SUICIDE PREVENTION
on their families, colleagues, and the fabric of our policing institutions. The primary purpose of the SPWG, from the perspective of the PFEW, is to work collaboratively with police employers, as it is their legal responsibility to safeguard, so far as reasonably practicable, the physical and mental well-being of their employees. This commitment aligns with the UK Health and Safety legislation, which underscores the duty of employers to protect the welfare of their workforce. The SPWG co-ordinates the approach
being taken by the different members of the working group. This ensures each member knows what is being done to prevent duplication of effort across work streams. It sets objectives and identifies where gaps may exist in order to focus on the ultimate aim of reducing suicide numbers. The SPWG comprises members of the National Board who have had previous success in this area or who are familiar with the impact mental health has on our members, for example, Phil Jones, National Board’s Region 3 representative and Conduct and Performance lead, when Chair of Staffordshire Police Federation led in the role out of Thrive, a wellbeing app. His was the first force to take up use of Thrive Mental Wellbeing app. Thrive Mental Wellbeing’s research finds that employees are more likely to seek help when their organisation provides support and where there’s a culture of openness around mental health in the workplace. For organisations seeking care and support for their people, the Thrive Mental Wellbeing app prevents, manages, and screens for mental health conditions like anxiety and depression, allowing users to receive help before reaching crisis stage. The app provides a company wide solution that consists of practical evidence-based methods for building resilience and improving mental health. Belinda Goodwin, National Board’s Region 8 representative who also co- leads on parliamentary engagement, has experience setting up PFEW’s Man up Man Down campaign. She is also closely involved with the NPCC and College of Policing National Suicide Prevention Working Group which is chaired by ACC Charlie Doyle from British Transport Police. Other work that the SPWG draws
from includes the setting up of a Trial Trauma Incident Recording Programme by Paul Matthews, also National Board’s
Region 8 representative and Professional Development lead, in the Central West branch of the Met. One of the issues faced was identifying what constituted a traumatic event as different people had varying degrees of tolerance to trauma. Perhaps a not uncommon problem with the process was getting buy-in from senior leaders. Those officers that did trial the process found it of great help and were strong advocates for it, but its failure was to get the backing of senior leaders that really meant the idea failed to embed. By drawing on the combined experiences of all members of the working group, not just the few detailed above, the SPWG aims to unite the various strands of work being done by different forces and Federations, identify weak spots and areas of success. Sue Honeywill, National Board’s
consistency of resources and response is important than before. National Board’s Region 3 representative and Women’s Health lead, Hayley Aley, has led on driving change to meet this need. Hayley has been working on
“PFEW’s primary role is to influence police employers and advocate for prioritising the wellbeing of their officers and staff”
Additional Seat and Wellbeing lead, highlights that there does not currently exist a dedicated 24/7 police suicide support telephone helpline across England and Wales. As Sue is keen to point out, all work being done in the wellbeing arena is ultimately something that works towards suicide prevention, ideally catching issues before they become so distressing that suicide seems like a potential solution. Unfortunately, however, suicide numbers in policing are increasing, not decreasing, which highlights the importance of all the work, be it direct suicide prevention work or more general wellbeing work and conversations that are being done in that arena. Understanding this and highlighting the responsibility of all forces to suitably look after their employees is key to the SPWG. This work includes ensuring that the correct risk assessments are in place to help ensure when officers need the wraparound of a support structure, that it is there. It is remarkable, the group finds, that in 2023 this still needs to be raised as an issue with forces. The SPWG recognises that a lack of a
standardised approach in all forces is a fundamental failing, and that the need to pressure all forces into adopting a standardised process that aligns across all the 43 forces under which risk assessments, access to occupational health and
standardising policy and process across forces to ensure not only is a risk assessment process utilised when anyone is progressed through any misconduct or performance process, but that the force has appropriately trained and supported welfare officers who can assist in decisions being made that impact the wellbeing of the individual and/or families concerned. This must be balanced against the organisational need to investigate the matters effectively but only after appropriate assessment of risk. This is being progressed alongside the NPCC Wellbeing Board and PFEW continues to argue that there should be standardised support in every force to support this. But there is still work to be done as this has
only been agreed to be mentioned in the forthcoming NPCC Wellbeing APP. It’s noted that HMICFRS Peel inspections include looking at provisions for welfare and occupational health, and that findings from such inspections provide further weight to the cause presented by Federation reps for better and standardised resources when chief constables are failing in their responsibilities.
The PFEW recognises that it is not within its role to assume sole responsibility for the welfare of police officers. Rather, the PFEW’s primary role is to influence police employers and advocate for prioritising the wellbeing of their officers and staff. By collaborating and working in partnership with employers, the PFEW seeks to create an environment where the welfare, mental health, and overall safety of police personnel are paramount concerns, thus fostering a healthier and more resilient police force. Part of this must be understanding the infrastructure that surrounds welfare support. It’s recognised that it’s no good to push for policies and welfare support practices without ensuring that the structures needed to support these are in place – what use is a welfare support officer with sufficient training and skills but without the framework to successfully fulfil their responsibilities? The PFEW must advocate for the welfare support, but not be the welfare support.
15 | POLICE | OCTOBER | 2023
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