Non Sworn Personnel

I. Overview

General Considerations

As members of the emergency public safety team, civilians provide skills and abilities that compliment those of sworn personnel. Supporting civilian personnel in distress may pose unique challenges and opportunities. In potential life-threatening emergencies such as overt suicidal behavior or actual or impending violence, contact emergency medical services for immediate assistance.

When concerned about the emotional health of a civilian employee, it is best to sit down with the employee and explore the situation. This will allow you to express your job related concerns and explore with the employee the available options for assistance. A potential resource for approaching a civilian employee is if your agency has a contracted Employee Assistance Program or Peer Counseling Program. One of their counselors can guide you on initiating the discussion with the member; however, you should not disclose the name of employee for this type of consultation. When discussing this option with the employee, keep the focus on job performance only. For example:

"Sometimes, job problems like these are the result of things going on outside of the workplace. It may not be true in your case, and it's really none of my business. However, because it is true sometimes, I want to let you know that we have an Employee Assistance Program. It has helped people with all kinds of problems. It's free and it's confidential. If you would like to call them, here is their number. It is totally up to you and I do not need to know if you have called or made an appointment."

Health insurance plans for civilian personnel provide mental health benefits. If enrolled, civilian personnel may receive counseling services with a provider using their insurance benefits. It is important to recognize that the mental health evaluation of civilian personnel always requires the voluntary consent of the employee. The rare exception will fall under emergency safety concerns. If you feel a civilian employee is not fit for duty because of mental health reasons, consult with appropriate agency resources. If you feel a civilian employee poses an urgent risk of harm to self or others, contact the emergency medical services. For non-emergency crisis intervention, contact the Employee Assistance Program (EAP) for guidance on how to help the individual. Remember that you should not disclose the name of the employee for non-emergency situations. If it appears the employee needs to be escorted to the nearest emergency medical facility continue coordinating with local department resource agencies. Escort the employee to the nearest available emergency medical facility for evaluation. If they refuse, contact the local Law Enforcement Officer.

Civilian Personnel Support Services

Employee Assistance Program (EAP). When available, EAPs offer a variety of services to civilians and their families to help them resolve problems both on and off the job. EAP counselors provide crisis intervention services and help employees deal with a multitude of problems to include emotional, relationship, family, alcohol, drug, financial, and job concerns.
Outside counseling and treatment services. Civilians experiencing distress have the option of obtaining treatment from mental health professionals, using their health care insurance plans.
Local emergency rooms. Civilian employees can also be escorted to local hospital emergency rooms on a voluntary basis. Local emergency medical services can be called if involuntary transportation is required. Only specifically qualified providers can make a determination to hold an employee for medical-psychiatric care if they do not consent to treatment.

Alcohol and Drug Abuse Rehabilitation

The objective of rehabilitation is to return identified civilian drug and alcohol abusers to full effective work status. Substance abusers will be offered the opportunity for rehabilitation. Leaders’ responsibilities include:

Concentrate on work conduct and performance.
Ensure the employee understands expectations for job performance and conduct.
Document all instances of deteriorating performance, unexpected absences, unacceptable conduct, and steps already taken to help resolve problems.
Commanders should follow local policy and contact appropriate agency resources for guidance if there is a suspicion of substance abuse.

II. Relevant Policy

Options Available for Leaders When Emergencies Occur

When there is concern over imminent harm to self or others, immediate action should be taken. Accompany the person to the nearest Medical Treatment Facility offering emergency evaluations if the person agrees to go. The individual should be in the company of at least one other person at all times. If the person does not consent, local emergency medical services should be called. Commanders should follow local policy and directives regarding appropriate notifications.
In situations when civilian personnel display verbal outbursts, with no overt actions or suicidal comments, Commanders should follow local policy. Civilian personnel should be contacted for advice and guidance.
If an employee has a weapon and makes threats to hurt himself or herself, call law enforcement immediately.

Substance Abuse

The civilian drug abuse prevention and control program is intended to prevent, reduce, and control substance abuse. The program is geared to:

Refer employees to appropriate assistance resources.
Restore employees to full effectiveness.
Train managers, supervisors, and employees on how best to address substance abuse issues.

Consult local policy and procedures to identify and rehabilitate civilian drug abusers. Key points include:

All supervisors and personnel must be informed of local policy, procedure ad directives concerning drug abuse.
Supervisors should be alert to the signs of abuse in subordinates, and report actual or suspected drug activity.
Unit commanders should consult with the legal office regarding civilian employees whose poor performance, discipline, or conduct may be caused by drug abuse.

III. References

Fazy, R. J. (2002). Risk management; defense occupational health program: tightening the valve on risks. Occupational Health and Safety, 7, 220-225.