriff will never be more important than during a line-of-duty death. What you do or do not do is vitally important for the long-term well-being of your organization, of the community and of the fallen officer's family.

Each year in the United States we lose approximately 150 law enforcement officers to "line-of-duty" deaths. These deaths include automobile crashes, accidental deaths, and deaths at the hands of others. They are all traumatic events and will have a lasting and profound emotional impact on the organization and you. The family goes into mourning, employees may call in sick, but you and your immediate staff must go to work every day, put in long hours, and probably not get the emotional support you need. It is the toughest and most challenging event you will experience in your professional career. Ironically, it is also one of the most rewarding events - your agency will never need you more than it will at that time.

According to surviving families, most police agencies don1t do a very good job of dealing with line-of-duty deaths. Most lack prior planning, few have any policies, and most surviving families feel abandoned after the funeral. Your job, Chief or Sheriff, is to make sure that this never happens in your agency. Each situation, each agency, and each family is different. However, there are a few basic guidelines which should generally be followed before, during, and after a line-of-duty death. There are things which you can do now, and things you can do following the death of an officer, to make sure that your agency "does it right.'1

Prior to a Line-of-Duty Death

You can prepare for a situation you hope will never happen. Preparation won't make the job easy but will assist you through a period of time when you and your entire organization will be under a great deal of stress. Develop a policy in cooperation with other local law enforcement agencies. Include your chaplains, if you are fortunate enough to have a Chaplaincy program. Provide your officers with a form which they can complete at home with family members. This form should list the officer's wishes in the event of their untimely death and should list assets, including insurance policies and their location.

Every region should have a find to assist the families of peace officers killed or injured in the line of duty. If you don't have one, start one. Police spouse groups can provide much needed support during a crisis. Support their establishment and continued existence.

The Nightmare Becomes Reality

An agency head should notify the immediate family personally and with the assistance of a department chaplain, another department member, or a friend of the family. Make sure that the family members are the first people outside your organization to hear the news. Find a private place to deliver the notification and give it in clear-cut unambiguous terms. The term "mortally wounded" doesn't have the same impact as the word "dead." Family members may want to be with the dying or dead officer one last time, and their wishes should be respected. This helps establish closure and will greatly assist in the long-term healing of the family.

The Family

Lots of decisions must be made before the family is ready. Even though the family may not be ready, they must be included and have the final say. Will there be a law enforcement funeral? If so, where will it be? Include clergy members of the family's choice to assist in this decision-making process. The needs of the family must always take precedence over the wishes of the agency.

Consider appointing a law enforcement officer as a liaison to the family. The person should be of comparable rank to the slain officer and preferably someone who is close to the family. The liaison can assist in caring for the family's needs, being with them and providing comfort, and answering questions which may arise.

Provide as much information about the details of the officer's death to the family as they want. Some members will want a lot of information, and some will want very little. Don't be overly protective - let them decide. The family has a right to know what is going on before the news media or the general public. Your job is to make sure that you, or a trusted designee, keep the family informed. Don't ever let them see it on television before they hear it from you.

The Media

The media can be viewed as your ally or your enemy, frequently both at the same time. Give them as much information as possible as quickly as possible. You have a community out there which cares about your department and your officers. They need to know what has happened and have the opportunity to share in the grief They also need to be given information to allay fears, questions) or rumors which might surface. They can't support you if they don't know what happened.

Shield the family from the news media, attorneys, and anyone else who may not have their best interests at heart. Don't be overly protective, but if they would prefer not to speak to the press, assist them in ensuring that they are left alone.

The Department

Be highly visible, make the tough decisions and stick by them. You may be pressured by the press to release information you would prefer to remain confidential. You may be pressured to react in ways which are detrimental to the good of the organization, particularly if the death is surrounded by controversy. As the agency head, you are the one person others will turn to for direction, for reassurance, and for support.

Psychological assistance must be provided to family members, department members involved in the incident, and other department members. In some cases, assistance should be made available to other city employees and even some community members.

Psychological defusing should be held as close in time and location to the incident as possible. Include all employees who feel the need to be part of the process. Officers, clerks, dispatchers, and others should be welcome to attend. A more formal tactical debriefing session should be held within 72 hours.

Support the actions of your deceased officer and your other employees. Be open about the facts, but withhold critical judgments about your employees. You can always critique a situation later. But, once a criticism has been made, it can never be taken back. What you say and do during the early days will have a lasting impact. Do not release the names of other officers involved in the incident unless it is in your department's best interests to do so. The news media may learn their names anyway, but it doesn't have to come from you.

The Funeral

If you have a law enforcement funeral) there will be a million details to take care of and, despite the fact that you may want to, you can't do it all. You will have to delegate and entrust others with some very important responsibilities. Your focus should be on taking care of the family and your agency; let others handle the myriad of details. If the funeral is to be held in another city, consider having a "community tribute" to the fallen officer. This will allow members of your community to participate in his tribute.

A professional eulogy by the agency head is a normal part of a law enforcement funeral. It is an opportunity to remember the fallen officer and begin a long and difficult healing process. It is a privilege and an honor to deliver the eulogy, not an automatic right. Invite participation from department members in the preparation of the eulogy. They can share stories or poems about the officer. This will help to ensure that the eulogy represents the entire department and its feelings about their comrade. As the head of the law enforcement agency, it is appropriate for you to deliver the eulogy, but ask permission of the officer's family.

Entrust the planning and coordination of the funeral to a detail-oriented and meticulous member of your staff. Have someone gather information regarding what your employing agency will and will not pay for - this will avoid future conflicts. The funeral will be something the deceased officer's family, your department, and the community will remember forever. The officer has given everything, and the funeral should reflect that sacrifice.

Other agencies will offer their assistance. This can include: filing for benefits, coordinating funeral services, or running your department while employees attend the services. Accept the assistance gladly - it is their way of showing support in your time of need. 

After the Funeral

Even though the healing process starts as the funeral ends, the work will continue for a long time. There are still many forms to be completed, press releases to be written, and letters to be answered. Those who have provided assistance need to be thanked. Often there are many "thank yous" which need to be made to people who you aren't even aware of. In addition to letters, take out a notice or have your newspaper do a feature article.

Most importantly, the emotional needs of the officer's family, your department, and your community must be met. While you provide for the needs of others, don't forget yourself Everyone looks to you for encouragement, for direction, and for decision-making. The pressure builds and there are no outlets. Each of you will find strength in your own way. Your spouse, close friends or the clergy can help.

Provide continued support to and involvement with the surviving family. Remember wedding anniversary dates, birth dates, and the date of the officer's death. Promises to a family can be made and broken easily. Make sure that you and your department do what you promise. It will take a long time for the wounds to heal. For family members, perhaps they never will. Don't expect your department to bounce right back. The healing process will continue for many months, if not years.

Your Personnel Department or Risk Manager may provide valuable assistance with survivor 5 benefits. However, don't expect anybody else to take care of your surviving family. Personally ensure that everything is done as quickly and completely as possible. Other police agencies which have experienced line-of-duty deaths can provide invaluable assistance.

Family members may want to attend suspect hearings and the trial. They often have a distrust of the criminal justice system and need to be there to represent the interests of the deceased officer. Attend with them or assign a department member and a police chaplain. Arrange meetings with the District Attorney and victim-witness counselors. The immediate family should be involved with decision-making regarding the charging of the suspect and any plea bargaining, even if they disagree with the decisions. Remember, they have recently lost control of their lives in a violent and final way.

Your department and family members will receive cards, letters, and phone calls. These mean a great deal to your department and especially to the fallen officer's family. Preserve as much as you can in an album for their later use. Newspaper articles, photographs, videotapes of the services, and copies of television programs may be all that surviving children have to remember their parent.

Lots of people will want to honor your fallen officer. Someone in your agency should be designated to screen all requests to use the officer's name. Ensure that all fund-raising, memorials, and recognitions are done with the deepest respect and the permission of the family. The officer's sacrifice should not be forgotten, nor should it be trivialized by turning everything into a monument.

Summary

A line-of-duty death will be the toughest, most meaningful challenge of your professional career. It will require all that you can give, and nobody else can or should do the job but you. Nobody else will really appreciate what you go through at this time, that is, nobody but another chief or sheriff. A phone call, a letter, or a personal visit can help a fellow agency head get through another day. Start a file, then pray to God that you never need to use it.

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