Associate Magazine FBINAA Q1-2023

Continued from "The Alcoholic Officer", on page 21

B ob is a 15-year veteran of the agency. He reports to work on time, handles his calls with few complaints, and keeps to himself. Although Bob is not proactive, his supervisors and peers like him, but don't expect much proactivity or productivity. Unfor tunately, Bob calls out sick frequently, using all his sick and vaca tion time in one-day increments this year; usually, it is the first day back to work from his days off. Occasionally Bob provides a doctor's note for his gout, ulcer, or intestinal distress, so not much action is taken for his abuse of sick time other than warning him he will be suspended for missing too much work. Everyone knows the real reason why Bob is out. Bob is an alcoholic. As a chief, sheriff or supervisor, there are two questions to con sider. Is functional alcoholism an agency problem to address? Should this issue be addressed before violations in the workplace occur? The answer to the first question is yes; it is much like moni toring a dangerous intersection for the next accident to occur without taking action beforehand to mitigate the danger. While Bob reports to duty, handles his dispatched calls, and does not create conflict—albeit he is not proactive and he does the mini mum— no issues exist except for his excessive use of sick time. Management may passively accept his lack of proactivity or place him on a performance plan, but this does not address the cause of his behavior, only the results. The reason to manage as an admin istrator is much more significant because Bob is a sworn officer, carries a firearm, drives a patrol vehicle, and makes life or death decisions. The question an administrator should ask is whether Bob is fit for duty. Is Bob physically and psychologically capable of the critical decision-making a law enforcement officer is respon sible for making? Probably not. HERE'S WHY There is a common trend with the "typical" functional alco holic. Alcoholics drink alone, at the end of their shift, or on their days off. They drink to excess or binge drink at a level of intoxica tion with a Blood Alcohol Content (BAC) range of 0.15-0.30 percent BAC or above. They will usually stop drinking 6-8 hours or less be fore their shift to allow time to lower their BAC. With 0.15 percent BAC and an elimination rate of 0.015 percent BAC per hour, after 8 hours, the BAC is now 0.03 percent BAC while he is at work. Are you concerned yet? Additionally, many functional alcoholics who drink exces sively daily or binge drink will have physiological withdrawal symptoms such as headaches, stomach and blood pressure is sues, memory, motor skill, and problem-solving difficulties when not drinking even if their BAC is 0.00 percent. They also suffer from psychological distress such as depression, anxiety, and cognitive processing issues. To reduce the withdrawal effects, they must drink, take medication such as Xanax or another sedating drug, or suffer from withdrawal. Bob is both physically and psychologically compromised and is not fit for duty in the same capacity as other officers who are not alcoholics. Should this issue be addressed before violations in the work place occur? If the agency is not proactively addressing the issues before "something" happens, the agency, administrators, and supervisors are equally responsible for the outcome. Administra tors often believe they cannot intrude upon the privacy of their employees regarding their off-duty drinking habits, but this does not significantly eliminate the agency's responsibility and liability when this involves sworn personnel who must be fully fit for duty.

When an employee’s off-duty actions interfere with their ability to be fully fit on duty, the employer has a responsibility to intervene. After all, the agency is not policing his off-duty behavior, only his on-duty readiness.

So, where do you begin to address the situation?

• Policy. Does your agency have a fitness, impairment, and readiness for duty policy? Many agencies have generic policies describing the need to be prepared for duty but lack specific examples. Policies should describe, in detail, readiness for duty. A policy should address areas such as fatigue, sleepiness, specific medication use, confusion, inattention, carelessness, etc. Policies should indicate a lack of preparedness for duty and may require further examination, relief of duty, or a fitness for duty evaluation. The policy must also contain the requirements for a fitness for duty evaluation. • Job Description . The agency job description is another criti cal piece to consider. The policy must include examples of the physical and cognitive expectations for the position beyond the essential ability to walk certain distances, stand, bend, lift, and eyesight. Complex job tasks must be examined, including detailed report writing, accuracy and timeliness, citizen interaction, expected patrol activity, and cognitive processing such as officer safety practices, problem-solving, decision-making, demeanor, and de-escalation with examples. The policies act as a checklist for supervisors and administra tors to gauge the employee's level of ability and readiness, along with the minimum standards to be "ready-fit." Now it's time to address Bob. The best way is the direct way. Tell Bob your observations and concerns. This is not an alco holic intervention; it is a management intervention based upon observation and consideration for his fitness for duty. The agency should examine the need for psychological and physical fitness for duty evaluation (FFDE) with a qualified professional. The qualified psychologist will evaluate Bob based on your policy, job description, and knowledge of psychology, substance abuse, and treatment. The psychologist will provide a "fully fit" or "not fit" for duty report. If not fully fit, the psychologist will recommend treat ment options for Bob to become fully fit before returning to full duty. Usually, this serves as a guide for the employee to become fully fit. The psychologist may recommend a no-duty or alternate duty (non-sworn) status while the employee seeks treatment from another provider, usually at the employee's time and expense. The employee will be reevaluated for their fitness for duty status to continue treatment or to return to full sworn duty. The agency may require (based upon labor laws) proof of sobriety and therapy before returning to full duty. The administrator should involve human resources, labor lawyers, and medical professionals for advice, but remember, you make the final decision. Note: an FFDE should not be disciplinary. You may administer discipline when neces sary and conduct an FFDE but do not require an FFDE as a part of the discipline action. SOME THOUGHTS TO CONSIDER: 1. In-service or roll-call training should discuss stress, anxiety, substance abuse, and family issues, offering awareness, support, and other resources. The goal is to reduce the stigma of asking for help, providing resources, and offering confidentiality.

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