John Cooley Resource

THE UNTHINKABLE: MANAGING THE POLICE FUNERAL SEMINAR

with John Cooley

CONTENTS: Introduction: Your Agency – Your Protocol

by John Cooley Line-of-Duty Death Management System Handbook California Peace Officers’ Association Line-of –Duty Death Policy Manual Tacoma/Pierce County Chaplaincy Law Enforcement Funeral Protocol Simi Valley Police Department Casualty Assistance Plan This guide is the product of a joint effort of the Badge of Honor Memorial Foundation and the Florian Foundation.

Chaplains Reference Guide National Sheriff’s Association PoliceUSA.com Proud to sponsor John Cooley’s Seminars.

Introduction: Your Agency – Your Protocol

by John Cooley Funeral protocols need to be agency specific.The likelihood of an agency having or finding a comprehensive funeral protocol that meets its specific needs when a tragedy occurs is remote.

When an agency is in crisis is not the time to discover that the funeral protocol on file or the one found on the internet is not compatible with the agency’s organizational structure, support services, or resources. Every agency’s preparedness and planning objective should be, “Your agency, your protocol.”

The law enforcement funeral protocol, handbook, manual and plan provided are presented as exemplars to emphasize the various styles and content being published as guidelines for law enforcement funerals. All are beneficial and comprehensive, yet different.

What style does your agency’s protocol need to be in order to be user friendly in a crisis? How comprehensive does it need to be to meet an agency’s needs? Like a police report, can it be Accurate, Brief, and Complete? Does an agency need a resource library to support its protocol? If so, should it include these protocols?

The Chaplains Reference Guide provides important information on topics often excluded from or minimized in law enforcement funeral protocols.The guideline provides basic information about Critical Incident Debriefings, Death Notifications, Peer Support, and Spousal Support. It also describes the role of a law enforcement chaplain.

LINE-OF-DUTY DEATH MANAGEMENT SYSTEM HANDBOOK CALIFORNIA PEACE OFFICER’S ASSOCIATION

LINE OF DUTY DEATH POLICY MANUAL TACOMA/PIERCE COUNTY CHAPLAINCY

Line Of Duty Death Manual

The following pages were printed in the United States of America.

All rights reserved. No part of this publication may be reproduced in any form or by any means, electronic or mechanical, including photocopying, recording, micro copying, or by any information retrieval and storage system, without written permission from the author.

Š October 2001 A production of Tacoma-Pierce County Chaplaincy

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TABLE OF CONTENTS

INTRODUCTION

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PRE-INCIDENT PLANNING EMERGENCY INFORMATION EMERGENCY INFORMATION CHECKLIST INCIDENT COMMAND SYSTEM

5 6 7

THE CRISIS PHASE OF LODD LINE OF DUTY DEATH NOTIFICATIONS LINE OF DUTY DEATH NOTIFICATIONS CHECKLIST ROLE OF THE CHAPLAIN ROLE OF THE CHAPLAIN CHECKLIST WORKING WITH A FUNERAL HOME WORKING WITH A FUNERAL HOME CHECKLISTS ROLE OF THE UNION / GUILD ROLE OF THE UNION / GUILD CHECKLIST CARE OF THE FAMILY/PERSONNEL ROLE OF HOSPITAL LIAISON OFFICER HOSPITAL LIAISON OFFICER CHECKLIST ROLE OF DEPARTMENT LIAISON OFFICER DEPARTMENTAL LIAISON OFFICER CHECKLIST ROLE OF FAMILY LIAISON OFFICER FAMILY LIAISON OFFICER'S CHECKLIST ROLE OF DEPARTMENTAL ADMIN./COMMAND STAFF ADMINISTRATOR’S CHECKLIST ROLE OF THE PUBLIC INFORMATION OFFICER PUBLIC INFORMATION OFFICER’S CHECKLIST

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11 12 14 15 16 17 26 27 29 30 31 33 34 36 37 39 40 42 43

THE LODD MEMORIAL SERVICE FUNERAL ICS / TIME LINE DEVELOPMENT THE MEMORIAL CEREMONY (POLICE) THE MEMORIAL CEREMONY (POLICE) CHECKLIST SAMPLE MEMORIAL CEREMONY THE MEMORIAL CEREMONY (FIRE) THE ROLE OF THE CHAPLAIN IN THE MEMORIAL ROLE OF THE CHAPLAIN IN THE MEMORIAL CHECKLIST TRAFFIC MANAGEMENT HOSPITALITY, BEFORE, DURING & AFTER HOSPITALITY, BEFORE, DURING & AFTER CHECKLISTS MEDIA RELATIONS DURING MEMORIAL MEDIA RELATIONS DURING MEMORIAL CHECKLIST

45 49 50 51 56 60 61 62 65 66 71 72

LODD AFTERCARE CONTINUED CARE OF THE FAMILY CONTINUED CARE OF THE FAMILY CHECKLIST CONTINUED CARE OF THE PERSONNEL CONTINUED CARE OF THE PERSONNEL CHECKLIST SPECIAL PLANS AND CONSIDERATIONS DURING THE TRIAL SPECIAL PLANS & CONSIDERATIONS DURING THE TRIAL CHECKLIST NATIONAL MEMORIAL AND SPECIAL OCCASIONS

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73 75 76 77 78 79 80

INTRODUCTION This Line of Duty Death Manual, first used in a Seminar in Tacoma, Washington in October of 1999 has truly been a labor of love. Produced by Tacoma-Pierce County Chaplaincy, a ministry dedicated to the support of emergency responders, which has acted on behalf of both Police and Fire Departments for over two decades. During that time it has been our unhappy duty but honor to participate in several line of duty deaths. Out of those experiences has come the concern for a manual that can be picked up by any department and readily used to help at this most traumatic time. At the same time, we realize that there are no set of formulas, checklists or policies that assuage the grief, nor eliminate the immediate chaotic nature of a line of duty death. If this manual can help mitigate the grief, restore some sense of control and most of all, assist in honoring the one who died, then it will have served its purpose.

This manual is an edited collection of material from twenty presenters and many different documents. We are grateful for those who have gone before, writing materials and compassionately assisting in numerous line of duty deaths. Their experiences have greatly enhanced this manual.

It should be noted that the contents of the LODD Manual can readily be adapted by Departments for other kinds of death within the “family� such as the natural death of a currently serving or retired officer.

For convenience and ease of use we have divided the manual into four sections: Pre-Incident Planning, The Crisis Phase of LODD, The LODD Memorial Service and LODD Aftercare. It is designed in loose-leaf form so at the time of need, pages can be removed, copied and given to the person assigned to a specific task. The Table of Contents will direct you to specific materials in each section. Each assignment will have a rationale for the assignment and checklist that can be followed. The checklists will never cover every possible scenario, nor is that their intent. The trauma of a LODD; local circumstances and a multitude of factors will always require modification and flexibility.

Out of our concern that this manual not be generic, we have provided a floppy disk with the entire manual on it, for personalization by your Department. You should feel free to edit it any way you desire to maximize and personalize its usage.

Portions of the manual may be copied for use but the entire manual may not be copied for distribution or sale.

Editors: Barney Wimer, Executive Director of T-PCC Chaplain Dan Nolta, Pierce County Sheriff’s Department

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EMERGENCY INFORMATION In recognition that a Line of Duty Death (LODD) may occur at any time, and always without notice, it is a primary responsibility of the Department to have on hand up to date emergency information. The information should be adequate to, first of all, notify family members and secondly to assist the Department and family in preparing for the funeral and the family with the information vital for them to carry on.

This information will, first of all, be an Emergency Notification form for each member of the department. It should provide sufficient information for the department to fulfill its responsibility to notify immediate family members in an expeditious manner. To fail to provide immediate and sensitive notification may well set the stage for an even more difficult time for family and Department alike.

The Emergency Notification information should be kept on file at a central location in the Department, accessible 24 hours a day. It should be updated annually or any time there is a change in the employee’s home or family that would affect notification.

The second part of the needed emergency information should consist of information personal to the family (and to be kept by them), such as legal and financial information and funeral plans. In addition to the above it would be helpful to provide the family with expected benefits in the event of a LODD.

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EMERGENCY INFORMATION CHECKLIST ____ Appoint person responsible for development of Emergency Information booklets ____ Gather models of Emergency Information ____ Sort models and extract those parts most germane to your department ____ Add to the materials your own innovations ____ Print enough forms/booklets for your current department employees, and volunteers and enough for replacements and growth ____ Appoint person responsible for distribution, filing and updating of Emergency Notification forms ____ Develop a distribution plan including where they will be filed when returned and when and how they will be updated ____ Educate the department in update and access policies i.e., "Only in the event of serious injury or death.� ____ Notify department members via interdepartmental memo, etc. and then distribute booklets ____ Receive and file the returned forms ____ Distribute new forms to all employees and volunteers annually ____ 2000 ____ 2001 ____ 2002 ____ 2003 ____ 2004 ____ 2005

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INCIDENT COMMAND SYSTEM Incident Commander (IC) The Incident Commander is responsible for the overall management of the activities that take place after the death of an officer. This function is completely separate from the activity and command structure involved in the actual incident that caused the death.

The incident commander should be someone that is not involved in the incident. The IC must be given the authority and responsibility to organize, utilize and direct their department resources to accomplish the objectives.

Responsibilities

Assess the situation and obtain a briefing from the agency chief regarding limitations and expectations.

Determine objectives and strategy Establish immediate priorities Establish an incident command post Establish an organization and assign tasks Ensure planning meetings are scheduled as needed Approve and authorize the implementation of an Incident Action Plan (IAP) Coordinate the activities of all general and command staff.

Coordinate with key people and officials Approve requests for additional resources Keep agency administration informed Keep family informed via liaison Keep department informed via liaison Authorize media release related to funeral plans Command Staff

Liaison officers Report directly to the Incident Commander.

Assign liaison officers to the family and from the division that the deceased employee worked in.

Family liaison /Responsibilities Acts as the primary contact for the family throughout the event Provides security and coordinates for all needs through the IC Keeps family informed of activity, changes and progress Keeps IC informed of family wishes and concerns Participates in all planning meetings Division Liaison/ Responsibilities Provides regular information updates to the division employees Keeps IC informed of status of investigation, and status of division employees

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INCIDENT COMMAND SYSTEM (cont’d.)

Participates in all planning meetings

Operations Section Chief Reports to the Incident Commander The operations section is responsible for carrying out all of the actual events as planned at the designated times.

Responsibility Assist in development of the operations portion of the IAP Request resources needed to implement the plan Supervise the execution of the plan Make changes as needed during the actual operational phase of the event Maintain close communication with the IC regarding changes in the IAP Coordinate activities with other involved agencies according to the IAP. Plans Section Plans Chief reports to the Incident Commander Responsible for development of the actual written Incident Action Plan for the event and documentation of all activities. Plans, collects, evaluates, processes and disseminates information related to the incident.

Obtain briefing from Incident commander Coordinate with Operations to establish timeline Develop Incident Action Plan that includes: Objectives Organization chart Situation report (weather, general orders) Timeline Service plan Security plan Traffic plan Reception plan Maps, floor plans, routes Track resource status Publish regular situation report updates Monitor weather and other special information that may effect the event Develop alternative plans Set up and maintain display boards regarding incident status Track all arriving resources and their assigned tasks, locations and availability Provide maps and other documents as required Schedule and run regular planning meetings and briefings

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INCIDENT COMMAND SYSTEM (cont’d.)

Logistics Section The logistics chief reports directly to the incident commander.

Logistics is responsible for obtaining all supplies, facilities, equipment and personnel that plans and operations identify in the Incident Action Plan.

Obtain briefing from Incident Commander Coordinate with Plans and Operations to provide requested resources Locate, provide, set up and adequate facilities Provide communications resources for command staff and involved parties, (Phones, copiers, radios, pagers, etc.) Develop communications plan for actual event for the IAP. Provide food and refreshment for IC staff and victims family Provide food and refreshment for event Coordinate and provide for all transportation needs Provide personnel to support functional areas and facilities Coordinate and manage donated goods and resources Manage staging areas for all arriving resources and participants on day of event

Finance Section The finance chief reports directly to the incident commander Logistics is responsible for obtaining and managing financial aid and resources for the event

Obtain briefing from Incident Commander Research and identify benefits and legal issues related to victim and family Track and document donations Locate funding sources Establish and manage special accounts for donated funds Ensure legal requirements are met

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L.O.D.D. INCIDENT COMMAND SYSTEM Incident Commander Family Liaison

PIO

Department liaison

Operations

Ceremony Coordinator

Clergy

Planning & intelligence

Situation unit

Honor guard Pall bearers Program participants

Logistics

Funeral Director

Support unit

Finance

Service unit Legal

Resource unit Food Documentation unit

Family & peer support

Security detail

Donations Family security

Transportation Facilities Lodging Event sites

Staging

Victim guard

Communications

Traffic

Intersection control

Motor Escort Parking

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Benefits

Expense, accounting

Recognition, appreciation

LINE OF DUTY DEATH NOTIFICATIONS The goal of every death notification is to deliver the message of death as compassionately and humanely as possible and then remain to support and comfort until the more "natural" system is in place.

The notification of the death in the line of duty is every emergency responder's family's secret dread. Because the notification is the "entrance" into this dreaded event, it is crucial to and often sets the stage for recovery for good or ill. To provide compassionate notification and support for the family is a gift of love from another member of the fraternity. It is truly a sacred responsibility.

While it is understandably traumatic for the family of the fallen officer, it is also very traumatic for those doing the notification. The emotional impact of the death notification is heightened when it is a line of duty death by the "fraternal" nature of the notification and certainly by its time critical aspect. Care then must be taken of those who notify as well as those who have been notified.

By following good principles of notification those who notify can provide a favorable climate for the long term recovery of the officer's family. To fail to do so can only increase the trauma and perhaps increase the time needed for recovery and return to some form of normalcy. To do a less than adequate job of notification may also greatly increase the stress level on those who notify and the Department as a whole.

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LINE OF DUTY DEATH NOTIFICATIONS CHECKLIST Following are some principles that will assist in doing a death notification: (It should be noted that these are "ideals" and that there are seldom ideal conditions under which to perform such a task. It may frequently be necessary to adjust and/or improvise under very severe time restraints. Thus it is at the point of notification that there are frequent criticisms toward departments.) ____ Being mindful of the family's need to know, the notification should be made as expeditiously as possible. ____ If possible, those who are appointed to notify should be in accord with any prerecorded wishes of the fallen officer. ____ Time should supercede any protracted gathering of the "right" people to notify. ____ If at all possible, at least two people should do the notification. ____ If there is an emergency notification form available, it should be accessed and reviewed for accurate information. Accurate information must be assured before the notification is attempted. (Any special need physical or emotional conditions should be noted.) ____ Gather as many facts about the situation causing the death as is possible. Again being mindful of the time factor. ____ Whether the notification is to be done in a home, place of business or elsewhere, it should be done in privacy if at all possible. ____ Unless there are small children involved, gather all in the household together before notification is made. ____ Speak promptly, calmly and plainly about the death. Your presence already lets the family know that this is not a social visit. ("I am sorry to have to tell you that there was a house fire tonight and John was killed fighting that fire.") ____ Allow freedom of response from the family. ____ Inquire about the family's spiritual advisor and make arrangements to get him/her on scene as rapidly as possible. If the family has no spiritual advisor, pastor, priest, etc. offer the services of the Department Chaplain. ____ Be prepared to stay and assist the family in gathering support; getting questions answered and understanding what they are to do next.

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LINE OF DUTY DEATH NOTIFICATIONS CHECKLIST (cont’d.) ____ Be prepared to transport the family to the hospital or other appropriate place for viewing of the deceased as desired. ____ Gain information about any other immediate family members, such as parents, or others, that may need to be notified in person. Get that process started while you are still in the home. ____ Prior to leaving, (only after others have arrived) discreetly gather information such as phone numbers, where they may be contacted, etc. ____ Let them know that a Family Liaison will be appointed and get their input. (If possible, get the liaison with the family before you leave.) ____ Give the family information about media contact assuring them that they may or may not speak to the media. It is their choice. ____ Prior to leaving, give the family names and phone numbers of necessary contacts and information about what needs to happen next. ____ Make only promises that you can personally assure.

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ROLE OF THE CHAPLAIN The Department Chaplain, whether volunteer or full time, will play a vital role at the time of a LODD. As “moral compass�, spiritual leader, friend and confidant to the department personnel he/she will naturally be called upon at such a traumatic and chaotic time.

The immediate role of the Chaplain may well have to do with the death notification. If not that, to be present at the hospital with family and personnel. Whatever the first call may be it will bring him into a chaotic time, requiring all of the resources available.

The Chaplain, a supporting person, should consider how much help will be needed within the Department and how much help he will need personally to be able to meet all of the demands. If there are not the resources of other Chaplains in the Department, he should consider bringing in help from other Department Chaplains to assist for, at least until after the memorial service.

Immediate concerns include: Notification, victim family support, personnel support in the form of defusings, debriefings; personnel family support and Memorial Service planning. The Chaplain should immediately be integrated into the ICS and meet with them on a regular basis.

With the conclusion of the Memorial Service the Chaplain’s responsibility does not end but extends for as many years as there are memories of the LODD incident.

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ROLE OF THE CHAPLAIN CHECKLIST ____ Respond immediately to the request for service (do not plan to do anything else for a week) ____ If requested to do the notification, follow proper protocols as outlined by your Department.

(Note Death Notification section) ____ Call in additional Chaplain resources as needed. (These should all be assigned to work within the ICS to accomplish the following tasks.) ____One Chaplain of the many should be assigned to provide leadership and tasking responsibilites for the other chaplains. This Chaplain should meet regularly with the planning committee. ____ Assign Chaplains to man the various work areas within the Department. ____ Assign one Chaplain to have primary responsibility for the spiritual support of the victim family. If they have their own spiritual advisor, this chaplain would then serve as liaison between him/her and the Department. ____ Make Chaplains available to all Department personnel on a 24 hour basis to include all shifts and all work areas. (Do not forget administrators)

CAUTION: Even if trained to do so, Chaplains should not participate as formal debriefers of personnel. Instead they should attend debriefings as others‌to be debriefed.

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WORKING WITH A FUNERAL HOME This material may not be inclusive of the needed arrangements for all circumstances but it will provide a strong base of information. In some cities or towns, the choices and decisions that follow may be limited and/or not applicable i.e., there may be a limited number of locations large enough to accommodate the funeral. Some of the items may also be addressed in advance, i.e. predetermining appropriate sites for a ceremony and the ability of area funeral homes to be able to commit staff and facilities to required schedules and demands that are necessary.

For the purposes of this manual the Funeral Director is to be considered the employee of the local funeral home providing for the care of the deceased officer. He/she should not be confused with the Incident Commander In any death there is only one goal, to help and serve the family to the best of our ability. There are no second chances to change the memory the family will have of the funeral.

Communication is the single most important element to keep in mind and the wishes and requests of the family must be followed as closely as possible, even if we may not agree.

Note: In this section there may be some of what appears to be overlapping of responsibility but it is included that the Funeral Director using his portion may have the full scope of what is to be accomplished.

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WORKING WITH A FUNERAL HOME CHECKLISTS FAMILY CHECKLIST Note: Some of the following will be accomplished through contact with the appointed Family Liaison Officer.

The main concern in any Line of Duty Death has to focus on the surviving family. Their participation in each facet of the arrangements is necessary so as not to alienate them from the help that is being offered. The appointment of a Family Liaison is one of the first and most important steps to occur. The Liaison may become the family’s voice between them and the Funeral Director. Needless to say, the communication between the Liaison and Funeral Director will be constant and the ability for communications to go both ways at any time of day is imperative. ____ Immediate care and needs of surviving local family ____ Coordinate transportation/Lodging needs of any arriving out-of-town family with Logistics. ____ Assist the family with the selection of the Funeral Home which should include consideration of: a.

The size of the Funeral Home facilities (rooms, chapels, parking, accessibility) and is 24-hour availability possible? b.

Size and availability of Funeral Home Staff and their ability to commit to required schedules? c.

Complete attention of the Funeral Director assigned and their ability to commit to the Family and Liaison during the required time frame ____ Ensure the family has its wishes met for the Funeral Ceremony ____ Assist the family with disposition decision (burial, cremation, shipment to another part of the country.) ____ Provide the family with information updates regarding the investigation stages such as Coronor/ME release date and procedures for victim release.

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.)

FUNERAL DIRECTOR CHECKLIST ____ Determine times and locations of department briefing meetings and attend each one. ____ Obtain names and contact numbers of assigned key personnel in various areas of responsibility, i.e., escort, traffic, parking, casket watch, media, honor guard etc. ____ There will be many offers of assistance and donations from the community that will take place over the next several weeks. Tracking and logging these donations is very important to do and should be centralized with the assigned Logistics section. Some type of acknowledgement should be made either in general to the community or to each donor within a week or so after the funeral. ____ Discuss with the cemetery staff (when determined and if applicable) about the overwhelming amount of vehicles and people that will be attending the committal services should also take place once the day and time of the service is scheduled. Depending on their size and accessibility, the cemetery may also be advised not to schedule any other services/burials for that day, due to the probable disruption this could create to other families. ____ A visit to the cemetery a day or two prior to the service is also strongly recommended.

This meeting should include the parking and traffic heads from the police/fire department.

Entry routes and parking diagrams can be made, the enlistment of Cadets/Explorers is critical for assistance in the direction/parking of cars and the maps should be distributed and covered with these groups in advance.

COST CONSIDERATIONS Note: In most states laws do not allow the expenditure of public funds for funeral expenses.

If the department, Union, etc. is going to assist the family with expenses, the appointed Financial Section person should be advised of the following as well as family members.

At some point in time, costs will need to be discussed. Sometimes costs can be some of the first questions asked. Expenses related solely to the funeral are: ____ Professional services of Funeral Home ____ Casket/cremation container ____ Cemetery ____ Shipping costs of deceased (if applicable); limousines, florists, catering.

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.)

FUNERAL ARRANGEMENTS AND DECISIONS The family, along with the department appointed Family Liaison, and funeral director, will need to address each of the following items at a planning meeting generally held at the funeral home.

The attendance of the family at this meeting is not mandatory but is encouraged to give them the opportunity to fully participate in the decisions being made. “Protecting” the family from certain of the following decisions and/or experiences can be well meaning but actually may be harmful to their ability to work through their grief. ____ Selection of site for the funeral (consider all support facilities needed) ____ Day and date of funeral ceremony(ies) - (public/private) – coordinate w/ facility and clergy/speakers ____ Disposition - burial, cremation or shipment to other location ____ Preparation of obituary and funeral announcements for release to media ____ Memorial fund(s) for contributions ____ Selection and coordination of Clergy and Dignitaries to speak ____ Memorial program development, proofing and printing ____ Video presentations and music to be rendered – arrangement and confirmation of musicians ____ Casket selection ____ Open casket visitation period? ____ Clothing desired – Uniform? ____ Private service held for immediate family only prior to public services? ____ Family flowers ____ Flag draped casket or casket spray of flowers ____ Pallbearers ____ Transportation needs for family (this would include to viewings and any private services as well as to the services) and VIP Dignitaries - Limousines

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.) ____ Routes of procession ____ Establishing timetable for events ____ Casket Watch personnel – 24hr? ____ Cemetery Arrangements ____ Airline arrangements if shipping deceased to other State/Country a.

This would involve a receiving funeral home and coordination of shipping schedules b.

Arrangement for tickets for family, honor guard &/or department escorts also traveling ____ Cemetery selection made and all cemetery details finalized ____ Post funeral reception – location (partly determined by expected numbers), time allotment, catering considerations. Note Hospitality Section ____ Media coordination for TV broadcast of services ____ Viewing considerations a.

Number of Days defined b.

Private time set aside for family c.

Adequate memory sheets or other format for family, friends and general public to sign or leave personal messages of condolence. d.

Refreshments (coffee and ice water) should be readily available for the family, department personnel and friends.

This list may not be all-inclusive and is not in the order of importance or sequence for how it needs to be done. Of primary importance is the confirmation of the location for the service and the officiating clergy, the other things will fall into place.

PRINTED TIMETABLE OF EVENTS Note ICS/Timeline Development section When all of the details have been finalized, a detailed memorandum should be compiled and distributed to all participating parties. Information should include: ____ Key personnel and assignments of each ____ Specific timetables for processions and motor escorts ____ Timetable for each component of the funeral

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.) ____ Maps showing routes to be taken from funeral home to staging areas, staging areas to the service location and from the service location to the cemetery ____ Parking diagrams for the funeral ceremony ____ Explanations of ingress and egress to the parking areas ____ Seating diagrams ____ Gravesite instructions, time frames and parking. (if applicable) MEDIA CONSIDERATIONS AND CONFIRMATIONS The media usually makes a request to enter the funeral home and film during the viewing.

Permission must be granted by the family to allow this to happen. Consideration should be made towards the media and guidelines have to be communicated to them regarding the wishes of the family. Note Public Information Officer Section REQUIRED INFORMATION FOR DEATH CERTIFICATE The following information will be required at the Funeral Home. This information is needed for the Certificate of Death for the State of Washington as required by the State Department of Vital Statistics and the State Health Department; (information current as of July 1999 but subject to change or revision by the Health Department): ____ Full Name of the Deceased ____ Date and Place of Birth ____ Parents Full Names including Mother’s Maiden Name ____ Race ____ Marital Status - if wife survives provide full name including maiden name ____ Social Security Number ____ Occupation - (Police Officer, Fire Fighter, Chief, Police Lieutenant etc.) ____ Address of Deceased - street number, county, city, State and zip ____ Highest Level of Education/Grade Completed ____ Did Decedent smoke in the last 15 years?

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.)

Death Cert. Info., cont. ____ Veteran - if yes, be prepared to provide copy of discharge papers (DD214) ____ Length of residence in current county of residence ____ Informant (usually immediate next of kin) Name and full address The Funeral Home will order Certified Copies of the Death Certificate for both the family and departmental agencies - determining the number of Death Certificates needed is necessary.

Additional copies may be ordered at any time in the future. The information above must be complete before any death certificate can be ordered or issued by the Health Department.

WALK THROUGH The day or evening prior to the funeral, a walk through with all participants is strongly suggested. The funeral home can supply an empty casket for practicing with the color/honor guard, pallbearers and other participants. Routes of entry and exit with the casket can be determined at this time; obstacles can be discovered (width of doors) and appropriate plans made. A raised stage for the speakers, some VIP seating and the podium was used with steps to one side for access; the casket was centered in front on the floor level. Memorial books or registers to sign are not practical and were not used. The Walk Through will include: Note: significant positions, marching pivots, etc., may be marked with masking tape ____ Where the hearse/caisson will park ____ Who will open/close doors (hearse and building) ____ Positioning of “Row of Officers” from hearse to entrance of auditorium – how many officers and number of rows this will entail ____ Marching with the color guard and the “posting of colors” (may practice with taped music) ____ Honor guard can practice how they are to march to and from the casket ____ Desired line up/positioning of Pallbearers ____ Pallbearers practice marching with the casket and raising/lowering of the casket from the casket bier. ____ Proper locations and times to salute – practice of the salute itself ____ Directions to face

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d) ____ How items would be placed onto and removed from the casket ____ Video, TV and other cameras can be positioned and aimed ____ Positioning of flower easels can be marked with masking tape ____ Podium placement can be checked ____ Sound system checked – back up microphones and/or complete system recommended ____ Video screens can be positioned in relation to the stage and podium FUNERAL SERVICES The following times and tasks should be included in the IAP (see timetable section) ____ Set up and arrival times for flowers, mementos and funeral items (tables w/ chairs, baskets, memorial programs ____ Escorted caravan with hearse from the funeral home to the staging areas then to the location of services ____ Limousines needed for family, VIP and others – coordination of pick up times and number of cars needed and arrival location(s) (for those provided by the funeral home, for others see Logistics section) ____ Seating for Family, VIP Dignitaries, Unit or Department Partners/Co-Workers, Local and support police/fire agencies, media and the general public ____ Private gathering area for family prior to services ____ Order of procession/recession for funeral service seating ____ Music/audio visual equipment considerations/coordinations ____ Order of Service – Program distribution locations ____ Enlistment of Police /Fire Cadets/Explorers to assist in seating/parking, handing out of programs ____Support Police/Fire agencies, Media and the general public

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d) ____ Gathering place for Police/Fire Personnel prior to procession to seating (bowls or baskets should be placed in this area for the placement of department patches) ____ Flower cards can either be attached to the back of each floral piece or gathered and each marked with a description of the piece PARKING CONSIDERATIONS (AT FUNERAL AND CEMETERY) (note diagram in Appendix) ____ Hearse ____ Family ____ VIP and clergy ____ Local Police/Fire agencies ____ Extended Police/Fire agencies ____ Media ____ Support - flower transport, caterers MOTORCADE ORDER (see: TRAFFIC MANAGEMENT section) GRAVESIDE / COMMITTAL SERVICES (note diagram in Appendix) Note: There is usually quite a time delay (1 hour +) once the procession begins to arrive at the cemetery until the actual start of the committal ceremony. The family may wish to remain in the limousines or be ushered to another nearby vehicle (i.e.: several motorhomes pre-parked and supplied with refreshments) while the parking of all vehicles continues and positioning of those in attendance takes place. The following are some decisions to be made: ____ Will graveside be private or open to public? ____ Parking of police/fire vehicles etc. (several hundred to 1000+) ____ Area for media ____ Placement of flowers and wreaths

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WORKING WITH A FUNERAL HOME CHECKLISTS (cont’d.) ____ Positioning of honor guard, rifle team, military, casket bearers, speakers.

Graveside/Commital Services, cont’d ____ Public address system ____ Podium ____ Air traffic should be kept to a minimum during services if this can be controlled. (Contact the FAA for asssistance) ____ Ample seating for immediate family ____ Tent or Awning availability for family in case of inclement weather ____ Coordination of family’s return to reception location ____ Removal and necessary delivery of flower pieces to specific locations requested by family ARRANGEMENTS WITH SUPPORT BUSINESSES (FOR EQUIPMENT, FOOD, ETC.) ____ Flower pick up from the funeral home and deliveries to the service location may need to begin as early as 0500 on the day of the service. ____ Ample number of vans for transport of flowers ____ Meals for casket watch officers ____ Tables, chairs, tablecloths, baskets for sympathy cards and department patches etc.

POST FUNERAL DEBRIEFING – VERY IMPORTANT! All major participants in the planning and coordination of the funeral events need to have this opportunity to share the successes and failures that were experienced. Hopefully there are few failures but as you dissect any failures you learn how to prevent them occurring again. This way you can share with other departments, faced with a line of duty death, what worked, but more importantly, what didn’t.

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ROLE OF THE UNION / GUILD While the role played by the Union or Guild of a Department may vary from one to another it should be understood that it would generally be an active participant at the time of a line of duty death. An entity such as a Union or Guild, established for the benefit of its members, should be one of the primary service groups standing ready to assist at such a time. For many Unions or Guilds a line of duty death becomes an opportunity to demonstrate to all, including their members, the value of member participation and loyalty. The key question to be considered by the Union/Guild is, “How can we at this time help the City/County, our Department and our members and their families?�

As a private organization it is generally the recipient of funds from the public that will then be funneled to the family. Also, as Departments are not generally able to pay the funeral costs of even a line of duty death, it often falls to the Union or Guild to either raise the money or assist in some measure with the expenses. At the least the role would be to act as a conduit getting the funds where they are most needed.

Their role at the time of a line of duty death encompasses working with the Union membership; the Department; the family of the fallen officer and the community.

In some departments the Union or Guild may take the lead or in others some of the membership may be fit into the Incident Command structure. In either case there should be care not to duplicate responsibilities.

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ROLE OF THE UNION / GUILD CHECKLIST PREPLANNING: ____ Set aside union funds in preparation of a line of duty death. ____ Be prepared to establish a memorial donation fund ____ Make pre-arrangements with a financial institution to administer a memorial fund. ____ Establish a Union policy for line of duty death response.

AT THE OCCURRENCE OF A LINE OF DUTY DEATH: UNION / GUILD ____ Establish a committee to provide the Union’s portion of the line of duty death response. ____ Make proper notification of the death to the Executive Board of the Union. ____ Communicate up to date and accurate information to the membership. ____ Establish a memorial donation fund. ____ Get as many members and their families involved as is possible. ____ Establish a Union hotline for other agencies. ____ Contact State and other regional Unions/Guilds.

DEPARTMENT: ____ Make sure an Executive Board member is part of the Incident Command structure. ____ Contact City Council and or other appropriate governmental agencies. ____ Establish an information liaison to officers and Department members. (Department Liaison) ____ Appoint a member (Treasurer?) to coordinate needed financing. (Financial Section) ____ Identify after funeral memorial opportunities.

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ROLE OF THE UNION / GUILD CHECKLIST (cont’d.)

FAMILY: ____ Establish a liaison person to coordinate family needs. (May also be appointed by the Department in cooperation with the family. (See Care of Family section) ____ Work with family members on the coordination of City, State and Federal Benefits. (May also be a person appointed by the Department as a Benefits Officer) ____ Develop a plan to stay in touch with the family after the funeral.

COMMUNITY: ____ Contact key community members. ____ Establish a community hotline. (may also be done by the Department) ____ Seek community involvement. ____ Seek community donations and future memorial ideas, i.e., naming of parks, memorial areas, etc.

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CARE OF THE FAMILY/PERSONNEL FAMILY The thought process behind many existing Line of Duty Death policies is action-oriented, taskoriented, with a limited time philosophy toward survivors. Most departments tend to not consider the emotional or psychological needs of survivors to be a part of their responsibility. A survivor's level of distress is affected by the department's response to the tragedy. Elements of the department's response that should be considered include: 1. The way the survivors are notified of the death 2. The emotional support provided by the department 3. The information the department gives concerning insurance and benefits.

How these elements are handled may have an influence on whether or not the survivor will develop a clinical psychological disorder, such as Post Traumatic Stress Disorder. Some PTS symptoms reported by survivors of line of duty death are feelings of hostility, estrangement from others, sleep disorders, flashbacks, detachment, guilt about surviving, difficulty concentrating, and intrusive thoughts. These feelings are typical of the intense, long-lasting reactions experienced by the majority of the adult survivors.

A survivor is defined as a spouse, children, parents, siblings, significant others, extended family, and coworkers.

The way the department handles the crisis of a line-of-duty death may actually increase the level of trauma experienced by the family.

Note: While very unpleasant, it is considered helpful for emergency responder family members to have attended a LODD memorial service prior to having to attend one involving their own loved one.

PERSONNEL The most stressful occurrence in a law enforcement or fire service career is the loss of a coworker. There are longterm effects to be considered. Statistics show when police administrators do not effectively deal with issues of grief and anger among their officers involved in a line-of-duty death incident, 70% of those officers will leave the profession within five years of the incident. Keep in mind what research has continually shown: The "quiet" ones, those who seem to show no emotion, who seem to not be affected by it all, are often the ones most in need of help.

Thus, it is wise for department policy to dictate mandatory assistance for all involved officers after a critical incident. When a critical incident occurs close to home, such as the line of duty death of a co-worker, the officers' carefully, crafted defenses that serve them so well in job survival can come tumbling down. At that point, officers will need to process the incident or it will process them. Debriefings and other services designed to encourage personnel to express their feelings, reactions, and thoughts, are the keys to healing.

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ROLE OF THE HOSPITAL LIAISON OFFICER One of the ways in which the department may care for the family is through the use of a Hospital Liaison Officer. This officer is responsible for coordinating the activities of hospital staff, the fallen officer's surviving family, police officers, the media, and others, during the hospitalization of an officer. This period encompasses the time before the death occurs, until arrangements are made with the body.

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HOSPITAL LIAISON OFFICER CHECKLIST ____ Arrange with the hospital staff to provide an appropriate waiting area for the family, the Chief, the Notification Officer, and only those others requested by the immediate survivors.

This area should afford privacy. ____ Arrange for a separate area for fellow police officers and friends to assemble. It should be accessible to the family. ____ A Hospital Liaison officer should be present the entire time the family is at the hospital. ____ Ensure the family is updated on the status of their officer upon their arrival, and before department officials. ____ Ensure that the family is updated regarding the facts of incident upon their arrival at the hospital. ____ If it is possible for the family to visit the injured officer before death, they should be afforded that opportunity. The hospital liaison officer should "prepare" the family for what they might see and should accompany the family into the room for the visit, if the family requests it. ____ The Liaison should ensure that medical staff relay pertinent information regarding an officer's condition to the family on a timely basis and before such information is released to others. ____ As appropriate share specific information on how the officer met his or her demise, as well as allowing the family time with the deceased officer. Do not be overly protective of the family. Remember: a.

The family has the right to be with their loved one at time of death. b.

There is a definite need to touch and hold the body while there is still life, and being present when death occurs can be of considerable comfort to the family. To deny the family access to their loved one out of 'concern' for what they may see is not concern or protection at all. It is the family's right to be with their loved one. c.

The family has the right to visit the body immediately following death. ____ Notification team should be at the hospital. ____ A survivor should not be sedated unless the survivor requests medication. Much can be missed while under sedation, often to be regretted later. ____ In an attempt to comfort others, idle promises should not be made to the family. ____ Arrange for the food needs of the family while at the hospital. ____ Provide transportation to and from the residence for both the spouse and the parents.

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HOSPITAL LIAISON OFFICER CHECKLIST (page 2) ____ Have bills sent to the department's billing agency. The family should not receive any bills at their residence. This may require the Hospital Liaison Officer to contact the hospital during normal business hours to ensure that proper billing takes place. ____ Have evidence technicians take many photographs, since the family who chooses not to view the body at the time of death may need to do so in the future. ____ If there is an autopsy, explain why it is needed.

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DEPARTMENTAL LIAISON OFFICER To best care for the departmental personnel a Department Liaison Officer should be appointed.

The Departmental Liaison Officer will report directly to the Incident Commander. On the other hand he will keep the Department Command Staff informed of all happenings with the line of duty death.

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DEPARTMENTAL LIAISON OFFICER CHECKLIST ____ Works closely with the Hospital Liaison Officer and the Family Liaison Officer, to ensure that the needs of the family are met. Will also work with those organizing the details of the funeral. ____ Coordinate a CISD for all officers involved in the incident and other officers or personnel who may be emotionally affected by the serious injury or death of another officer. ____ Services of the department psychologist(s), peer support group counselors, and chaplains should immediately be made available to all personnel for however long is necessary. ____Time off after a critical incident should be considered. ____ Explanation of department procedures, investigation(s), and the criminal justice system to the family, as may be necessary. ____ Be available to assist with the arranging of the funeral service, and keep the Chief of Police informed of the arrangements, and of the family's needs and desires to be cared for through Incident Command. ____ The Department Liaison should communicate to the family what the department can offer in the way of assistance, should a police/fire funeral be chosen. Clear communication is of the utmost important at this stressful time. ____ If the family desires a burial in uniform Logistics should be directed to have it available. ____ Arrange for the delivery of the officer's personal belongings to the family. ____ As other line-of-duty death survivors are likely to attend the funeral, ensure that they are identified and provided proper placement during the funeral procession. Call the local state chapter of COPS or NFFF (see appendix) for information on which other survivors may be attending. Remember: a. b.

Mutual support from other survivors is critical at this point in time. A brief introduction and hug from another survivor is a true comfort to the newly bereaved.

Grief is also triggered for past survivors upon the death of any law enforcement officer. Honor and respect should be afforded their previous loss, and their outreach to the newly bereaved.

____Maintain a roster of all agencies sending personnel to the funeral, including: a. b.

Name and address of responding agency Number of the officers attending

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DEPARTMENTAL LIAISON OFFICER CHECKLIST (cont’d.)

c.

Number of vehicles

____ Afterwards, ensure that all visiting and assisting agencies are appropriately acknowledged.

(See Hospitality section)

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ROLE OF THE FAMILY LIAISON OFFICER The Family Liaison officer should be an officer known and trusted by the family. This is not a decision-making position. It is a critical assignment. This is the role of a facilitator between the surviving family and the police/fire department. The time at the hospital is overwhelming.

Family members are in a state of shock. The Family Liaison Officer tends to the personal needs of the family. If a death occurs, there is much to be done. Plans for the funeral need to be discussed. Family needs must not be over run by the planning of a department funeral. The family may not want a fire or police funeral. Make the family aware of the alternatives – the family's choice prevails. Recognize the rites and rituals of the family's nationality and religion.

Ensure that parents of fallen officers are identified as "primary survivors ". Siblings should also be afforded recognition and proper placement during the funeral and procession.

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FAMILY LIAISON OFFICER’S CHECKLIST ____Meet with the family regarding funeral arrangements. Since most officers have not prearranged their wishes for the handling of their own funeral, the family will most likely need to decide all aspects of the funeral. Be sure to check for any instructions expressed in the officer's Emergency Notification Instruction form. ____ Participate in planning meetings to ensure family wishes are adhered to. ____ If a police or fire funeral is chosen, brief them on the funeral procedure (including the possibility of high attendance, ceremonial procedures and honors-such as the presentation of the flag, rifle volleys, etc.). ____ Prepare the family for the time frame a police or fire funeral takes. Medical conditions, and other factors, may need to be considered. ____ Be prepared to provide the family with a list of alternate churches or other appropriate facilities to choose from, with seating capacities large enough to accommodate attendance at the funeral. ____ Be constantly available to the family throughout this traumatic process. ____ Coordinate with Logistics to provide department vehicles to be made available to the family (i.e.: spouse and parents) for transportation to and from the family's residence, to the hospital, to the funeral home, the funeral, and to the committal services. ____ Coordinate with Logistics for travel and lodging arrangements for out-of-town family, and visiting officers (Airlines provide discount for funeral travel). ____ Ensure that the surviving parents and siblings are afforded recognition and that proper placement is arranged for them during the funeral and procession. ____ Coordinate with Logistics for what the agency, labor organizations; and support groups can do to assist with out of town family, feeding the funeral attendees and feeding of the family. ____ Coordinate with Logistics to see that the family home is prepared for the influx of visitors following the funeral and committal services, including food and baby-sitting needs. ____ Use family support groups, de-briefing teams, COPS representatives; all available resources. a.

A Remember, the family will be in a state of shock. Offer them the available resources, and let them make the decision of what they are able to do, at this point in time. b.

Remind them these resources are available long-term. Be prepared to provide them with a resource list of names and numbers for future needs.

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FAMILY LIAISON OFFICER’S CHECKLIST (cont’d.) c. d.

Ask for the family’s permission to give people from these support agencies their personal telephone numbers. This will facilitate a more effective means of calling on the family in the weeks and months to follow.

Ensure that the family has access to other fire and law enforcement survivors, or other support groups. (Concerns of Police Survivors, Survivors of Homicide Victims, Parents of Murdered Children, etc.).

____The department should make routine checks of the family's residence, or assign an officer to the home during this time. ____ Arrange for department personnel to screen telephone calls at the residence. (i.e.: protection from the media, the general public, etc.). The number of in-coming telephone calls will be high. The family should be afforded the peace of mind knowing someone is protecting them from unnecessary calls. ____ Ensure that one or more uniformed officers to remain at the family home while the family is away during the viewing, funeral, and committal services.

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ROLE OF DEPARTMENTAL ADMIN./COMMAND STAFF No one can ever be fully prepared for a line of duty death. By definition, LODDS are not events which can be predicted or fully preplanned. However, the grief, stress and shock on the family, the Department and the community, make preparation - as far as we can prepare - a must. There are many things to do, so many things which can go wrong and so many expectations that one cannot simply wait for a LODD to occur to start planning. During the time immediately following a LODD, one is not at one's best in planning and reacting. Administrators are confronted with infinite demands and yet still have to run the Department and handle all the ordinary crises that plague emergency responders every day. Finally, in the immediate aftermath of a LODD, the whole world is watching, and many of those watching are in a state of post traumatic disruption. Any mistake is not only noticed but amplified. Sensitivities within the Department and the community are apt to be very high.

SOME GENERAL CONSIDERATIONS FOR ADMINISTRATORS: • "Stand Tall" for your Department and the community• Be supportive of the family and your officers.

• Wishes of the family should always supercede the wishes of the Department, but needs of the family and needs of the Department should, ideally, be considered together.

• Delegate and delegate effectively through your Incident Command System.

• Don't make it worse! Enable those assigned responsibility to function.

• Maintain communication lines on major details through the Incident Command System.

• If the LODD results in a criminal investigation, keep it and the LODD functions separate.

Pre-assigning planning responsibilities and specific tasks, and following an Incident Command System will reduce much of the burden. Following a LODD, Administration tasks will generally fall into the following major categories: • Investigation of the death of the officer • Assisting the family of the deceased officer • Assisting Departmental personnel • Preparation for the Memorial Service • Communication of the incident/Media involvement

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ADMINISTRATOR’S CHECKLIST ____ Activate your Department LODD plan, calling together those pre-assigned to tasks. If there

has not been pre-appointment, appoint an Incident Commander immediately. ____ Confirm that the notification of the family is in progress ____ Confirm the transport of the family as applicable ____ As applicable, go to the hospital or scene of LODD Communicate/cooperate with your Department Chaplain as to the immediate emotional, spiritual and physical needs of family ____ Arrange for notification of Department personnel ____ Notify primary elected officials ____ Cooperating with your PIO, compose standard statements for distribution (for release only after primary notifications are completed ____ Confirm the notification of COPS ____ Brief Union/Guild Executives ____Confirm care of other officers who may have been on scene ____Confirm care of Departmental family members ____ Arrange for continuing updates for Department, media and elected officials ____ Make a formal visit/s to the home of the deceased officers family (including parents) ____ Consult with the Department's Legal Advisor regarding matters that may be of a sensitive nature ____ Meet regularly with those who are caring for the details of the Memorial Service ____ Expedite notice/invitations to any dignitaries who may be expected to be involved in the Memorial ____ Prepare for full participation in the Memorial as may be appropriate ____ Following the Memorial, assist in expediting the paperwork necessary for family benefits

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ADMINISTRATOR’S CHECKLIST (cont’d.) ____ Establish a calendar for follow up for both family and officers ____ Attend the police National Memorial in Washington, D.C. or fire National Memorial in Emmitsburg, MD ____ Be active by your presence during the trial, as applicable ____Confirm the provision, physically, emotionally and spiritually for both family and Department during the trial

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ROLE OF THE PUBLIC INFORMATION OFFICER Immediately following an emergency service provider line of duty death (LODD) the demand for in depth and accurate information will be massive. Public Information Officers (PIO) will be bombarded by all forms of media: television, print and radio. The phone will ring off the hook and pagers will not stop beeping. How do you survive this challenging time? YOU MUST HAVE A PLAN. The following is not intended to instruct one on the how of performing PIO responsibilities, but to provide a guide outlining specific areas that need to be addressed both before and after a LODD.

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PUBLIC INFORMATION OFFICER’S CHECKLIST PRE-LODD ____ Establish media contact lists. In the event of an LODD, the media will seek you out; however, if you have previously established a solid relationship with the media, your job will be much easier. ____ Know how to contact national affiliates. ____ Prearrange the physical space for a joint information center (JIC). equipment and access requirements.

Consider space,

____ Determine where news conferences are to be held. Consider space, equipment and access requirements. ____ Determine if person or persons from PIO group will be charged with family notification responsibilities. ____ Form a team. You may want to use “mutual aid” agreements with other PIO’s.

AT THE TIME OF A LODD ____ Set up media area so you have one area where you keep the media updated ____ All information will be approved for release by the Incident Commander. ____ After the family has been notified you need to get information out on the officer. a.

You will need to get officer's name, rank, age, and family status and department high lights. b.

Make sure you talk with the family and give them some idea of what the media attention will be like and what to expect. c.

You may want to advise them not to watch the news for a few days. d.

Tape the news coverage for family for later time e.

See if the family wants to make a statement (most don't but you will be asked) f.

The media will find where the family lives so prepare them. If you can get your department to post someone near the family home that will help. ____ Try to make your updates at least once an hour or sooner if needed – This will help you stay in control. ____ Assign someone to handle live, on the scene, interviews and news briefings. ____ Coordinate all information releases with appropriate city, county, state or federal officials.

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PUBLIC INFORMATION OFFICER CHECKLIST (cont’d.)

AT THE TIME OF A LODD (cont’d.) ____ In cooperation with the Chief’s Office and Incident Command, prepare a teletype to all Departments in states in close proximity to your own. ____ Establish a rumor control section that reports directly to the designated PIO. ____ Keep members of the department or agency informed. This is ongoing and vital. ____ Gather employment information: department, city, county, state or federal (depending on affiliation). ____ Prepare fact sheets as soon as possible, then fax or e-mail as requests are received. Have current fact sheets available at all meetings with media. ____ Prepare and forward press releases. Record all press releases for review and information release verification. ____ Schedule and coordinate news briefings. ____ Schedule and coordinate pre-press conference meetings. Prepare department heads and elected officials for interviews and press conferences. ____ Schedule and coordinate press conferences. ____ Schedule and coordinate interviews with administration, co-workers. ____ Work with family liaison to schedule and coordinate family interviews. ____ Continually monitor all information releases. As the incident develops it is essential for the PIO to continually monitor all information releases to ensure they are up to date and accurate. ____ Maintain an incident file. This file will be invaluable should the department or agency experience a future LODD.

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FUNERAL ICS / TIME LINE DEVELOPMENT The Memorial Service often becomes the focus event in a line of duty death. While the Memorial Service should never be allowed to overshadow the death itself, it does serve as a point of embarkation for the family of the fallen officer or firefighter, for the Department and the community. The service, meant to honor the officer or firefighter and his/her family must be conducted with dignity, respect and care for the family and Department. That need dictates careful planning and integration with the whole of the line of duty death incident. That is best accomplished within the Incident Command System.

The ICS provides the framework for the Memorial Service, bringing together all of the different aspects into an integrated whole. The integration results in a time line to be carefully followed.

When followed, the time line enables a Memorial that is truly honoring of the officer and is truly memorable in a positive way.

The following time line is a sample of the kind of detailed specificity that ought to be included in the planning for the memorial service for a line of duty death. The editors are indebted to the Omak, Washington Police Department for their willingness to allow the time line of the memorial service for Officer Mike Marshall to be included in this manual.

SUNDAY, MARCH 29 0900-1200: Ceremony coordinators meet at Omak HS to finalize the basic ceremony plan, review parking, traffic control issues, and identify staging and overflow areas 0930: Set up begins at OHS Auditorium (Stephen Clark) 1300-1600: All members of Primary Planning Group meet at Omak PD. Review progress and current status.

Finalize the ceremony plan.

1300-1900: King County Sheriff Honor Guard commences casket watch at the funeral home (Sgt. Fuda coordinating) 1800-2000: Primary Planning Group conducts a walk through at Omak HS (Sgt. Veliz, Sgt. Hall, Chief Cramer, Sheriff Wood, Pastors, Chaplain, Chief Ariwite, Lt. Irwin, Sgt. Saunders, Stephen Clark-OHS, and Sgt. Rogers, VIP Coordinators, Funeral Directors, Sgt. Dixon, and Officer Havenar)

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2030: All Primary Planning Group members attend the family briefing 2100: No changes to the ceremony plan from this point MONDAY, MARCH 30 0700: Vehicle Staging Area established at Stampede Fair Grounds (Ken Calentine is the coordinator) 0700: LERN Frequency secured for memorial service operations 0700: Omak HS Auditorium opened and the final set up begins 0700: Portable toilets arrive at the cemetery and the fair grounds 0730: Command Post is activated at Omak HS. Sgt. Veliz, Sgt. Hall, Sgt. Dixon, Officer Havenar, Sgt. Saunders, Chief Bowling, Chief Ariwite, Sgt. Tangen, Sgt. Pippen, Sgt. Fuda, Lt. Irwin, Sgt. Humphrey arrive at CP 0730: Identified Honor Guard personnel and dignitaries arrive at the Omak Airport. Logistics Chief initiates transportation plan for above and family members at this time 0800: Traffic control posts are staffed and barricades set up (Sgt. Saunders, Chief Bowling, Chief Ariwite) 0800: Casket watch begins at the funeral home (Seattle and King County Honor Guards, Sgt. Fuda) 0815: Family arrives at the funeral home 0900: Motorcycle escort arrives at the funeral home 0900: Lifeline Ambulance in place at Omak HS

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MONDAY, MARCH 30 (cont’d.)

0930: Procession begins from the Stampede Fair Grounds to Omak HS (Sgt. Saunders, Chief Ariwite, and Chief Bowling) 0930: Honor Guards from Washington, Oregon, Idaho, and Canada arrive at OHS. Briefed by Sgt. Dixon and Officer Havenar. Greater Seattle Police Pipe and Drum Band arrives and prepares.

1000: Procession arrives at OHS. Parking plan activated (Sgt. Tangen, Sgt. Pippen) 1045: Funeral party (hearse, family, pallbearers, escorted by motors departs funeral home for OHS 1045: Uniformed personnel form outside auditorium entrance. pallbearers, Omak PD and OCSO when they arrive

Sgt. Dixon will stage the family,

1045: Honor Guards, Seattle Police Horse pyramid, and Greater Seattle Police Pipe and Drum Band in place (Officer Havenar and Sgt. Dixon) 1050: Funeral party arrives at OHS. Pre-Ceremony Sequence initiated. Casket is conveyed into the auditorium. The family is escorted into the lounge (Sgt. Rogers). Casket watch resumes and remains in place until the start of the ceremony 1055: Omak PD and OCSO are dismissed from the formation and escorted into the auditorium.

Uniformed personnel are dismissed and lead in followed by the general public. Overflow is placed in adjacent room. Note: The auditorium will remain empty until the above seating plan begins. The only exception will be the media setting up, and disabled attendees.

1110: Officer Marshall's family is escorted into the auditorium and seated.

1115: Memorial service begins 1215: Traffic control posts are set up along procession route to the cemetery (Sgt. Saunders, Chiefs Bowling and Ariwite)

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MONDAY, MARCH 30 (cont’d.)

1230: Memorial service concludes. Honor Guards form funnel outside auditorium. The casket is conveyed to the hearse. The family is escorted to the lounge while uniformed personnel return to their vehicle. family is taken to their vehicles Honor Guards, horses, and pipe and drum band depart immediately for the cemetery. Vehicles for these units must be pre-positioned nearby and access cleared 1230: Command Post established at the cemetery (Sgt. Veliz and Sgt. Hall) 1300: Motorcycle escort arrives with the procession at the Okanogan Valley Memorial Gardens.

Seattle Police Horses and pipe and drums lead the motorcade through circular drive. The immediate family is escorted to the RV (Sgt. Rogers). The parking plan is activated. (Sgt. Tangen and Sgt. Pippen) 1315: Honor Guards and uniformed personnel along with general public assemble (Sgt. Dixon, Sgt. Fuda, and Officer Havenar) WSP Rifle Team, Pipe and Drum Band are positioned nearby (Sgt. Veliz). Identified Honor Guard Commanders recover pre-folded flags from the hearse and stage.

Family and Omak PD and OKSO escorted to their seats and or close-in formation (Sgt. Dixon).

Casket is conveyed by pallbearers to graveside.

Graveside service begins.

1400: Graveside service concludes. The family is escorted to their vehicles and depart. The alternate plan will be for the family to remain on-site until other vehicles have left.

LERN Frequency is released.

Command Post ends operation.

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THE MEMORIAL CEREMONY (POLICE) The objective of the Line of Duty Death Memorial Ceremony is to honor the officer who gave his or her life, and to honor the family of the officer. All other concerns or issues are secondary to this primary purpose.

The following list is suggested as Primary Resources for planning and conducting a LODD Memorial Ceremony.

Concerns of Police Survivors (COPS) Department Family Liaison* Department Command Level Officer Department Honor Guard Commander Clergy/Department Chaplain Funeral Home Other Agencies’ Honor Guard Commanders The sample Memorial Ceremony that is included in this section is intended only as a sample.

The editors of this manual are indebted to the Omak, Washington Police Department for allowing the use of their Memorial Ceremony in honor of Officer Mike Marshall as a sample.

Each department will want to create their “own” ceremony having answered the questions to follow:

*The Department Family Liaison Officer will continue to serve in a support role. That officer’s only responsibility is to assist the family. The officer is not a planner, or necessarily part of the ceremony but acts as the families direct contact with those who plan the ceremony.

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THE MEMORIAL CEREMONY (POLICE) SOME QUESTIONS TO BE ANSWERED ____ What does the family want the service to look like? ____ What is it that the family does not want to see? ____ What does the Department want for the service? ____ What facility is available for the service? ____ What restrictions do a particular religious denomination pose for the service? ____ What are the limitations of the Department in handling the service? ____ What are the existing issues in the family? (divorce, child custody, feuds) ____ What will be the level of community involvement? ____ What are the political issues? ____ What are the cost restrictions for the ceremony?

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SAMPLE MEMORIAL CEREMONY Operational Orders for Honor Guards, Rifle Team, and Pipe and Drum Band PRE-CEREMONY SEQUENCE: (Commands for all Honor Guards by SPD - Dixon and Havenar, WSP Veliz for Rifle Team, and Pipe Major Woodruff for Pipe and Drums) Honor Guards form a funnel on the street 200 yards from the main door When the motorcade approaches the site Honor Guards will be called to attention Motorcade passes COMMAND: Present, Arms Motorcade is stopped at the horse pyramid and Pipe Band staging location COMMAND: Order, Arms Ready, Face (Honor Guards will face the main doors) Pipes and Drums march playing from staging area to the main doors COMMAND: Honor Guard, Forward March Units will march to the front of the school forming a funnel near the main door COMMAND: Parade, Rest Horse pyramid leads the hearse to the front door Honor Guard casket bearers will remove the casket and escort inside COMMAND: Attention Present, Arms After the casket and family have passed by COMMAND: Order, Arms Honor Guard falls out to other assignments Casket is escorted to the stage Honor Guard Casket Watch begins with relief schedule in place

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SAMPLE MEMORIAL CEREMONY (cont’d.)

CEREMONY SEQUENCE: Casket Watch is relieved WSP Veliz marches to the front of the stage with guide-on COMMAND: Please Rise for the Rendering of Honors Bugler comes onto the stage from the curtain and posts COMMAND: Sound Adjutants Call Bugler falls out and returns to the rear of the curtain Pipers march into auditorium playing. Band makes a circular pass through the area and stages at the rear COMMAND: Rifle Team, Forward, March Team marches to the front of the stage facing front. Performs drill COMMAND: Honor Guard, Mark Time, March Forward, March Honor Guard, Halt About, Face COLORS ARE PRE-POSTED ON THE STAGE AS REQUESTED COMMAND: Present, Arms National Anthem is played Order, Arms COMMAND: Rifle Team, Forward, March COMMAND: Honor Guard, Mark Time, March Forward, March Units march out and to the front parking lot RELIGIOUS SERVICE BEGINS (Nature of service is dependent upon the faith of the fallen officer or his/her family.)

RELIGIOUS SERVICE ENDS There will not be a retrieval of colors Casket Watch resumes with relief schedule Pipers will remain in the auditorium and will play as the audience exits

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SAMPLE MEMORIAL CEREMONY (cont’d.)

The last Casket Watch will recover the pre-folded flags from the stage and return to Sgt. Dixon for placement in the hearse Two Honor Guard Officers will recover the pre-posted colors on stage and transport to graveside POST CEREMONY SEQUENCE: Honor Guards will fall in at funnel formation and at parade rest at the main doors Uniformed personnel and civilian attendees will exit the gymnasium through the main doors Uniformed personnel will fall into formation as directed by Sgt. Dixon The casket and family exit the main doors COMMAND: Honor Guard, Attention Present, Arms Casket and the family pass through the funnel Casket Bearers execute pre-determined precision drill in placement and stance COMMAND: Order, Arms Forward, March COMMAND: Sgt. Dixon Uniformed Personnel, Order, Arms COMMAND: Honor Guard, Forward March Units march to identified location Honor Guards, the horse pyramid, and pipers will immediately proceed to their vehicles. Units will be escorted by motors to the graveside prior to the motorcades departure.

GRAVESIDE SEQUENCE: Color Guard falls in as directed Flag Folding Detail falls in as directed Selected Honor Guard Commanders holding pre-folded flags stage as directed

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SAMPLE MEMORIAL CEREMONY (cont’d.)

Honor Guard forms a funnel from the driveway toward the tent. Fall in at parade rest Rifle Team and Pipers stage behind the large monument 100 yards away Motorcade arrives. Horse pyramid escorts through the circular drive Casket Bearers stage at the rear of the hearse Pipers play Bearers remove the casket from the hearse COMMAND: Honor Guard, Attention Present, Arms Casket and family proceed through the funnel formation to graveside COMMAND: Order, Arms Ready, Face (Funnel formation makes a facing movement so that each file is facing the casket at a 45' angle Parade, Rest RELIGIOUS SERVICE BEGINS (Nature of service is dependent upon the faith of the fallen officer or his/her family.)

RELIGIOUS SERVICE ENDS (Cue from Chaplain) COMMAND: Flag Detail, Post (6 Officer Detail) Flag Detail Only Ready, Face Flag folding commands will be silent and orchestrated by the Flag Detail Officer COMMAND: Honor Guard, Uniformed Personnel, Attention The Flag Detail raises the flags over the casket and holds it taught COMMAND: Present Colors Color Guard cues All uniforms will render a salute Pipers Play Amazing Grace Rifle Team fires salute Echo Taps is played

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SAMPLE MEMORIAL CEREMONY (cont’d.)

GRAVESIDE SEQUENCE: COMMAND: Order, Arms Flag Folding Detail proceeds with fold Spent casings from the rifle salute have been recovered and inserted into the four folded flags Havenar will present the casket flag to the Chief of Police for his presentation to family.

The three Honor Guard Commanders with the pre-folded flags will march to the Chief. He will recover each, one at a time, and present to family Final Radio Broadcast COMMAND: Flag Detail, Face Forward, March COMMAND: Honor Guard, Uniformed Personnel, Fall Out END OF CEREMONY

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THE MEMORIAL CEREMONY - FIRE Note: The following material relates to the ceremonial portion of the Fire Memorial Service.

For other protocols, time lines, etc. please refer to the previous section, “Planning Police or Firefighter Line of Duty Death Services:.�

The planning and execution of a Memorial Service for Police Officers or Firefighters is very similar. Following is an abbreviated version of the Fire Memorial with some elaboration of the distinctives.

CASKET ON and OFF FIRE ENGINE Depending upon the wishes of the family the fallen firefighters casket may be transported by fire apparatus. The apparatus should have a special cleaning; hose bed stripped of hose and the dividers removed. If possible the operators should be in full dress uniform.

The pallbearers place the casket onto the engine at the mortuary. Pallbearers line up three on each side of the engine and the Honor Guard does the same. All firefighters present are brought to attention. The order to salute (Present Arms or Hand Salute) is given.

The salute is held until the casket arrives at the place where it will rest during the ceremony.

(The religious customs, venue size or layout will dictate where the casket is placed.) The casket is lowered onto a wheeled conveyance. (That lessens the chances of a mishap if carried. Choose a pre-determined wide route of travel, preferably down the center aisle.) The casket starts toward the ceremony area, stopping long enough for the Honor Guard to form directly behind the casket. The family follows the Honor Guard.

The crew with bunking gear follows the family. Some families may want the casket in place and not have the above honors. In this case have ushers assist them in so that they are not stopped by friends and relatives.

BUNKER CEREMONY A set of bunking gear should be carried in by the fallen fire fighters crew and displayed next to a picture of the person. The helmet placed on top of the neatly folded jacket with the strap around jacket making it easier to carry and display. Bunking pants and suspenders neatly arranged over boots so they can be carried in one hand.

FORM RANKS OF FIREFIGHTERS (Each fire fighter should have a mourning band across their badge. (black electrical tape may substitute) This is done as the casket is brought into the venue and when the casket is brought out of the venue. The ranks must be in place prior to the arrival of the fire engine.

Leave room to maneuver the casket, honor guard, and family. Fire Fighters are face to face approximately eight to ten feet apart. The distance between each fire fighter in a rank will vary with the distance to be covered and the number of fire fighters available. The fire fighters must have room to salute, If not enough to make a fire fighter every 8 feet then do not have ranks.

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THE MEMORIAL CEREMONY - FIRE, (cont’d.)

ENTER VENUE: This is an appropriate time for a piper to play. Usually a piper will be able to recommend a song to use at this time.

SEATING CHART Family members are seated in the left front rows. Civilians are seated behind family.

Pallbearers, and Honor Guard in the front side seats so they can get to and from the center aisle.

The right front seating from the center aisle is as follows: Fire Chief, Union President, International Principal Officers, Local Union officials, Deceased's company, the Fire Department of the fallen fire fighter and then members of other fire departments.

Ushers need to be briefed on the seating and they need to be available to the funeral coordinator during the ceremony for any changes.

Clergy member asks everyone to rise as casket is brought into venue.

OPENING PRAYER The clergy or Department Chaplain may act as the master ceremonies and introduce speakers.

DIGNITARY SPEECHES (keep to three if possible) Give the dignitaries a time frame. They may be seated on the podium or they may be placed in the seats near the stage. Have water available.

FAMILY REPRESENTATIVE SPEECH Hopefully the family can agree on one representative. Try not to have family members sing or play instruments since they may be unable due to stress.

PLAYING OF MUSIC An appropriate musical selection could be done here, serving as a break between speakers.

FLAG PRESENTATION The U.S. Flag is folded into a triangle and displayed with bunking gear and members picture. (not on ground) The Chief of the Department or his designee presents the flag to these persons in the following order: spouse, parents, children, siblings, grandparents, and friend. One flag is presented. If the flag is on the casket, then it may be presented at the internment site.

MEDAL PRESENTATION The I.A.F.F. presents a medal to its union members killed in the line of duty. This medal is presented to the family member as listed for the U.S. Flag.

FIREFIGHTERS PRAYER The Fire Fighters Prayer (See Appendix)

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THE MEMORIAL CEREMONY - FIRE (cont’d.)

RINGING OF LAST ALARM The Chaplain or Department Member reads or recites: Throughout most of history, the life of a firefighter has been closely associated with the ringing of a bell. As he began his hours of duty, it is the bell that started it off. Through the day and night, each alarm was sounded by a bell, which called him to fight fire and to place his life in jeopardy for the good of his fellow man. And when the fire was out, and the alarm had come to an end, the bell rang three times to signal the end.

And now our brother____________________________ has completed his task, his duties well done, and the bell rings three times in memory of, and in tribute to, his life and service.

Officer in charge calls firefighters to attention.

Color Guard called to Present Arms Bell is struck three times Color Guard called to Order Arms Firefighters seated PLAYING OF TAPS If there is to be a graveside service Taps may be played there or repeated CLOSING PRAYER Local Clergy or Department Chaplain EXIT VENUE Fire fighters exit and form two ranks out to the fire engine or hearse.

Pallbearers move casket part way down the center aisle and wait for Honor Guard and family to form behind them. Funeral coordinator may have the ushers assist family members. The Funeral coordinator subtly motions the pallbearers to proceed out of the venue. As the casket moves, the two ranks of fire fighters are brought to attention and then ordered to salute. Honor guard posts to one side of apparatus and salutes. When casket is on apparatus the command of lower arms is given. Then the order of "Detail Dismissed" is given. (This ends the ceremony) CROSSED AERIALS Two Aerials whose ladders are crossing over a street where the funeral procession will pass beneath is an appropriate symbol of service and respect. An U.S. Flag is flown suspended from the aerials.

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THE MEMORIAL CEREMONY - FIRE (cont’d.)

NOTE: Funeral coordinator is the person in charge of the funeral/memorial service. Rank within the fire department should not be a factor in the selection of this person. This person should not be a participant in the service. There should be another person who also knows the service step by step and who has communications with the funeral coordinator. There are decisions to be made during the service, and the coordinator needs to be available to make those decisions. It will be necessary to relieve the Funeral Coordinator from duty while making arrangements for service.

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THE ROLE OF THE CHAPLAIN IN THE MEMORIAL The role of the Fire or Police Chaplain in the memorial service is a natural extension of their role in the department they serve, whether they are a volunteer or full time. The Chaplain is generally considered to be the moral and spiritual standard bearer; compassionate friend and confidential helper to all department members regardless of rank, gender or spiritual bias.

That accepted role naturally gives the chaplain a proper place in the memorial service. In addition to the department giving that place, it must also be given by the family of the fallen officer. It should never be assumed that the department chaplain will be the lead person in the memorial service. He or she may be held in highest esteem by the department but not known by the family of the officer at all. The family may as well have their own pastor, priest or rabbi that they expect to lead the service.

Should the family have their own spiritual leader, the department chaplain works in cooperation with them and assumes a lesser role in the memorial service.

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ROLE OF THE CHAPLAIN IN THE MEMORIAL CHECKLIST ____ Determine the family’s wishes regarding the Chaplains participation in the memorial service. ____ If the family has their own spiritual leader the Chaplain will serve as that leaders liaison to the Department, assisting in any way possible. ____ As early as possible obtain an order of service from the families spiritual leader. ____ Be prepared to program the memorial service if requested to do so by the family and the Department. ____ Be instructed about the officer’s/family's faith practices, particularly surrounding death, and in turn instruct pertinent departmental personnel so that they may sensitively assist in the memorial service. ____ Attend as many of the memorial service planning sessions as possible. ____ Practice with the Honor Guard so as to be in synch with their movements. ____ Attend the memorial service "Walk Through". ____ Prepare to be appropriately attired for participation in the memorial service. ____ During the service be aware of the multiplicity of faiths present, participating with that in mind and yet being true to your own faith.

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TRAFFIC MANAGEMENT When a Line of Duty Death occurs there are numerous Traffic Management issues that immediately arise including the victim Officer being transported from the hospital to the Medical Examiner's Office, and then to the Funeral Home. When coupled with the emotion of the event, providing traffic management for the perhaps, thousands of people from all over the country likely to attend the funeral, the job may seem overwhelming. Each smaller event, inside the larger, combined into a plan, makes it manageable. Keep in mind that outside agencies will contact the victim Officer's agency to offer assistance. Their offers should be welcomed as there are few agencies that can provide the manpower necessary to manage traffic during a line of duty death event.

THE PLAN It is essential that a plan be developed that will provide clear direction to all involved. The plan should be divided into the critical elements that when properly organized will minimize confusion and maximize success.

These elements are ESCORTS, PARKING, and PROCESSIONS. Whether it is a Fire Fighter or Police Officer LODD this responsibility is best tasked to the Police Traffic Division of the victim's city or county. It is essential that the family representative of the Fallen Officer approve all elements of the plan prior to implementation. It may be wise to assign a separate individual to address each element of the plan or each separate venue. (See Appendix for sample Traffic plans) ESCORTS Motor escorts may be necessary for the safe, unimpeded travel of vehicles. Current motor escort protocol should be utilized.

Possible Motor escorts Escort to Medical Examiners Office from hospital (Family Vehicle Escort) Escort to Funeral Home Escort to Funeral / may be with procession Escort to Cemetery/may be with procession PARKING It may be necessary to develop multiple Parking Plans (one for each separate venue). It is essential that the vehicles be "grouped" to expedite the transition from parking to the Procession, and then back to parking. Groupings may include: Family, Victim Agency Members, VIP's, Outside Agencies, General Public. Parking plans will be entirely dependent upon the site. It is best to pre-site funeral and cemeteries and develop a parking plan even before a LODD occurs.

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TRAFFIC MANAGEMENT (cont’d.)

Pre-Funeral Procession Parking - The victim agency may elect to arrive at the funeral in a procession. A parking plan at a designated site should be utilized to ensure that the procession will flow smoothly from the parking location, into the procession, and then back to parking.

Funeral Parking - The parking plan at the funeral location is critical to the smooth transition into the procession. Vehicles should be grouped in a manner that will allow the procession to be "built" per the plan.

Cemetery Parking - The parking plan for the cemetery may be the most challenging as there is generally limited parking. Care must be taken to avoid gridlock that could extend several miles and cause lengthy delays. It will always be necessary to develop a site plan based upon prior visits to the cemetery. Each and every cemetery will present its own set of problems and challenges.

PROCESSIONS There may be several PROCESSIONS that occur following a line of duty death. These processions will be "built" from the parking lot(s) according to a predetermined order. The Overhead Planning Team should provide the order of the procession. A control point must be established for each vehicle group so the vehicles can be directed into the assigned place in the procession. Officers staffing these control points must be well versed on the "plan" so they can cooperatively "build" the procession.

Possible Processions Procession from the hospital to the Medical Examiner's Office Procession to the Funeral Home - Police and Family Procession from Funeral Home to Funeral location (if different) Procession from Funeral to Cemetery Route Plan In any Motor Escort scenario it is essential that the intended route be planned and reviewed prior to the event. Due to the large number of visitors from out of the area that will attend a LODD event, the route should be simplified and as direct as possible to the destination. If adequate staffing is available it may be possible to assign officers or volunteers to traffic control positions for the duration of the procession.

Suggested Order Police LODD Funeral Procession: (from Dallas, TX P.D.) The following individuals should be part of a small procession that precedes the main funeral procession: Funeral Operations Coordinator (ICS) Honor Guard Supervisor; Funeral Home flower vehicles; any ushers to be used at the graveside.

The funeral procession (usually from the funeral site to the cemetery) should be arranged in the following order:

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TRAFFIC MANAGEMENT (cont’d.)

Motorcycle Escorts Lead Police Vehicle Funeral Director Chaplain/Family Clergy Pallbearers/Honor Guard Funeral Coach Family limos Family Cars Police Vehicles Other vehicles Rear escorts Suggested Order Fire LODD Funeral Procession: (Order copied from Federation of Fire Chaplains manual with some additions) Lead Escort (may be police motorcycles) Fire Department pumper used as flower car Hearse or pumper used as caisson Funeral Director Chaplain/Family clergy Family vehicles Pall Bearers (if not riding on flower vehicle and caisson) Honorary Pall Bearers Honor Guard/Color Guard Fire Department Chief s Vehicle Other Fire Department Vehicles Police Department Vehicles City Officials Vehicles from Other Fire Departments Vehicles from Other Police Departments Family Friends and Private Vehicles Rear Escort (may be police personnel) Staffing Traffic management is very labor intensive. Possible sources of assistance are: Officers from outside agencies, Explorer and Boy Scouts, Fire Service employees, Volunteer groups.

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HOSPITALITY, BEFORE, DURING & AFTER Being hospitable means providing a comfortable environment to welcome family, employees, other agencies and the public to share in the tremendous loss and pain.

The person given this responsibility must be extremely organized, able to make decisions quickly and effectively. They must also be able to receive and give direction and prioritize by the minute. This person must be prepared to receive and answer all of the questions for employees of the agency and will also be a sounding board and information center for those who have failed to communicate with their spouses and significant others. This person must be known to be dependable and well liked by members of the department.

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HOSPITALITY – BEFORE, DURING & AFTER CHECKLISTS BEFORE THE MEMORIAL SERVICE Caring for your Employees ____ Attend all planning meetings. ____ Send memorandums to employees after each meeting updating them. They need to feel they are part of the planning even though they may not have a direct assignment. By keeping them updated you will have an opportunity to hear their input. ____ Provide a comfort or conversation area at each department location, if possible, and ask that chaplains be at each building location. It may be perceived a weakness to seek out a chaplain; however, if one is on hand, sharing might be easier. ____ Contact each employee prior to the service to determine (see: Communication Network below): • Are you and your spouse (family, significant other) okay?

• Do you want a chaplain to visit you?

• Are you planning to attend the service?

• Do you need childcare?

Taking care of the Family See also: Care of the Family/Personnel and Continued Care of the Family sections.

The family will want to provide a picture of what their expectations are regarding the memorial service. Will it be formal or informal? The family must feel they have been included in the decision-making process.

Welcome contact and participation from other agencies. Open your arms to people from other agencies. Provide a quiet place to greet them. Let them help. They want to. Provide the plan of action to them if they ask. Take care of them because they have a great deal to offer.

Greet the public. They have suffered a shock also. They will bring food, words of caring and help in any way they can. Their community is your community.

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HOSPITALITY – BEFORE, DURING & AFTER CHECKLISTS (cont’d.)

PLAN OF ACTION

Communication Log ____ Assign someone to be in charge of communication logs. One should be given to each person who will make phone calls and receive donations. MAKE A NOTE OF EVERY CONVERSATION! This will be the reference material to help you keep on track and it will also be your list of thank you notes to be written later. ____ Ask that logs be collected and start a clean sheet each day.

Donations Aside from the need for refreshments and supplies at the reception, it will be necessary to coordinate the receipt of sometimes volumes of food that are brought directly to agency locations. It is important that all employees are included in the receipt these donations. Food donations from the community are part of the healing process for your employees who are asked to continue serving while silently suffering. ____ Delegate one person to be in charge of asking volunteers to call spouses for food items to be brought to department locations. Some of your staff will be working around the clock. ____ Delegate someone to be in charge of making sure food is distributed to all work sites and that donations are made where items were sent and who brought them. Sometimes people bring food who won't tell you who they are. Just accept it and thank them verbally. ____ Ice chests may be needed. Take the opportunity to send food and drink with someone who is headed to other building locations. ____ Delegate someone to be in charge of obtaining what you need for the reception and ask them to delegate others: one person for food items, one for drinks and one for supplies.

Communication Network As an example, you may establish a Family Assistance Network. The purpose of that effort is to prepare families to quickly contact each other in case of an emergency. They sort personnel lists by zip code and then establish a contact person for every 10 or so employees. That contact person will be key to helping contact each department member in a short time before the memorial service. Each person should be asked to call ten others and relay the messages to them and asked to get back to the person in charge of Hospitality with the information he/she needs regarding baby-sitting, transportation, etc.

Other agencies may use their chain of command to network with employees.

In most cases Sergeants will be in charge of contacting the employees under their area of responsibility.

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HOSPITALITY – BEFORE, DURING & AFTER CHECKLISTS (cont’d.)

Scrapbook Delegate someone to be in charge of cards letters, poems, scraps of paper with words written on them, and poster-sized pages. DISPLAY THESE ITEMS before placing them in a scrapbook to be given to the family.

Baby-sitting If you are going to arrange this service for your employees, the details (location, time for opening and closing, etc.) must be determined and communicated as soon as possible. ____ Be sure to ask for the name, address and phone number of the contact person who will be giving you the key to the location. Ask where that person will be in case you need to contact him/her during the time your people are in the building in case of an emergency. ____ Make a list of all volunteer helpers including addresses and phone numbers. (You will need to send thank you notes to them.) ____ Prepare a log for parents to sign their children in and out. If there is a phone at this location, provide that number to the parents who are leaving their children. ____ Make provision to entertain, feed, diaper, and nap children as applicable.

DURING THE MEMORIAL SERVICE The family is the most important part of this day. You must honor the fallen officer AND his/her family. ____ Provide for your own employees and their families ____ Provide for other agencies. ____ Acknowledge the public. ____ Provide an area for the family at the memorial service location so they may be together prior to arriving at the reception.

AFTER THE MEMORIAL SERVICE ____ Allow your employees and their spouses to sit together.

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HOSPITALITY – BEFORE, DURING & AFTER CHECKLISTS (cont’d.) ____ Share your experiences with members of other agencies if they ask. They care and will learn from your experience. Offer your help to them. It will be part of your healing. ____ If a community member approaches you about your experience do not reject them. They care also.

Memorial Reception The reception location may be the most difficult to procure. This part of the memorial should be stress free for those in attendance and there should be room for people to mingle and visit freely.

Family needs should be considered and decisions must be made regarding what to serve. ____ Where will the reception be held? ____ What services will be provided at the location, if any? ____ Provide a location for people of special needs. ____ Provide a private location for the family so they may go there if needed. ____ Arrange for people to greet and direct those who attend the reception.(this may be done by cadets, etc.) ____ Sani-kans - Does your facility have enough restrooms for 3000 people? ____ What time can food and supply deliveries be made? Who is the contact person to greet them? ____ You will need flowers for serving tables. ____ You will need ice and coffee filters - pay attention to the small details. ____ You will need serving trays and containers. ____ Who will help with preparation prior to the memorial service and serving during the reception? Approximately 20 volunteers will be needed. You will be amazed at how quickly the punch, coffee and food will disappear and need to be replaced at each station. ____ What time do the volunteers arrive? ____ Where will volunteers park? Make sure they are able to arrive at your location without dealing with roadblocks.

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HOSPITALITY – BEFORE, DURING & AFTER CHECKLISTS (cont’d.) ____ Who is on clean-up committee? Do not underestimate the size of this committee. At least 20 people will be needed. ____ You will need several vehicles to transport the leftovers, tables and supplies you have brought to your location. ____ What happens to the mountain of garbage? Don't forget to bring the garbage bags. Don't skimp on quality. ____ What are you going to do with the leftover food and beverages? You might consider donating leftover cake to the missions and/or local clergy. You must have plastic wrap and bags (for cookies) on hand. ____ What are you going to do with the leftover plastic wear and paper products? ____ Will you attend the service? Arrange for your own transportation. ____ Will any of your supplies be donated? i.e. Starbucks coffee, Safeway cookies, McDonalds Punch, and local bakeries sheet cakes.

Thank You Thank each and every business and person who helped you in any way. Thank every single volunteer. Businesses may donate money, food, supplies and their employees' time. Someone will be missed but you need to feel you did your best to thank every single person.

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MEDIA RELATIONS DURING MEMORIAL Before, during, and immediately after the memorial service for an emergency service provider, the demand for in depth and accurate information will be great. Similar to the time of the actual LODD, Public Information Officers (PIO) will continue to be bombarded by all forms of media: television, print and radio. The phone will ring off the hook and pagers will not stop beeping.

How do you survive this challenging time? THE PLAN YOU ESTABLISHED AT THE TIME OF THE LODD MUST ALSO CARRY YOU THROUGH THIS TIME AS WELL. The following checklist is not intended to be exhaustive, but rather instruct one on how to perform PIO responsibilities. These checklists provide a guide to thinking about specific areas that need to be addressed at the time of and immediately following a LODD memorial service.

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MEDIA RELATIONS DURING MEMORIAL CHECKLIST MEMORIAL SERVICE ____ This will be a major media and community event so you will have to include the media in your plans. ____ Talk with an assignment editor from one of the local TV stations and let them know that you want to use a "pool camera" at the memorial service and burial sight. They will take care of setting it up. ____ Repeat the same steps for the newspaper. Use your local newspaper for the pool as you will need to work with them again in the future. ____ Stay in touch with the family so they understand why the media is involved. Tape memorial service and days events for family. (media may do this for you)

POST MEMORIAL SERVICE ____ Media will continue to show interest for several days. Be prepared for press to start looking for what the officer or department did wrong.

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CONTINUED CARE OF THE FAMILY Far too many family survivors are abandoned by their department family the moment the LODD funeral is completed. The family's loss is tremendous. The agency is enduring a tremendous loss, also. The loss of the officer to a LODD is a strong reminder to each officer in the department of their own vulnerability. Mistakenly, many departments believe that emergency services survivors are better prepared for their losses than civilian survivors. No one is ever prepared to loose a loved one in death. Long-term support is needed for both the surviving family members, and the department. The family must not be forgotten by their department.

They have already lost their officer. They do not need to add another area to grieve-the loss of their department family. Take your cue from the family. The surviving family's need for support must be continued for as long as the family feels the need for support.

An important thing to remember is that you can only continue to be involved in the family's lives if there is a willingness on their part. Do not make that decision on your own but rather take your cues from the family. They had no choice in the loss of their officer but they can choose to and probably will want to remain close to the department or some aspect of it for an indefinite period of time. If relationships are good and communication kept open, they will always feel a tie to the department. Here are some key ways the department can show care that are simple but mean a lot to the family: REMEMBER THE FIRST ANNIVERSARY OF THE OFFICER'S DEATH: A card and flowers are appropriate at this time. Also a phone call or visit from someone they are close to is an option.

CONTINUE TO REMEMBER: A card every anniversary would be appropriate and require very little effort to provide comfort and convey that you care to the family.

INVITE THE FAMILY YEARLY TO THE LOCAL MEMORIAL SERVICE THAT AFFECTS THEM: Some may choose not to go but others would not miss it as long as they are able to attend. It would be nice to provide a special section for the surviving to sit together. This again is a small effort on the part of the department to convey continued support.

CONTINUE TO INVITE THEM TO DEPARTMENT/UNION OR GUILD ACTIVITIES: If they were active in these before their officer’s death then there is likelihood they will want to continue these activities for some time. If they do not attend, do not take that as rejection. It may be hard for them to attend or not in their comfort level. The family's involvement will probably reflect the involvement the fallen officer had.

REMEMBER THE CHILDREN: Children take a lifetime to grieve and reconcile the loss of their parent and it comes in developmental stages. For example, young children enjoy rides in police cars, fire trucks, sitting on motorcycles, and hugs and more hugs from their parent's friends. An older child may need to read reports and media coverage and even talk to the officers involved in the incident. A young adult may want to do a ride along with their parent's agency. Be sensitive and ready to respond to such requests.

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CONTINUED CARE OF THE FAMILY (cont’d.)

REMEMBER THE FAMILY DURING FUTURE LODD IN THEIR OFFICER'S DEPARTMENT: This event will surface memories. They may offer to be of assistance. If this is the case find something for them to do. They can be a real encouragement to the department and the fallen officer’s family. Also providing an escort to the funeral and activities of the day is very helpful and shows respect once again for their loss.

WHAT TO SAY, WHAT NOT TO SAY Too often, we do not know what to say to someone who is hurting, and so we say nothing at all.

It is better to speak with the grieving family member, than to pretend the loss does not exist.

Examples of what to say, and what not to say, to a grieving person: 1. What not to say: A. DISEMPOWERING STATEMENTS: These types of comments take control away from the survivor. "You do not need to know that." "What you don't know won't hurt you. “ B. DISCOUNTING STATEMENTS: These comments tell the survivor, "I am not comfortable with how you feel, and I need to make it better, so I can feel better."

Do not say, "I know how you feel." "Go on with your life." "He didn't know what hit him."

C. GOD CLICHES: "It is God's will." "It is a blessing. "God needed him more than you did.”

2.

What to say: A. There is comfort in words such as: "I feel fortunate to have known______. My heart goes out to you. I feel privileged to have counted______ as a friend. I will always remember and I feel very fortunate to have known him I wish there was something I could do or say to comfort you. Officer_______ will always remain very much alive in the memories of those who loved, respected, and treasured him."

B. Mention the deceased by name, as well as the specific event.

C. Do not encourage the grieving person to get rid of the deceased belongings.

D. Share your happy memories. The more specific they are, the more meaningful.

E. Don't be afraid to express your own sense of loss.

F. Don't worry about making the grieving person cry. They are already crying from the loss. The tears are not from what you say, but are from the pain they already feel. They need to hear their loved one acknowledged. You make them feel better, because they know you have not forgotten.

G. A simple "I don't know what to say. I am so sorry.” is enough to let the survivor know you have not forgotten.

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CONTINUED CARE OF THE FAMILY CHECKLIST ____ Provide an escort to the funeral. ____ Arrange for routine residence checks by police patrol officers of the surviving family's home for at least 6-8 weeks following the funeral. This service is necessary because insurance settlements are passing through the home. The survivors are likely to be spending much time away from home dealing with legal matters. Feelings of vulnerability are high. ____ Invite family to yearly memorial services and provide seating for them as a collective group that includes families from surrounding areas. ____ Remember the children. ____ Contact families of fallen officers to inform them of another LODD in their department in a timely fashion. ____ Assign a representative within the department to call and check up on the family. This should be someone the family trusts, and represents the department. (It may be the continuation of the role of the Family Liaison officer.) ____ A telephone call should be attempted at least once a month, for the first year after the death.) ____ Birth dates, the wedding anniversary date, holidays, should be acknowledged by the department during the first year after the death. Increased contact and additional support is important at these times.) ____ Include the family in department social gatherings-picnics, Christmas parties, etc.) ____ Be sure to acknowledge the first anniversary of the death.) Examples: Send flowers to the spouse (significant other) and the parents.

Make a telephone call to the family acknowledging the date.

Arrange for an informal gathering at the gravesite. Be sure to let other department personnel know of the plans. Acknowledging the anniversary of the death is important for the healing of personnel too.

The Chief of Police/Fire should observe the anniversary of the death with a short note to the family-spouse/significant other and parents. ____ After the first anniversary, a minimum of a card should be sent to the family on the anniversary of the officer's death. The family needs to know the department has not forgotten their loved one. ____ Continue care and contact with the family until they sever it.

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CONTINUED CARE OF THE PERSONNEL A Line of duty Death impacts the entire department and its personnel. Unless someone is officially assigned to the continued care of the personnel there is a rush to return to normal police activities and or assignments. The crucial follow-up time is usually from with-in two weeks after the incident, through the trial and up to at least one year after the incident. The time frame is not the most important element. The follow-up activity during the days and months after a LODD is most important.

Continued care of the personnel includes watching for those going through some form of Post Traumatic Stress or Secondary Trauma Stress in the weeks and months that follow a LODD. This period of time includes the trial phase of any LODD as well. Care givers should support the personnel during this time until closure occurs – and this may not occur for a year and in some cases even longer.

Continued care and follow-up is important during this time since many personnel will reevaluate their jobs to determine if the cost is too high to be in fire or police service. Others will show other symptoms associated with Post Traumatic Stress Disorder (PTSD). It is important to have a positive department response because the cost of losing personnel is higher than the cost of caring for the personnel. Even though the cost is considered in monetary terms, the real cost is in people. The motivation should be for people not dollars saved.

At this point in the LODD the department will probably have offered at least one Critical Incident Stress Debriefing. Further debriefings at critical times, i.e. trial time, may be called for.

A word of caution: Do not to be too aggressive in looking for someone to help. Rather, make it part of the education of personnel with the understanding that the department cares for their own.

This continued care should not be viewed as weakness if the individual is struggling with something related to the incident. Chaplains, Mental Health persons, someone within the department, or a peer could be helpful here.

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CONTINUED CARE OF THE PERSONNEL CHECKLIST ____ Contact every officer and other personnel in your agency, Especially those most closely related to the incident or those closest to the officer. ____ Be available for ride alongs and other occasions for meeting with the personnel. Meet the officer for coffee or lunch before or after shift. Keep it low profile. ____ Send a card being careful to make it simply a caring card and not a sympathy card.

Officers don’t want sympathy. ____ Go to the trial and let the officer see you there before and after their testimony. ____ Be available. ____ Give updates on the family. ____ Inform the personnel as to any service in the community for police officers. ____ Give hand out's with information that deals with the aftermath of a Line of Duty Death.

Also any other continued care information, i.e. your department EAP programs. ____ Ask people any question that will facilitate conversation about how well they may be processing the incident. Ask questions that require more than a “Yes” or “No’ answer or questions that require the respondent to give more than the usual, pat answer. (i.e. “How are you doing?” “Just fine.”) ____ Hand out your card with an after-hours number on it where you can be contacted. ____ Hand out a laminated plastic card, billfold size, with people closely related to or associated with your care team. Chaplain, other officers, EAP people, departmental psychologists, C.I.S.M people, peer defusing people. ____ Do another follow-up call as close to the anniversary date as possible simply to say, "I was thinking about you". ____ Maintain strict confidentiality.

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SPECIAL PLANS AND CONSIDERATIONS DURING THE TRIAL If a line of duty death results in a trial, special plans must be made and special consideration given to members of the surviving family and the department members.

Trials, often months or even years after the death of the officer, bring back memories of day of the loss and renew the psychological trauma of that day. Trials, lasting weeks and even months, provide a special opportunity for a department "to care for their own". Not to support the family and department members prior to and during the trial exacerbates the feelings of loneliness and abandonment. On the other hand, to properly support, increases feelings of belonging, security, order and control over the often brutally frank and uncertain proceedings of the courtroom.

Prior to the trial the family and department must be kept advised and must be educated as to the coming proceedings. During the trial the families’, and department’s physical, emotional and spiritual needs must be met on a daily basis because they will be "assaulted" physically, emotionally and spiritually by those same proceedings.

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SPECIAL PLANS & CONSIDERATIONS DURING THE TRIAL CHECKLIST ____ As soon as a suspect in the death of the officer is identified the family should be linked with the local Prosecutor's office Victim Witness Assistance staff. They should provide adequate updates regarding trial proceedings. ____ Fully brief the family prior to the trial as to the proceedings and details of the death not heretofore known to them. All details will come out in the trial. Knowledge of each of the days proceedings will help the family know what parts of the trial they may or may not want to attend. The family should be surprised by nothing. ____ Establish a hospitality room for the family, prosecution witnesses and department members. It should be in the same building where the trial is to be held but secure from the general public; media and the suspects family and friends. ____ Provide for a host/hostess to be present in the hospitality room to serve provided refreshments and meet the needs of the family. ____ Appoint an official escort for the family members. This may be an extension of the Family Liaison Officers duties. ____ Provide a daily update for the department via e-mail or official postings. ____ Provide closed circuit television access for special times during the trial such as opening statements, closing arguments or the verdict. ____ Provide for the attendance of the Department Chaplain at as much of the trial as is practical. He/she will be the consistent, visible family and Department support person. ____ Provide for individual counsel or group debriefings for department members following the trial.

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NATIONAL MEMORIALS AND SPECIAL OCCASIONS Even though the loss of the officer is abrupt and final, the family's ability to let go is not. This is a long, gradual process and each family has its own timetable of the grieving process.

Memorials and special events focusing on the officer’s death are a vital part of this process.

They allow the family to let go in small intervals and provide something tangible that honors their fallen officer. They also continue the family's link to the Fire or Police agency that is a source of great comfort. These events and the continued department involvement allow the family to reconcile their officer's death and gradually let go and be able to continue a very healthy relationship with their fallen officer’s department. Often times they can be of service to department in future incidents. Among the memorials and special events are the following: THE NATIONAL FALLEN FIREFIGHTERS FOUNDATION (Text adapted from “You Are Not Alone”, a brochure of TNFFF) The National Fallen Firefighters Foundation is a non-profit organization dedicated to honoring firefighters who die in the line of duty and to assisting their survivors. Among other things they offer the following: SURVIVOR SUPPORT NETWORK The Network is a group of experienced fire service survivors who can lend emotional support to other survivors in the difficult months after a death. The Foundation matches survivors with similar experiences and circumstances.

NEWSLETTER AND PUBLICATIONS The Foundation produces a quarterly newsletter for fire service survivors. highlights resources and special survivor issues.

The newsletter

NATIONAL MEMORIAL WEEKEND Each October is the National Fallen Firefighters Memorial Weekend. The weekend is dedicated to the remembrance of firefighters who died in the line of duty the previous year. The activities take place on the grounds of the National Fire Academy campus in Emmitsburg, Maryland.

Saturday is Family Day. Through a variety of activities, survivors share experiences, make lasting friendships and share together a candlelight ceremony at dusk.

Sunday of Memorial Weekend begins with a private family service in the historic National Fallen Firefighters Memorial Chapel.

SCHOLARSHIPS The Foundation’s scholarship program can help spouses and children with educational and job training costs. This program fills in when state educational benefits aren’t available.

REMEMBERANCE PROGRAM The anniversary date of the death of a loved one is remembered by the Foundation. Survivors receive rememberance of their firefighters death, reminding them that others remember too.

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NATIONAL MEMORIAL AND SPECIAL OCCASIONS (cont’d.)

WEBSITE Survivors can visit www.firehero.org to find up-to-date information on wide range of support programs.

FOR INFORMATION For information you may contact: National Fallen Firefighters Foundation P.O. Drawer 498 Emmitsburg, MD 21727 301-447-1365 www.firehero.org or e-mail, firehero@erols.com 301-447-1645 fax NATIONAL POLICE WEEK National Police Week is sponsored by Concerns Of Police Survivors (COPS). This occurs around May 15th, National P Officer Memorial Day. At this time fatten officers from the previous year are honored. There are many activities and -opportunities offered during this week. A brief description of each activity offered follows: CANDLE LIGHTING CEREMONY: This occurs the first night preceding the week's events. It takes place at the National Law Enforcement Memorial in Washington, DC and is sponsored by the National Law Enforcement Officers Memorial Fund. This is and emotional time. It involves guest speakers, candle lighting, roll call of the fallen officers by states, presenting of the wreath and time to visit the memorial.

MEMORIAL DAY SERVICE: This is celebrated on May 15 and the service takes place at 12pm on the Capital grounds. The President of the United States is often the guest speaker. A nationally known recording artist provides music. The service ends with roll call of the fallen officers and placement of a flower in the wreath by a family member who is escorted by an officer from their department. This ceremony is sponsored by the Grand Lodge Fraternal Order of Police and its Auxiliary.

BREAK OUT SESSIONS: COPS sponsors two-day grief seminars for family survivors and coworkers. This encompasses spouses, siblings, parents, and coworkers involved in and or deeply affected by the death. Survivors are given the opportunity to meet with others the have experienced like deaths. Other topics like managing finances, single parenting and dating are offered.

COPS KIDS POLICE WEEK ACTIVITIES: This is available for children ages 5 - 18. Age appropriate fun and social activities are planned. Evaluation and counseling services are provided.

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NATIONAL MEMORIAL AND SPECIAL OCCASIONS (cont’d.)

NATIONAL POLICE WEEK (cont’d.)

PICNIC IN THE PARK: This is held the last evening of the seminar. A barbecue dinner and entertainment is provided. This is the culmination of Police Week giving survivors a time to unwind and spend time with new friends.

NATIONAL POLICE WEEK CHECKLIST (May be adapted for Fire activities) ____ Contact-family in February. Encourage them to go to the seminar. Start arrangements. ____ Send an officer as an escort, one the family chooses --Assist with finances. ____ Make travel arrangements as a group if possible; police and family. COPS will assist in transportation from a designated -airport to the host hotels for the seminar. ____ Send officers back that were involved in the incident that wish to go. ____ Send Honor Guard if applicable to participate in the memorial cermonies ____ Assist with children if needed during travel and the activities. ____ If the family chooses not to go, send a department representative close to the fallen officer or one that the family selects. ____ Consider sending an officer yearly for continuous training.

OTHER COPS ACTIVITIES Outside of Police Week, COPS sponsors other activities that might be beneficial to the family.

They are optional and not necessarily the responsibility of the department to finance although the department may be asked to help find funds if assistance is needed. A summary of these activities follows: COPS KIDS GRIEF CAMPS: It is designed for spouses and children. It is a mixture of fun activities and counseling sessions. It also includes group sessions.

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NATIONAL MEMORIAL AND SPECIAL OCCASIONS (cont’d.)

OTHER COPS ACTIVITIES (cont’d.)

OUTWARD BOUND: This is for teens and takes place in a wilderness setting in Colorado. It is specifically for teens of fallen officers. This teaches them trust and dependence on others and helps them find success.

PARENT’S RETREAT: This is usually held in July and is designated for parents of the fall officer. It is a social activity that provides healing and bonding with other parents.

SPOUSE’S RETREAT: This is a social activity designed for the spouses as time away from their children. This again is a time of bonding and gaining new friends.

OTHER COPS ACTIVITIES CHECKLIST ____ Be aware of these activities. ____ Encourage the family to go to these events if applicable. ____ Be sensitive to financial needs ____ If the family asks for assistance, please respond. Although this is not thought of as a department responsibility, sometimes the department may have funds that could be used here. If the department is unable to help, suggest and assist on finding other support.

Always respond efficiently and with kindness, especially if the department is unable to help.

OTHER AWARDS AND CEREMONIES There will be other awards presented to the family during those first few years proceeding the officer's death. These are equally important as National Police Week as to the amount of attention and care the department demonstrates to the family. A list of some of these ceremonies and possible ceremonies follows.

MEDAL OF HONOR: This will be presented in May the following year of the officer's death.

All the fallen officers in Washington are recognized at this ceremony along with awards for outstanding/courageous acts by living officers. A Medal Of Honor is presented to the family by the Governor at the Capital. Other states may similarly honor fallen Police or Fire Officers.

DEPARTMENT OR COUNTY ANNUAL MEMORIAL SERVICE: These are also held in May and are worked around the schedule of National Police Week. This ceremony is to remember all

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NATIONAL MEMORIAL AND SPECIAL OCCASIONS (cont’d.)

OTHER AWARDS AND CEREMONIES (cont’d.) the fallen officers in the history of the police departments represented. It is a time of reflection for the family and a show of continued support from their department.

DEDICATION TO THE OFFICER: Often something tangible is memorialized in the name of the fallen officer. In Washington State this has included parks, play fields, benches, buildings, and streets.

ONE TIME MEMORIALS: These will vary and are sporadic. As an example: In the 80's a rose garden was dedicated at the Police Academy in Burien. A plaque and memorial to Pierce County fallen officers was dedicated at the County City Building in Tacoma.

AWARDS SPECIFICALLY TO THE OFFICER: Fallen officers often receive awards posthumously that are specific to the department or to their contribution as an officer. Some officers have military involvement and will be honored in that respect.

OTHER AWARDS AND CEREMONIES CHECK LIST ____ Always send an officer escort for the family and be well represented as a department. ____ Help with transportation and hotel arrangements if applicable. ____ Post memorial activities in the department so fellow officers may be involved if they choose. ____ Assist with children and any other special needs that the family might have. ____ If the department is not directly involved, ie., an outside support organization is dedicating a memorial to the officer, please acknowledge this and show department support.

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Law Enforcement Funeral Protocol SIMI VALLEY POLICE DEPARTMENT

Law Enforcement

Funeral Protocol

For the Sheriff’s Department and all interested agencies within Ventura County, California January 28, 2004

CASUALTY ASSISTANCE PLAN This guide is the product of a joint effort of the

BADGE OF HONOR MEMORIAL FOUNDATION AND THE FLORIAN FOUNDATION

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TABLE OF CONTENTS I.

PURPOSE ...........................................................................................................1

II. POLICY ...............................................................................................................1 III. AGENCY STAFF ROLES ....................................................................................1 A. Casualty Assistance Coordinator ..................................................................1 B. Notification Officer .........................................................................................2 C. Hospital Liaison Officer ..................................................................................2 D. Family Assistance Coordinator .......................................................................2 E. Communications Officer .................................................................................2 F. Public Information Officer ...............................................................................2 G. Resource Team .............................................................................................2 H. Traffic Commander..........................................................................................2 I. Family Advocate Officer ..................................................................................2 J. Honor Guard Commander...............................................................................2 K. Honor Guard Coordinator ...............................................................................2 L. Peer Support Team.........................................................................................2 IV. LINE OF DUTY DEATH PROCEDURES .............................................................3 A. Timeliness ......................................................................................................3 B. Senior Agency Representation .......................................................................3 C. Accurate Communications .............................................................................3 D. Department Notification ..................................................................................3 E. Family Notification ..........................................................................................3 F. Notification Process ........................................................................................3 G. Transportation of an Injured/Deceased Officer’s Children from School to Their Home or the Hospital ............................................................5 H. Hospital Liaison Officer Functions ..................................................................6 I. Family Assistance ............................................................................................7 J. Communications .............................................................................................9 K. Public Information Officer (PIO) Coordination .............................................. 10 L. Funeral Arrangements .................................................................................. 10 M. Resource Team ............................................................................................ 13 N. Lodging and Travel........................................................................................ 14 O Traffic Control Services ................................................................................. 14 P. Available Casualty Benefits .......................................................................... 16 Q. Long-Term Family Assistance ...................................................................... 17 R. Peer Support Team ...................................................................................... 18 V. PROCEDURES FOR DEATH FROM SICKNESS AND ON-DUTY SERIOUS INJURIES (Sworn & Civilian) ............................................................................ 18 A. Responsibility of Casualty Assistance Coordinator ....................................... 18 B. Level of Support Guidelines ......................................................................... 18 C. Department Notification ................................................................................ 19 D. Family Notification ......................................................................................... 19 E. Hospital Assistance ....................................................................................... 19 F. Family Assistance .......................................................................................... 19 G. Communications ........................................................................................... 19 H. Coordinating Benefits .................................................................................... 19 ii VI. SPECIAL CIRCUMSTANCES……………………………………………………….19

A. The Will to Live ............................................................................................. 19 B. Considerations in the Event of an Officer Death by Suicide ......................... 19 VII. FUNERALS—POLICY AND ETIQUETTE ........................................................ 20 A . Active Officer Non-Duty Related Death & Retired Officer Within the Metropolitan Area ........................................................................ 20 B. Non-Jurisdictional Officers Killed in the Line of Duty in the Local Jurisdiction .......................................................................................... 21 C. Non-Jurisdictional Officers Killed Outside Area But Within One Day’s Drive ........................................................................................... 21 D. Attendance Protocol for a Law Enforcement Officer’s Funeral ..................... 22 VIII. APPENDICES A. KEY MATTERS REGARDING DEATH NOTIFICATIONS .......................... A-1 B. HOSPITAL LIAISON OFFICER CHECK LIST ............................................ B-1 C. STANDARD OPERATING PROCEDURES FOR AGENCY HONOR GUARD ...................................................................................................... C-1 D. CASUALTY ASSISTANCE: ASSIGNMENTS WORKSHEET ..................... D-1 E. CASUALTY ASSISTANCE: 24-HOUR LINE-OF-DUTY DEATH CHECKLIST .................................................................................. E-1 F. BENEFITS FLOW CHARTS & WORKSHEET ............................................ F-1 G. DEATH RESPONSES/FUNERAL RESPONSE TEAMS ............................ G-1

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Foreword This Casualty Assistance Guide was created as the result of a joint effort of the Badge of Honor Memorial Foundation (www.bohmf.org) and The Florian Foundation (www.florianfoundation.net).

More specifically we acknowledge the contributions of the Peer Support Team, Fairfax County (VA) Police Department, Reserve Officer Sandie Doptis, Washington, D.C. Metropolitan Police Department and Sergeant Jack Gaffigan (ret.), St Louis Metropolitan Police Department. Officer Doptis and Sergeant Gaffigan Co-chair the Education Committee of the Badge of Honor Memorial Foundation.

The Foundation would also like to acknowledge the assistance offered by Mary Van Haute of the Wisconsin Law Enforcement Death Response Team and Hope D. Janke, Counsel to the Director, Bureau of Justice Assistance, U.S. Department of Justice.

The Badge of Honor Memorial Foundation humbly dedicates this work to the men and women of the law enforcement community who have made the ultimate sacrifice and have died in the line of duty.

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CASUALTY ASSISTANCE GUIDE I. PURPOSE. This guide is intended to provide a written, operational framework for casualty assistance in the event of serious injury or death of an Agency employee or volunteer. The Agency’s response to a casualty will of necessity be based on the circumstances of the incident and require review on a case-by-case basis. This document begins with guidelines to address line-of-duty death incidents and other operational protocols in event of on-duty serious injury or other death related events. This guide may be used in whole or in part at the discretion of the Chief of Police or his appointed designee. It may also be useful in cases of non-duty related deaths of incumbent or retired employees.

This guide provides the framework for a casualty plan that can be adopted by any department, large or small. Smaller departments may wish to identify those areas where they will need assistance in manning the function; i.e., traffic control, honor guard etc. Once the functions are identified, discussions with larger departments and the creation of memoranda of understanding (MOUs) should be initiated.

The adoption and support of a statewide line of duty death response team through the state association of chiefs of police will be useful in providing smaller departments with the resources that they may be lacking. For additional information, refer to Appendix G at the end of this report.

II. POLICY. The Department’s role is to provide all necessary support and emotional care for the affected employee’s family during and after the traumatic period. Core responsibilities include:

A. Notifying the Family of the Casualty B. Assisting the Family: 1. at the hospital 2. with funeral and burial arrangements 3. with legal and benefit matters 4. during criminal proceedings C. Providing long-term support and keeping apprised of family needs.

III. AGENCY STAFF ROLES A. Casualty Assistance Coordinator—Commander of the Administrative Support Bureau serves as the Casualty Assistance Coordinator in the event of a line-of-duty death. The Personnel Resources Division Commander will serve as the Assistant Casualty Assistance Coordinator on all events and will serve as the Commander in the absence of the Administrative Support Bureau Commander.

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B. Notification Officer—The Ranking Officer who is immediately available. During business hours, the Notification Officer will normally be the Chief of Police or designee.

During non-business hours, the Notification Officer will be the Staff Duty Officer or designee.

C. Hospital Liaison Officer—A Squad Supervisor, designated by the Notification Officer, will act as the Hospital Liaison Officer until relieved by a Peer Support Supervisor.

D. Family Assistance Coordinator—A specially trained Command Staff level Officer shall serve as the Family Assistance Coordinator. This officer shall be available to the family and the station/division commander on a 24-hour basis throughout the traumatic period. Additionally, the Family Assistance Coordinator will coordinate benefits in conjunction with the Casualty Assistance Coordinator. If applicable, the Family Assistance Coordinator will respond to the hospital to make contact with the family and assist the Hospital Liaison Officer.

E. Communications Officer—The Director of Communications or designee shall serve as the Communications Officer.

F. Public Information Officer—The Director of the Public Information Office or designee will be assigned to the incident to manage media related issues.

G. Resource Team —The Casualty Assistance Coordinator will utilize Peer Support team members to provide assistance as needed or when requested.

H. Traffic Commander—The Commander of the Traffic Division or designee shall serve as the Traffic Commander.

I. Family Advocate Officer—An officer designated by the affected employee’s Station/Division Commander. The Family Advocate Officer will assure communications with the family after the funeral are sustained long-term.

J. Honor Guard Commander—The Assistant Commander of the Traffic Division or designee.

K. Honor Guard Coordinator—The first line supervisor of the Honor Guard Team.

The Honor Guard Coordinator coordinates all Honor Guard activities for a funeral and works closely with all personnel coordinating resources.

L. Peer Support Team—Police Department personnel who serve to provide information, education and support to Department personnel affected by traumatic incidents.

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IV. LINE-OF-DUTY DEATH PROCEDURES. A death notification contains three key elements: (a) timeliness, (b) proper agency representation, and (c) accurate information concerning the incident. The challenge is to provide a proper mix of these three elements promptly and briefly by the ranking police official who has current and correct information.

A. Timeliness is the most important of the three elements. It is vital for the family to receive an official, IN PERSON death notification before hearing of the death from the news media, concerned police officers or other sources.

B. Senior Agency Representation. The Police Department’s goal is to make a death notification with the highest-ranking police official who is IMMEDIATELY available.

When available, this will be the Chief of Police. If the Chief of Police is unavailable, the Staff Duty Officer will coordinate the notification.

C. Accurate Communications. Obtaining current and correct information before meeting with the family is essential in conducting a death notification. The family deserves to have their questions answered with as much detail as they desire. Usually, complete information will not be available immediately after a death. If asked a question for which you have no answer, explain that you do not have that information, but you will find out as soon as possible. It is not the Police Department’s role to screen information concerning the death.

D. Department Notification. The Chief of Police shall immediately be apprised by the Staff Duty Officer or the Station/Division Commander of the death of any Department employee. This will be followed up with a notification to the Administrative Support Bureau Commander, or the Commander of the Personnel Resources Division if the Bureau Commander is not available.

E. Family Notification. The Notification Officer’s initial responsibilities are to: 1. Notify the family of the death.

2. Designate the Hospital Liaison Officer.

3. Make arrangements to transport the family to the hospital.

4. Notify the Hospital Liaison Officer when the family is enroute to the hospital.

5. Inform the Public Information Officer when all immediate family members have been notified.

F. Notification Process 1. Death Notifications. A death notification is an emotionally demanding event that requires flexibility and preparation of the Notification Officer. Each death notification involves unexpected situations and events for which the Notification Officer must be prepared; therefore, the Notification Officer should ALWAYS assemble a notification team (two or more people) to assist in the notification. This team may consist of a Chaplain, a Peer Support Team member, a close friend of the family, Mobile Crisis, or any appropriate individual(s). Remember, timeliness is the key. Team members must be immediately available to assist during the notification.

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a. Preparations. To prepare for a notification, you must obtain current information on the event, assemble the notification team and select a Hospital Liaison Officer.

Determine who will be the primary speaker and what roles the other members of the team will perform. If possible, verify the name and address of the (current) spouse, children and parents before arrival at the family’s home. Try to determine if there are any family medical requirements for which you need to be prepared. It may be judicious to have a medic unit pre-staged near the family’s home. Before delivering the notification of death rehearse what will be said; expect the unexpected. b. Meeting the family or survivors. Upon arrival at the family’s home, identify yourself, verify with whom you are speaking and ask to come into the home. Do not make a death notification in the doorway of the home. Ask if anyone else is in the home and request that everyone gathers together, including the children. c. Delivery of the Notification. When addressing the survivors, sit reasonably close and speak directly to them. Be willing to make gentle, comforting, physical contact, unless their responses indicate that they prefer otherwise. Speak slowly and coordinate your statements with their emotional responses. This will allow them to control the flow of the conversation and prepare them as you proceed together. A useful tool to use for the notification is The Sequential Notification Technique [Leash, R. Moroni ―Death Notification: A Practical Guide to the Process, p.52, copyright 1994], the steps of which are discussed in the followed subparagraphs: (1) Begin by asking the family member(s) what they already know about the situation.

(2) Bridging from what they know, give a brief description of additional events that led up to the employee’s arrival at the hospital or the scene of the death.

If they know nothing of the event, start from the beginning.

(3) Give information regarding the resuscitative efforts made on behalf of the employee.

(4) Conclude with the employee’s response to the treatment, the statement of death, and a brief explanation of the cause of death.

2. Example Dialogue of Death Notification: Police: ―Hello, Mary. I am Lt Smith and this is MPO Miller. We are [NAME OF JURISDICTION] Police Officers. I want to talk to you about your husband, John. Please, have a seat. Is anyone else home right now?‖ Spouse: ―No, but my daughter will be home from school any time now.‖ Police : ―OK. Do you have any idea why we are here?‖

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Spouse: ―No, no one has told me anything! Please, tell me what’s wrong!‖ Police: ―Well, today John was directing traffic at Route 555 and Rose Street. It appears a driver did not see John in the intersection and a passing motorist struck John. The motorist stopped to help your husband.‖ (Pause) Spouse: ―How badly is John hurt?‖ Police: ―John received injuries that are very hard to survive. Medic units were called immediately and a short time later John was flown to [NAME OF HOSPITAL] Hospital in our police helicopter. When John arrived at the hospital, the emergency medical staff attended to John’s injuries immediately, but unfortunately, the injuries were too severe to survive. John died at the hospital. He had received severe internal injuries and he died at about 3:15.‖ (Pause) Police: ―I know this is very difficult for you. There was just no way he could have survived. I am very sorry for your loss.‖ 3. Additional Guidelines Regarding the Notification. The notification process should not attempt to shield the family from what they need to know. The family should not be left with a false sense of hope. If the officer has died, use words such as ―died‖ and ―dead.‖ Do not use phrases such as ―passed away‖ or ―gone away.‖ a. Family Notifications/Reactions. The Notification Officer should make every attempt to obtain the names of other immediate family members and offer assistance in notifying them. The family’s reactions may include hysteria, anger, fainting, physical violence or shock. b. Family Transport to Hospital. It is the Notification Officer’s responsibility to get the family to the hospital safely. It is highly recommended that family members DO NOT drive themselves to the hospital. If the family insists on driving, the Notification Officer should ensure a member of the Notification Team accompanies them in the family car. c. Communications. Because the news media monitors our radio frequencies, the Notification Officer shall notify by telephone the Hospital Liaison Officer that the family is en route to the hospital. After the immediate family members have been notified, the Notification Officer should inform the Public Information Officer so that a news release may be made.

G. Transportation of an Injured/Deceased Officer’s Children from School to Their Home or the Hospital. When an officer is injured or killed, the Police Department should provide transportation not only for the spouse, but also for all the family’s children who may be in school. If the injured/deceased officer’s spouse is available, the spouse should contact the school and inform the school that a police officer is coming to the school to pickup the child. If the spouse is not available, the Notification Officer, or his designee, should call the school, explain the situation and

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inform the school a police officer is coming to the school to pickup the children. If possible, the spouse/Notification Officer should talk directly with the school principal.

Notification should also be made to the School Liaison Commander for additional coordination.

H. Hospital Liaison Officer Functions.

1. The Hospital Liaison Officer’s responsibilities are: a. Coordinate the arrival and arrange for reserved areas for the family, officials, media and others. b. Ensure the family waiting room contains a telephone capable of making outside calls. c. Act as liaison with the hospital staff to include security personnel. d. Meet the Notification Officer and the family members upon their arrival at the hospital. e. Ensure the family receives prompt medical information. f. Ensure family needs are met while at the hospital. g. Assist hospital staff with maintaining the hospital’s efficiency when numerous police officers arrive to grieve or show support for the family.

2. Further Guidelines For Use At The Hospital a. Arrival Scenario. A patrol officer will usually accompany the injured/deceased officer to the hospital and they will arrive ahead of the Hospital Liaison Officer in most situations. The hospital staff will quickly become aware of the situation and start looking for a Police Department representative (the Hospital Liaison Officer).

It is the Hospital Liaison Officer’s responsibility to make liaison with these hospital representatives. The Hospital Liaison Officer can expect to be assigned this position for several hours until relieved by a Peer Support Supervisor or other competent authority. b. The First Contact, Family Services (PHONE NUMBER). The Hospital Liaison Officer should first contact Family Services to provide a trained social worker who works with grieving families while the families are at the hospital. This representative can help with obtaining a waiting room and telephone for the family, take care of certain family needs, make liaison with the medical staff and answer questions about hospital procedure. The Family Services representative is an indispensable resource for the Hospital Liaison Officer. Emergency room nurses work directly with emergency room patients. DO NOT request assistance for the family from emergency room nurses. c. The Second Contact, Hospital Security (PHONE NUMBER). Hospital Security will assist the Hospital Liaison Officer by identifying parking lots and opening

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conference rooms for the officers arriving to mourn or show support for the family.

Hospital Security will also be aware of media presence and can assist by providing a media staging area. Additionally, Hospital Security can provide hand held radios, which will transmit within the hospital building (Police radios typically do not receive or transmit inside the hospital). It is recommended that the Hospital Liaison Officer assign one patrol officer to each hospital security guard who is assisting during the event. d. The Third Contact is Hospital Registration. PROVIDE PHONE/PAGER NUMBERS. Hospital registration enters the patient into the hospital system. The Hospital Liaison Officer should provide Hospital Registration with the Police Departments billing address: (1) [Jurisdiction Name] (2) Police Department Address (3) Contact Person: Bureau/Division Commander – Phone Number e. Hospital End Notes: (1) After establishing these liaisons, check with the patrol officer who is with the injured/deceased officer. Provide assistance/relief as needed and monitor the officer’s emotional well being. Remember, this is a critical incident for everyone involved.

(2) When the Notification Officer informs you of the family’s pending arrival, select a hospital entrance away from any media. Hospital Security can assist with this. Escort the family to their waiting area. Ensure the attending doctor briefs the family as soon as possible. The Family Services representative can assist in arranging this brief. Police Department personnel shall not act as an intermediary between the family and the doctor. While with the family, provide any assistance the family may require (food, drink, restroom).

(3) If the officer is seriously injured, get the family to the injured officer as quickly as possible, especially if the officer is near death. If the officer is deceased, arrange for the family to be with the deceased officer. This is a common practice and the hospital staff will prepare the officer’s body for viewing. View the officer’s body before the family and explain to the family what they will see before they enter the room.

I. Family Assistance 1. The Family Assistance Coordinator is responsible for coordinating all family assistance and may delegate certain functions to the Resource Team. These responsibilities include: a. Make contact with the family and respond immediately to the hospital. b. Act as liaison between the Department and the family, while maintaining the

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family's best interests. c. Remain current on information surrounding the incident in order to brief the family. d. Contact additional resources, which may further assist the family, if the need arises. For example, a CIB investigator may be needed to assist in explaining the need for an autopsy. e. Work closely with the Resource Team in order to assist the family in planning the funeral arrangements and ceremonies, and logistics and accommodations for out-of-town family members. f. Apprise the family of available support and benefits. Special care should be taken to ensure the detailed benefit discussions are limited. The Commander of the Administrative Support Bureau will ensure an immediate detailed explanation of all benefits is provided to immediate family members who have the authority to handle such issues. Also, understand that in many cases an explanation of benefits may need to be postponed or repeated due to the family’s stress of the moment. Discussion concerning benefits of individual employees is confidential information, which only the ASB Commander has authority to release to authorized family members. g. Carry a portable cellular phone to ensure an open line of communication is maintained.

2. Family Interests. Extreme sensitivity on the part of the Family Assistance Coordinator is essential. For that reason, the Casualty Assistance Coordinator selects a specially trained Command Staff level officer as the Family Assistance Coordinator. As the primary "facilitator" between the family and the Department, this command-level officer has the responsibility of making the family aware of the services and support the Department can offer. The officer shall be available to the family on a 24-hour basis throughout the traumatic period until the burial. This officer should affirm to the family the Department's commitment to them as an extended part of the "police family." Reinforcing the needs of the family is paramount and comes before the wishes of the Department.

3. Communications To/From the Family. The Family Assistance Coordinator must be kept abreast of the information concerning the incident to keep the family informed of the investigative status. All available information should be released to the family. a. When meeting with the family concerning the funeral arrangements, the Family Assistance Coordinator and Resource Team should ensure the Department is not perceived as attempting to take over the funeral arrangement process. Most officers have not prearranged their wishes for the handling of their own funerals; thus, the family may need to be briefed concerning all aspects of a police service ceremony. b. Should the family decide to have a "law enforcement" funeral, the family should be made aware of what the Department can offer in the way of assistance. The Honor Guard Coordinator will inform the family of the details involved for a police

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funeral and what the Department can offer. Assistance to the family may include such preliminaries as helping with the selection of a funeral director, memorial site and the church service. The family will be briefed on available funeral provisions such as a burial uniform, Casket Guards, an Honor Guard Burial Team, Color Team, the services of a Police Chaplain, firing party detail, bugler, bagpiper and vocalist. During this process, the Family Assistance Coordinator, Resource Team Members and the Honor Guard Coordinator should work together to fully brief the family. The ASB Commander will discuss the financial aspects of the funeral with the family and make contact with service providers to coordinate billing issues.

J. Communications 1. COMMUNICATIONS PLAN. If the incident occurs on-duty, the Director of Communications or an appropriate designated first-line supervisor shall serve as the Communications Officer. Within 24 to 36 hours of a death, a formal communications plan shall be prepared by the Communications Officer, the Casualty Assistance Coordinator and the Honor Guard Coordinator. This plan will detail anticipated crowd levels, specify transportation protocol, establish a uniform of the day and include any other necessary information, which may need to be released concerning the funeral arrangements. Consideration should be given in developing the plan as to how the information will be released and its impact on other employees.

2. COMMUNICATIONS OFFICER RESPONSIBILITIES: a. Work directly with the Casualty Assistance Coordinator and the Honor Guard Coordinator to formalize a communications plan within 24 to 36 hours of a death. b. Receive approval from the Casualty Assistance Coordinator or designee prior to the release of any information. c. Utilize the National Law Enforcement Teletype System (NLETS) as the clearinghouse for the national distribution of information for a line-of-duty death.

3. INFORMATION RELEASE PROTOCOL. The following notification modes are required to announce the death of the officer: a. A general release through NLETS. b. An intra-departmental release (via established communication modes) to ensure that all members of the agency are informed. c. An initial notification shall provide: The full name of the officer, departmental entity to which the officer was assigned, the date and time of death, the circumstances of the death (if this information is not sensitive), and a statement indicating that funeral details will be forthcoming. d. Subsequent releases shall specify funeral arrangements and prescribe the details for the participation of representatives from other law enforcement agencies.

Information should be released through consultation with the Casualty Assistance Coordinator and the Honor Guard Coordinator.

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e. Notification should also be made to retired employees through their communication network.

4. INQUIRIES. A central number at PSCC will serve as the designated point of contact for general inquiries. Inquiries may include the following: a. Funeral arrangement details. b. Reporting times for the Honor Guard Units. c. Specific directions to the services site. d. Information on local accommodations (which will be referred to a Resource Team member). e. Estimated number of attendees. f. A roster shall be maintained by the Communications Officer of all departments known to be sending representatives to the funeral. This information should be coordinated with the Resource Team and, after the funeral, forwarded to the Casualty Assistance Coordinator. g. Convey any special requests by the family relating to donations to organizations, causes, etc.

K. Public Information Officer (PIO) Coordination 1. The PIO Director is responsible for notifying personally or through a designee all appropriate ranking Police Department officials, senior county executive staff members, County Public Affairs, Board of Supervisor members, and other appropriate staff.

2. The name of the injured officer/casualty must never be released to the media prior to notifying all immediate family members living in the area. If the media already has the officer's name, they should be requested to withhold this information, pending notification of next of kin. The Notification Officer shall advise the PIO when all of the immediate family living in the area has been notified. Only upon receipt of this information may PIO release the name of the officer to the media.

3. A PIO representative should respond to the hospital to serve as liaison to any on-site media. The Chief of Police, the appropriate Deputy Chief, the Casualty Assistance Coordinator, and the PIO Director will confer regarding the feasibility or desirability of conducting any type of formal news conference relating to the incident. If the family members elect to participate in the news conference, the PIO shall coordinate such arrangements.

L. Funeral Arrangements 1. RESPONSIBILITIES. The Family Assistance Coordinator, with the assistance of the Resource Team and the Honor Guard Coordinator shall: a. Act as facilitator between the family and the Department during the viewing and the funeral.

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b. Be constantly available to the family during the viewing and the funeral. c. The Family Assistance Coordinator shall meet with the family to discuss the responsibilities of the Resource Team during the funeral. d. Coordinate with the Honor Guard Commander to provide the family with information concerning the locations of churches and reception halls large enough to accommodate the expected number of attendees. e. In conjunction with the Honor Guard Coordinator, meet with the family and the funeral director regarding the funeral arrangements. f. Communicate the family's requests to the funeral home and the selected member of the clergy. g. Arrange through the Honor Guard for the delivery of a 5 x 9.5 casket-size national flag to the funeral home. h. Obtain a complete uniform of the appropriate rank and deliver it to the funeral home. Special attention must be given to locating the personal property, being particularly attentive to wedding rings, medals, and nametags. i. Coordinate with the affected station/division commander and the Traffic Division Commander to complete an itinerary for the funeral. The Traffic Division Commander shall be responsible for traffic control during the procession. j. Arrange with PIO for a program to be produced and printed.

2. FUNERAL SERVICE a. The Honor Guard Coordinator will be the lead for all Police Department activities as they relate to the funeral service. The desires of the family regarding arrangements shall be primary concerns. Facility selections to accommodate a large number of attendees will be coordinated with family and clergy. Police Chaplain Director may be used to officiate services or family clergy may officiate. b. The Honor Guard Commander, in conjunction with the Family Assistance Coordinator, will make the family aware of what alternatives and resources the Department offers. The exact nature of the services must be left to the family's decision. Information concerning the funeral arrangements and other pertinent information should be provided to the Communications Officer and the Director of PIO as soon as possible. c. The family may elect to secure the participation of one or all of the following: Honor Guard Burial Team, Color Team, Casket Guard, Firing Party, Vocalist, Bugler and Bagpiper. Funeral team procedures are: d. At the viewing and during the viewing hours, The Honor Guard will be present.

Two team members will stand guard at the casket for periods of 20 minutes at a time. Changing of the Guards will be done with the utmost dignity. e. A six-member Honor Guard Burial Team will act as pallbearers and handle the movement of the casket. They will fold and present the national flag to the Chief

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of Police for presentation to the next of kin at the interment. Pallbearers, under the direction of the Honor Guard Coordinator, shall report to the Honor Guard Commander and the funeral director at least 24 hours prior to the funeral. f. Six members of the Honor Guard shall serve as members of the Color Team.

Four will be the color bearers with two guards. The Color Team leader will carry the national flag, give the color team commands and be responsible for the movement of the team. One member will carry the State flag, one will carry the County flag and one will carry the Department flag. g. A seven member Firing Party will honor and salute the deceased employee. The team leader will control movement of the team and the execution of fire. The firing team shall position themselves at the gravesite prior to the arrival of the funeral motorcade. The team shall be positioned so that when firing a volley the team will be firing over the deceased’s left shoulder. h. A selected member of the Honor Guard will play "Taps." In lieu of Taps, a bagpiper may play a melody at the family’s request.

3. SELECTING THE FUNERAL DETAIL. The Honor Guard Coordinator will be responsible for the selection and briefing of the funeral detail. The Resource Team should assess the emotional capabilities of the officers assigned to the funeral detail.

Under no circumstances will an officer be assigned a role with which they are uncomfortable. Personnel involved in the funeral detail should be instructed to try to maintain composure to assure the professional conduct of police operations and to remain of service to the family. If need be, alternate officers should be available to replace a member overcome by emotions.

4. CHURCH SERVICE COORDINATION. For the church service, the Honor Guard Coordinator should: a. Designate an appropriate location for a pre-funeral briefing prior to the funeral and conduct an ―all-hands‖ briefing at least two hours before the funeral service begins. The purpose of the briefing is to convey proper funeral etiquette, inspect uniformed personnel and ensure uniformity of personnel by providing additional uniform accessories. During this briefing, the Uniform Property Officer shall be present to assist with equipment and uniform needs. An ample supply of black bands for the badges shall be made available at the funeral service. b. Set up a sound system for the church service and the interment site. This should be coordinated with the Criminal Justice Academy’s Video Unit. c. Ensure all cruisers used for funeral activities and family transports are washed and cleaned and all officers serving as drivers are in a Class A uniform. d. Designate Honor Guard Team members as ushers for seating. e. Coordinate the details of the service with the clergy, the Family Assistance Coordinator and the Traffic Commander. f. Reserve seating in the church for family and friends, the deceased officer's squad members, the Command Staff and other dignitaries, if possible. One Honor

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Guard Team member shall be assigned to accommodate staff officers and dignitaries. g. Designate a member of the Honor Guard to call the detail to attention and present arms if the casket is draped with the national flag as the casket is taken to and from the church. h. Direct all uniformed, non-uniformed and retired Department personnel to assemble at an appropriate area preferably in front of the church. Visiting police personnel also should be directed to assemble in an appropriate area. i. The Honor Guard Coordinator or designee shall brief the detail on what will take place prior to the arrival of the hearse.

5. COORDINATING THE GRAVESITE SERVICE. For the gravesite service, the Honor Guard Coordinator should: a. Ensure the funeral detail (pallbearers) arrives ahead of the procession and is accompanied by the Honor Guard. b. Ensure the Detail Leader coordinates the re-assembly of uniformed personnel and dignitaries (leaving an open path for the Honor Guard from the hearse to the gravesite). c. Inform the Chief on where to stand and the name and relationship of the family member who will be receiving the flag. d. Coordinate a helicopter fly-over with the Helicopter Division. e. Coordinate the ―on-air‖ retirement of the EIN with Communications.

6. COORDINATING MEDIA COVERAGE. Every attempt will be made to minimize media intrusiveness into the privacy of the survivors. In accordance with the family wishes and any restrictions inherent in the religious service, the PIO will coordinate with the Honor Guard Commander to arrange appropriate news coverage of the funeral activities. Coverage may include the actual funeral service, areas surrounding the funeral service, the funeral procession and the interment. In conjunction and coordination with the Honor Guard Commander, an appropriate media staging area will be established and a PIO member detailed to it.

7. For every line-of-duty death, the Honor Guard will collect the names of every law enforcement agency in attendance at the funeral. This information will be forwarded to the Casualty Assistance Coordinator within 48 hours following the funeral service so that the Chief of Police may prepare thank you letters to each agency.

M. RESOURCE TEAM. The Resource Team’s Primary Responsibilities are discussed below.

1. The Casualty Assistance Coordinator will designate at least one supervisor and two Peer Support Unit members as the Resource Team. The team will work closely with the Family Assistance Coordinator, Honor Guard Commander and the Casualty Assistance Coordinator. This team has the responsibility of identifying, compiling and coordinating resources available to the family.

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2. ADDITIONAL RESPONSIBILITIES OF THE RESOURCE TEAM INCLUDE: a. Tracking all offers of donations (both monetary and non-financial) from individuals, corporations and groups and coordinate these contributions with the Family Assistance Coordinator. b. Coordinating with the Police Association and the Police Wives' Club for food and childcare services. These services may be requested at the home before and after the viewing and funeral service. c. Arranging for adequate medical coverage for the day of the funeral. This may include a doctor to assist the family and a number of ambulances and medical technicians to be present during the church and gravesite services. d. Arranging for a Department photographer to record the graveside service. e. Coordinating lodging and travel issues (see Section I).

N. Lodging and Travel. The Resource Team shall be responsible for the following lodging and travel issues: 1. Obtaining a preliminary estimate of the total number of anticipated attendees (from the Communications Officer or Family Assistance Coordinator).

2. Identifying area hotels/motels willing to offer discounted or group rates and reserving adequate lodging in locations in close proximity to the funeral home or family home.

3. Providing support to the Family Assistance Coordinator with any necessary lodging accommodation confirmations for incoming family members. If possible, room numbers, addresses and telephone numbers of the lodgings should be obtained to facilitate contact with the immediate family.

4. Arranging the transportation of relatives and visiting department personnel arriving at local airports, bus terminals, or train stations.

5. Briefing the incoming relatives of the immediate family location (i.e., hospital, funeral home, and family home). The relatives should also receive maps and complete directions to include the exact location(s) and times of the viewing, funeral, and interment in case they elect to rent a car or become separated from other family members.

6. Providing transportation, as needed, for relatives to the viewing and funeral services.

O. Traffic Control & Services.

1. The Traffic Division Commander or designee shall serve as Traffic Commander. This officer may be assisted by Motor Section Supervisors who have daily contact with the area funeral homes and experience with large escorts.

2. Additional responsibilities of the Traffic Commander include: a. Coordinating (with the Family Assistance Coordinator) the funeral arrangements agreed on by the family.

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b. Survey the locations chosen by the family for the viewing, funeral services and interment. The survey will examine the following: (1) Traffic direction required for people attending.

(2) Parking space availability, to include determining a suitable nearby area for overflow parking.

(3) Determine escort routes for the family to the funeral service and for the procession from the service to the cemetery.

(4) Apprise the Casualty Assistance Coordinator of all arrangements made regarding traffic control and parking (such as overflow parking capabilities and additional personnel support required by auxiliary officers or the State Police).

(5) Obtaining any additional equipment needed such as cones and signs (which may be obtained ―in-house,‖ from State DOT).

(6) Ensuring all emergency equipment on vehicles is activated during the escort and procession (except sirens). A double formation shall be utilized for the motors.

(7) Assigning an officer to ensure that there is separate designated parking for civilian vehicles, motors and other vehicles to facilitate the procession from the funeral to the cemetery.

(8) Establishing the procession route from the funeral service to the cemetery and arranging for any additional traffic control deemed appropriate. When feasible, police authority will be utilized to close the roads. This will keep traffic disruption to a minimum and assure the safety of those in the escort.

(9) Coordinating the order of the procession, which will typically advance as follows: (a) County/City motors (doubled) (b) Other jurisdiction motors (doubled) (c) Honor Guard Commander (d) Minister (e) Hearse (f) Limousine/family vehicles (g) County/City Police vehicles (h) Other jurisdiction police vehicles (i) Privately owned vehicles

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P. Available Casualty Benefits 1. DUTIES AND RESPONSIBILITIES OF THE FAMILY ASSISTANCE COORDINATOR. The Family Assistance Coordinator shall coordinate any Federal, State, Local or private insurer benefits bequeathed or designated to the immediate family [see Appendix F]. Other duties may entail: a. Coordinating the activities of the Resource Team b. Conducting casualty briefings every 12 hours for the first 24 hours and one casualty briefing a minimum of once daily until the funeral service has concluded. Mandatory attendance for these briefings include the Casualty Assistance Coordinator, Resource Team, Honor Guard Commander or designee, involved Peer Support members and the Communications Officer. c. Following-up with appropriate hospital personnel to ensure the hospital bills are forwarded to the City/County. The Family Assistance Coordinator shall also ensure that workers compensation claims and related paperwork are filed. d. Visiting with the family to discuss benefits compensation at an appropriate time following the funeral. The Family Assistance Coordinator should be ready to answer any question the family may have concerning benefits and insurance.

2. IN LINE OF DUTY DEATHS. In the case of an on-duty death, the following information applies and must be disseminated to the family. If the death occurred to an off-duty or retired officer, the information may apply, in part. a. Provide a written summary of the benefits/funeral payments due, listing named beneficiaries, contacts at various benefit offices and when benefit payments can be expected. (The distinction between benefits and funeral payments should be explained.) Surviving children from a former marriage shall be informed of the benefits they can expect to receive through a written summary sent to their guardian. Detailed, up-dated information is provided in the state regulations pertaining to line of duty deaths. b. Inform the family how survivors may continue their insurance coverage through the City/County, until they obtain another health care plan. c. Inform the spouse of any benefits available under the officer’s deferred compensation plan. d. Inform the family of all City/County benefits accorded to survivors from the Police Officer Retirement System. Additionally, inform them of any Workman’s Compensation that may be available to them. e. Gather information on all benefits, funeral payments available to the family (i.e. social security, life insurance, military) including the Public Safety Officers’ Benefits Act provided by the Justice Department. This payment as of October 1, 2009 for FY 2010) is $311,810.00 and is adjusted annually by the percent change in the C.P.I. f. Inform the spouse of any state death benefit. Deaths, which are not Line of Duty but determined to be duty-related, may be eligible for a reduced benefit.*

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g. Inform the family if children of an officer killed in the line of duty are entitled to a free college education at a State institution. h. Coordinate with the family the establishment of any special trust funds or educational funds from donations received from the community and fellow police officers (also coordinated with the Resource Team). i. Advise the surviving family members of any additional benefits; i.e., Union, Association, etc. j. Inform the family of all support services available to them to include a phone number of a contact representative. Support services include Concerns of Police Survivors, Heroes Inc., Survivors of Homicide Victims, Compassionate Friends, Parents of Murdered Children, Victim/Witness Program, etc. k. Secure 20 copies of the death certificate, needed for the variety of reports to be filed. l. Complete the entire Concerns for Police Survivors reports for the family (access reports at http://www.nationalcops.org/). Coordinate information and reporting for the National Law Enforcement Officers Memorial Fund (access reports at http://www.nleomf.com/). m. The Commander of the Administrative Support Bureau will ensure that the immediate surviving family members who are entitled to benefits are allowed to meet directly with representatives from each benefit plan.

Q. Long-Term Family Assistance. The Station/Division Commander of the deceased shall designate an officer to serve as the Family Advocate Officer, whose responsibilities are to ensure that the Department provides continued contact with the family. Normally, this officer is someone who is close to the deceased. Additional responsibilities of the Family Advocate include: 1. Remembering the grief process has no timetable. The family shall receive monthly phone calls the first year, dwindling off to a quarterly contact.

2. Observing the officer's death on an annual basis with a short note to the family and flowers on the grave.

3. Inviting the surviving family members to Police Department activities. Families need the continued contact.

4. Reminding the close co-workers of the deceased officer of the importance of "dropping by" the home and keeping in contact with the family on a regular basis.

5. Maintaining support for as long as the family feels the need. In time, the family will indicate they are ready to "move on" with their lives without assistance from the Police Department.

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R. Peer Support Team. Recognizing the serious emotional impact that the loss of a peer can have on co-workers, members of the Department’s Peer Support Team shall be called upon to provide: 1. Information concerning Post Shooting Syndrome and Stress Reaction.

2. Liaison with the Employee Assistance Program (EAP) and other health care/mental health care resources.

3. Continued employee support over time, as requested.

4. Assistance during the notification process.

5. Grieving process training upon request.

6. Provide a Peer Support Supervisor to fulfill the Hospital Liaison Officer duties.

7. Provide specially trained Peer Support members to serve as Resource Officers.

8. Defuse Honor Guard Team members as needed, and conduct a mandatory debriefing at the conclusion of the funeral.

V. PROCEDURES FOR DEATH FROM SERIOUS SICKNESS AND ON-DUTY SERIOUS INJURIES (sworn & civilian). For the purpose of this guide death from serious sickness or terminal illness or injury may be described as an illness, sudden medical attack, or injury requiring admission to a medical facility. Injuries not covered in this guide are those requiring treatment and release from a medical facility. Serious injury or sickness, resulting in death, may be as traumatic to those involved as an inline-of-duty death; consequently it is recommended that commanders utilize many of the resources available in the earlier parts of this guide, especially that Peer Support assistance be utilized to the same extent as a line-of-duty death.

A. Responsibility of the Casualty Assistance Coordinator. The involved

employee’s Station/Division Commander will serve as the Casualty Assistance Coordinator for all off-duty and on-duty serious sickness or injury events.

Station/Division Commanders may call upon the resources of the Commander of the Administrative Support Bureau if desired. The Station/Division Commander (Casualty Assistance Coordinator) will evaluate the need for assistant officers and coordinators.

Ancillary officers (as described in Section III) may not be necessary. Functions of the Hospital Liaison Officer, Family Assistance Coordinator, Communications Officer, Public Information Officer, Peer Support Team and Benefits Coordinator all may be applicable to the incident. The determining factor is the need for assistance. Other factors may include the duration of the illness, seriousness of the injury and the possible long-term recovery period.

B. Level of Support Guidelines. If a serious on-duty injury results in the death of an employee, Section IV of this guide shall be activated. The Casualty Assistance Coordinator responsibilities will then shift to the Administrative Support Bureau Commander. All survivors of active sworn officers and civilian employees who die as a result of an off-duty event and the survivors of retired officers who pass away, are

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offered some level of Honor Guard and motorcycle escort services (may depend on location of service).

C. Department Notification. The Chief of Police shall be apprised by the Staff Duty Officer or the Station/Division Commander. This will be followed up with a notification to the appropriate Bureau Commander.

D. Family Notification. Affected family members may most often report long-term or sudden illness deaths to the agency. Refer to the procedures for family notification as found in deaths related to on-duty serious injury, in Section IV B.

E. Hospital Assistance. The procedures for hospital assistance, for on-duty serious injury, remain the same as those described in section IV H. The request concerning the billing process for the hospital may differ.

F. Family Assistance. Family assistance needs should be handled at the division level.

The affected Station/Division Commander may utilize the Commander of the Administrative Support Bureau and the Family Assistance Coordinator as a resource for determining additional needs or coordinating family assistance requests.

G. Communications. The Communications Officer responsibilities remain the same as those described in Section IV E 2. PIO and scene management may also apply to certain injury incidents.

H. Coordinating Benefits. The need for benefit information or assistance, as described in Section IV J, will need to be evaluated on a case-by-case basis. The individual assigned should coordinate with the Administrative Support Bureau concerning workers' compensation claims and applicable benefits. The name and phone number for the Department’s claims representative should be provided to the involved officer and/ or family. For terminal illnesses, these issues should be discussed with the stricken employee, beforehand, ensuring timely and accurate benefit resolution. Questions concerning workers’ compensation claims can be directed to the Commander of the Personnel Resources Division at [PHONE NUMBER]. When a civilian employee passes away, whether on-duty or off, the Station/Division Commander should coordinate family benefits information between the family and the supervisor of the Police Payroll Section at [PHONE NUMBER].

VI. SPECIAL CIRCUMSTANCES A. The Will To Live is strong, but when someone truly believes that there is no hope or they are in tremendous physical or emotional pain, that innate will to live can be overcome. It happens all too often. Suicide affects people in all walks of life, cultures, professions, and ages.

B. Considerations in the Event of an Officer Death by Suicide: 1. Does your department have a policy regarding non line-of-duty deaths? a. If so, avoid deviating from that policy. Deviating from the policy can be interpreted as passing judgment on the way the officer died. This can cause further hurt and trauma to the survivors as well as violate trust.

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b. A department should not tamper with a suicide designation – e.g. changing a suicide by firearm to an accidental death.

2. If you do not have a policy dealing with no line-of-duty death, here are suggestions for honoring the memory of an officer who died by suicide. a. Family first! The family may have strong feelings about the department’s involvement with the funeral even more so than a line-of-duty death. However, do not assume anything. Contact the family in a diplomatic way via a liaison officer or friend off the family to determine their wishes. b. Focus on honoring the way the officer lived rather than dishonoring the officer by the way he/she died. With the family’s permission you may announce the death or invite other law enforcement agencies to the funeral using the following suggested model.

(1) Our agency is saddened to announce the death of Officer/Deputy/Agent _________. This was not a line-of-duty death; however, we will be recognizing his/her years of service with our department. (Follow with details of the activities or events).

(2) Suicide can sometimes be precipitated by conduct unbecoming of an officer.

Be prepared to defend the stance of the department regarding the funeral and memorials.

(3) If your department has experienced the tragedy of line-of-duty death, carefully review how that officer was honored and memorialized. Will the same type of tributes be considered for the officer who died by suicide? Again, be prepared to defend the department’s actions, as they will be compared to the line-of-duty death.

(4) Consider what, if any, support services you will provide the family following the death. Families may need assistance with benefits administration, may have unanswered questions, and may appreciate being remembered on anniversary dates. You may also want to provide them information on a local Survivors of Suicide group or the national organization, SOLES (Survivors of Law Enforcement Suicide). Phone: 239-541-1151

VII. FUNERALS–POLICY AND ETIQUETTE A. Active Officer, Non-Duty Related Death & Retired Officer Within the Metropolitan Area 1. Upon notification of a non-duty death of an active officer, the affected Station/Division Commander will assign an officer as the Family Liaison Officer.

Upon notification of the death of a retired City/ County police officer, the Honor Guard Coordinator shall be contacted and will be responsible for prompt notification of Departmental employees through appropriate channels. The Administrative Support Bureau Commander will assign an officer as the Family Liaison Officer. This officer will follow the appropriate sections of the Casualty Assistance Plan and also act as the Funeral Liaison Officer. If additional assistance is needed to perform the necessary functions, the Administrative Support Bureau Commander is available to coordinate the assignment of additional personnel as needed.

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2. The Police Department will provide a complete uniform of the rank attained by the deceased and deliver it to the funeral home if the family so desires. The Honor Guard will supply one casket-size national flag 5 x 9.5 ft. If the deceased is a veteran, the U S Department of Veterans' Affairs will supply the flag.

3. The Honor Guard Coordinator will coordinate the attendance of uniformed officers at church services and interments. The Honor Guard Coordinator will determine and disseminate the uniform of the day including hat, coat, and inclement weather equipment. The black, mourning band, which covers the badge, will not be displayed except as determined by General Order. It will be their responsibility to disseminate this information along with meeting locations to minimize the number of police vehicles required 4. At interment, the Police Department may provide the following if requested: a. Casket Guards or Burial Team (Body bearers, Pall Bearers) b. Color Team - for active officers 5. All uniformed police personnel should be assembled in formation at an appropriate area during and again at the end of the services. Appropriate locations may include a block of pews or seats, the foyer of a church or funeral home or immediately outside the front door of the church or funeral home. Re-assembly of police personnel should also be coordinated at the gravesite. Retired and visiting police personnel should be invited to assemble with Police Department personnel.

6. Honor Guard representation for retirees who reside outside the metropolitan area will be determined on a case-by-case basis.

B. Non-Jurisdictional Officers Killed in the Line of Duty in the Local Jurisdiction. In the event of a teletype notification of a duty-related death (other than an in-county, city, or town officer) in the immediate metropolitan area, the PSCC Supervisor shall immediately notify the Honor Guard Coordinator and the Traffic Division Commander. The Traffic Division Commander will designate a command level officer as the ―officer-in-charge.‖ The ―officer-in-charge‖ will coordinate attendance to the funeral with the Honor Guard Commander and ensure that a minimum of one officer per station is assigned to attend the funeral. The ―officer-in-charge‖ will coordinate the funeral detail and designate a predetermined meeting location for all Department members attending. An intra-departmental Teletype shall be issued by the Honor Guard Coordinator explaining the uniform of the day and the protocol of the day. The Honor Guard color team shall attend regional line of duty deaths.

C. Non-Jurisdictional Officers Killed Outside the Area but within One Day’s Drive. The Honor Guard Commander shall be immediately notified. It is the responsibility of the Honor Guard Coordinator, or designee, to notify members of this agency as to the funeral arrangements. Additionally, the Honor Guard Coordinator, or designee, shall coordinate any departmental representation to the funeral.

Departmental representation should include an Honor Guard Color Team.

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D. Attendance Protocol for a Law Enforcement Officer’s Funeral 1. Uniform of the Day a. b. c, d. e.

No batons No portable radios No hanging keys Proper hat Badge ap 18) f. Low-quarter shoes or polished boots

2. Cruisers a. b. c. d.

Clean - same make/model (if possible) Instructions on Emergency Equipment Ensure proper operation Black tape on the cruiser doors badges if a line of duty death

3. Briefing on Funeral Protocol a. b. c. d.

Hand Salute Commands Formations Inspection (Officer-in-Charge should conduct an inspection of Items #D.1 & #D.2 prior to assignment.)

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Appendix A Key Matters Regarding Death Notifications Time is of the essence! The family should hear of the incident from a Department representative FIRST and not from the news media or other sources.

Quickly obtain as much information as possible about the incident causing the death, information on the deceased officer’s family (including current spouse and children, children from a previous marriage, and the parents) and any other pertinent information before making the notification.

If there is knowledge of a medical problem with the immediate survivor, medical personnel should be dispatched to the residence to coincide with the death notification.

Notification MUST ALWAYS be in person and never alone. The Chief or his representative, chaplain, psychologist, peer support or other public safety official could appropriately accompany the Notification Officer. Ideally, a male and female team should make the notification. Arrive in two separate cars.

NOTE: If the opportunity to get the family to the hospital presents itself prior to the death of the officer, DO NOT wait for the appropriate delegation to gather.

As soon as most public safety families see you they will know something is wrong. Ask to be admitted to the house. NEVER make a death notification on the doorstep.

Gather everyone in the house (including the children) and ask them to sit down. Inform them slowly and clearly of the information you have on the incident. Make sure you use the officer’s name during the notification. If the officer has already died, relay that information. NEVER give the family a false sense of hope. Use words like ―died‖ and ―dead‖ rather than ―gone away‖ or ―passed away‖.

1. Reactions of the family may include hysteria, anger, fainting, physical violence, shock, etc.

2. If you have been seriously affected by the death, showing emotions is perfectly acceptable. If specifics of the incident are known, relay as much information as possible to the family.

If the family wants to go to the hospital, they should be transported via a Police Department vehicle. It is highly recommended that the family NOT drive themselves to the hospital. Should there be serious resistance and the family insists on driving, have an officer accompany them in their POV. If there are young children in the home, the survivor may wish to leave the children at home or bring them to the hospital. You should be prepared to handle immediate babysitting needs.

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Attempt to obtain the names and addresses of other family members and offer assistance in arranging for their notification. DO NOT assume that the spouse will notify the mother, father and siblings.

1. Surviving parents living in the same geographic area should be notified in person, and if required, transported by police vehicle to the hospital.

2, If the immediate survivors live out of the area, request personal death notification from the public safety agency in that area. Logistical arrangements should enable simultaneous telephone contact with the fallen office’s department.

3. Notify the Hospital Liaison Officer via phone (due to the nature of cell phone and radio transmissions), that you and the family are enroute.

4. Do not try to protect the family. Answer every question honestly and completely; give the family all the information you have concerning the death.

5. Stay with the family at the hospital until arrangements are made for the transportation of the family back to their residence or until properly relieved.

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Appendix B Hospital Liaison Officer Check List KEY PHONE NUMBERS: Hospital Operator: __________________________________________________________ Hospital Security (24 Hours): __________________________________________________________ Emergency Department Registration: __________________________________________________________ KEY HOSPITAL PERSONNEL: Director of Safety and Security: ___________________________________________________________ Manager of Safety and Security: ___________________________________________________________ Family Services: ___________________________________________________________ Hospital Registration (pager): ___________________________________________________________ Hospital Registration (pager): ___________________________________________________________ Supervisor of Financial Services: ___________________________________________________________ ACTION/RESPONSIBILITY Contact Hospital Security and coordinate with them for media response, parking assistance, etc.

Form a liaison with the hospital staff. You are the hospital’s point of contact with the Police Department Contact Family Services to arrange for reserved areas for the family Coordinate the arrival and arrange for reserved areas for officials, media, and others.

Contact Hospital Security to get information on parking areas, media location and reserved areas for officers and officials Secure a telephone for the family with local and long distance capabilities. The reserved family rooms should have phones in place Meet the family and the Notification Officer upon their arrival at the hospital Ensure communications with the family remain appropriate and that they receive medical information promptly

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√

Ensure the family’s needs are met while at the hospital (food, drink, restrooms, etc.)

Ensure the hospital staff is clear on proper billing procedures. All hospital bills should be addressed to: County/ City Police Department; Commander, Administrative Support Bureau; Street Address; City, State, ZIP Upon arrival of the family at the hospital meet and escort them to their waiting area After escorting the family to their waiting area: o

Brief the family on any updated information

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Have the medical personnel provide the family with a medical update

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Allow family members free access to officers and friends to ensure the family does not remain totally isolated

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EVERY ATTEMPT should be made to afford the family the opportunity to visit, WITHOUT DELAY, a critically injured officer. The Hospital Liaison Officer should prepare the family for what they will see in the trauma room (condition of the officer’s body) and accompany the family during the visit. DO NOT BE OVERLY PROTECTIVE OF THE FAMILY. There is a definite need to touch and hold the body while there is still life, and being present when death occurs can be comforting to the family. The Hospital Liaison Officer should determine the current hospital policy concerning visiting a trauma patient and should assist the medical personnel, if available, in explaining the procedure to the family. If death has already occurred, the family should be allowed to spend time with the deceased.

Ensure idle promises or false or misleading statements are not made to the family members.

Statements by police personnel like ―We’ll retire his badge‖ or ―We’ll promote her‖ or suggesting medications such as sedatives for the family are not appropriate.

Remain with the family at the hospital until relieved by competent authority or until the family leaves the hospital

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Appendix C STANDARD OPERATING PROCEDURES FOR AGENCY HONOR GUARD INTRODUCTION The Police Department’s Honor Guard is a non-standing unit, which consists of police officers and auxiliary officers. Overall command of the unit is held by the Assistant Commander of the Traffic Division in the Operations Support Bureau. The unit is under the direct control of a firstline supervisor.

MISSION The Honor Guard’s primary mission is to represent the County/City and the Department at all functions directed by the Chief of Police or his designee. These functions include ceremonies and funerals for City/ County Police Officers killed in the line of duty, for County/City Police Officers who die while employed by the Department, for the death of retired County/City Police Officers, and for Police Officers from other jurisdictions that are killed in the line of duty. In addition, the Honor Guard will perform ceremonies at selected events such as parades, award banquets, etc.

FUNCTIONS There are a variety of functions performed by the Honor Guard that include the following: Color Team. Present colors at various events and parades.

Casket Guard. Provide police presence during the viewing service.

Burial Team. Carries the casket of a fallen officer to and from the church and gravesite.

Folds the flag if requested.

Firing Party. Presents a volley of fire in honor of an officer killed in the line of duty.

Bugler/Bagpiper/Vocalist. Plays/sings appropriate music for the service of a fallen officer as well as performing at various functions.

HONOR GUARD REQUESTS All requests for the Honor Guard shall be made through the Assistant Commander of the Traffic Division. These requests will be evaluated and if a decision is made to activate the Honor Guard, the team’s Honor Guard Coordinator will be notified to coordinate the event.

Participation by the team will depend on the nature of the ceremony, how much advanced notice is given, and the availability of team personnel.

TRAINING Training is a mandatory element of the unit in order to maintain the highest level of precision and professionalism. Training will be performed at the Criminal Justice Academy and shall be conducted at least once a month. In the event a team member cannot attend a training session, it is required that the first line supervisor be notified. Once a member commits to an assignment or training session, it is considered a duty assignment as defined in the General Orders.

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COORDINATORS 1. Event Coordinator Every event or ceremony performed by the Honor Guard will necessitate the coordination of various agencies and personnel. The Event Coordinator shall coordinate the Color Team, seating arrangements, formation for uniformed officers and outside agency Honor Guard units, and assist with parking. The Event Coordinator should conduct a reconnaissance of the event location when time allows. Along with the team’s supervisor, the Event Coordinator shall contact and coordinate with the Motor Section, station personnel, and other contacts to include the Retired Police Officers Association, the County/City Police Association, the County/City Police Officer’s Union, and the Black Police Officers Association. During a funeral event, the Event Coordinator or the Honor Guard Coordinator shall establish a family contact to coordinate the function.

2. Training Coordinator The Training Coordinator shall be responsible for training during team practices. It is the Training Coordinator’s responsibility to ensure consistency of commands and the precise execution of drills. Along with the team supervisor, the Training Coordinator shall ensure that all commands and drills are functional, applicable, and relative to the functions and events conducted by the Honor Guard. Any changes in the Standard Operating Procedures concerning the execution of commands and drills shall be the responsibility of the Training Coordinator and the Honor Guard Coordinator. In addition, the Training Coordinator shall ensure that all Honor Guard Team members are fully trained prior to participation in events.

3. Equipment Coordinator The Equipment Coordinator shall be responsible for ordering and maintaining all Honor Guard equipment. In addition, the Equipment Coordinator shall be responsible for ensuring all equipment and vehicles are at event locations. Inventory and maintenance of the Honor Guard supply room will be the responsibility of the Equipment Coordinator.

PARADE REST This normally will be the position members will assume while awaiting the execution of orders prior to the beginning of the assignment. In this position, members should remain still until further instructed. The head and eyes should be looking straightforward. The shoulders should be squared and the back straight. The arms should be draped in front of the member with the left hand over the right. The fingers should be extended and the thumb should be tucked out of sight. The feet should be shoulder width apart and the knees should not be locked, as this may cause undue strain on the back.

PARADE REST WITH RIFLE This normally will be the position members will assume while awaiting the execution of orders prior to the beginning of the assignment. In this position, members should remain still until further instructed. The head and eyes should be looking straight forward. The shoulders should be squared and the back straight. The feet should be shoulder width apart and the knees should not be locked, as this may cause undue strain on the back. The rifle should be held across the body with the top portion being centered on the member’s body. The trigger guard should be facing to the left with the butt of the rifle at the tip of the right toe. The hand

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holding the rifle should stay on the weapon while the other hand is placed over the top. The fingers should be together and clasped around the hand holding the weapon with the thumbs in a downward direction.

PARADE REST WITH COLORS This normally will be the position members will assume while awaiting the execution of orders prior to the beginning of the assignment. In this position, members should remain still until further instructed. The head and eyes should be looking straight forward. The shoulders should be squared and the back straight. The feet should be shoulder width apart and the knees should not be locked, as this may cause undue strain on the back. The staff should be held with the right hand and should be held vertical. The fingers should be joined and curled.

The left hand holds the cup of the flag holder with the fingers wrapped around the cup.

POSITION OF ATTENTION The basic position is the Position of Attention. The command for this position will be ―Detail/Colors/Bearers - Attention.‖ The position from which this command is called will usually be from parade rest. The Position of Attention requires that the member remain still until further ordered. The head and eyes should be looking straight forward. The shoulders should be squared and the back straight, with the arms fully extended to the side. The thumb should be along the seam of the trousers and pointed toward the ground with the fingers curled. The knees should not be locked, as this may cause undue strain on the back. The feet should be together, both heel and toe.

POSITION OF ATTENTION WITH RIFLE While at parade rest, the command ―Colors – Attention‖ will be given. Once the command is given, the member will assume the position of attention. When armed with a rifle, the position remains the same as stated above with the exception of the hand that is holding the rifle. The thumb should again be alongside the trouser seam, holding the weapon with the hand in a ―V‖ shape.

POSITION OF ATTENTION WITH COLORS While at parade rest, the command of ―Colors – Attention‖ will be given. Once the command is given, the member will assume the position of attention with the flag. The flag will always be carried on the member’s right side. The hand will hold the staff with the thumb along the side of the trouser and the top part of the staff pressed in against the pit of the arm for stability and control the bottom of the staff should be positioned against the right foot.

RIGHT SHOULDER ARMS WITH RIFLE The position of right shoulder arms is designed to be a position of carry for the rifle during movement and marching, and prior to presenting arms. The command will be ―Right Shoulder Arms.‖ At the command and from the position of attention, the rifle is brought up across the body at a 45-degree angle. The fingers of the left hand are closed and together. The rifle is against the right forearm and the elbows are tucked in.

During the second movement, the right hand comes down and is placed underneath the butt stock of the weapon. The rifle should not move. The hand on the butt of the weapon is formed

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with the thumb and the pointing finger touching with the remaining three fingers supporting the rifle.

The third movement has the right hand pushing the rifle up to the shoulder and the left hand pushing the rifle across the body. When the rifle is in position, the left hand comes up to the rear site of the rifle in a salute position. The fingers are fully extended and joined canted slightly downward. The forearm is parallel with the ground. At the command of ―Ready - Cut,‖ the left hand comes down sharply to the side with the thumb against the seam of the trouser.

RIGHT SHOULDER ARMS WITH COLORS The position of right shoulder arms is designed to be a position of carry for the Colors during movement and marching and prior to presenting arms. The command will be ―Right Shoulder Arms.‖ Upon receiving the preparatory command of ―Right Shoulder,‖ the member will bring the left hand over and grab the staff of the flag with the arm parallel to the ground. The hand should be closed with the fingers joined. On the execution command of ―Arms,‖ the member brings the flag straight up swiftly over the center of the body. The left hand is simultaneously released from the staff and is placed over the flag holder to assist with guiding the flag to rest.

The flag should be straight up and the right-hand still holding the flag should be brought down so that the back of the thumb is almost resting on the nose. The command ―Ready – Cut‖ will then be given. At that point, the member will bring the left hand that is holding the staff swiftly back to the position along side the seam of the trouser.

PRESENT ARMS The command for present arms is ―Detail/Colors/Bearers - Present Arms.‖ The command for present arms must be given while the detail is at attention. Upon the command, the member will raise the right arm with the fingers and the thumb extended. The arm will be bent at the elbow and raised from the seam of the trouser up through the zipper of the trouser to the right breast in a circular motion. The hand should rest on the brow of the hat with the tip of the pointing finger touching the brim at a 45-degree angle. The palm of the hand should be canted slightly toward the face. This should be a slow three one-thousand count movement.

ORDER ARMS The command to go back to the position of attention is ―Order Arms.‖ Upon receiving the command, the member will slowly bring the hand straight down in the same circular motion as it was brought up in the opposite direction. The hand will be brought back down with the thumb along the seam of the trouser. This should be a slow three one-thousand count movement.

PRESENT ARMS WITH RIFLE The command for present arms will be ―Colors - Present Arms.‖ The command must be given while the team is at attention. It is also given from the position of right shoulder arms. Upon receiving the command of execution, the guard will gently force the weapon from the shoulder into a 45-degree position across the body. The rifle will be supported by the left hand and the elbows tucked into the side. The second movement takes the right hand that is holding the butt of the weapon to the pistol grip portion of the rifle. The fingers on the right hand should be joined and wrapped around the weapon. The fingers on the left hand are on the stock, joined and wrapped around that portion also. The final movement utilizes both hands to maneuver the rifle into the straight up and down position. The right hand is still holding the pistol grip

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portion in a ―V‖ grip. The fingers on the left hand are joined and wrapped around the stock.

The right and left hands hold the weapon a fist away from the body with the elbow tucked in.

ORDER ARMS WITH RIFLE The command for order arms will be ―Order Arms.‖ On the command of execution, the member will release the pistol grip with the right hand and bring it up to the front site post of the rifle, just above the left hand. The left hand is then released and guides the front site portion of the rifle as it is being lowered to the right side. The fingers on the left hand are just below the front site post, fully extended and joined. The right hand supports the weapon by holding onto the stock with a ―V‖ grip. This position is held until the member receives the command ―Ready Cut.‖ At this point, the member brings the left hand sharply back over with the thumb along side the seam of the trouser.

PRESENT ARMS WITH COLORS Present arms with colors will only be given from the position of right shoulder arms. Upon hearing the command of execution, the member with the National Flag will make no movement.

The member with the remaining flags will lower their flags in unison by simply extending their arms at an equal pace and length. The arms should not be all the way extended, but with a slight non-noticeable bend in the elbow. The detail will remain in this position for the rendering of the colors or until told to execute order arms. This should be a slow three-count movement.

ORDER ARMS WITH COLORS The command of order arms will only be given after the team has presented the Colors. Upon hearing the command of execution, the members with flags lowered will bring the flags back to the upright position with the back of the thumb almost touching the nose. This should be a slow three-count movement.

FORWARD MARCH The command forward march is used to move a team forward from the position of attention.

After receiving the command, the team then takes the first step with the left foot sliding it along the ground, toe first, then placing the heel on the ground. The remaining steps will continue as a march at a rate of approximately one-foot in distance. The entire unit steps off together whether the team is lined up abreast or in a single file.

COLORS TURN The command ―Colors Turn – March‖ is normally given when the team has already presented the Colors and exiting in a single file line is desired. The team will be in a straight line abreast and the preparatory command ―Colors Turn‖ will be given. On the command of execution, the entire team will begin by bringing the left leg up in a mark time position, counting four steps and turning at the same time toward the right. On the fourth step, the right foot strikes the ground.

The left foot will close against the right foot. The team should end up facing a quarter turn to the right, still in alignment/cover.

READY STEP The command ready step is also given to move a team forward. This is accomplished in the same manner as forward march. The only difference is that only the lead guard steps off on the execution command of step. Upon hearing the command, the lead guard begins to march

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away, sliding the first step. On the lead guard’s third step, the member carrying the National Flag will make their first step in sequence with the lead guard. Upon the second step of the member carrying the National Flag, the member carrying the State Flag will make their first step. This sequence will be carried out until the entire detail is marching in unison and has moved away from its original position. At this point, the team should be in a straight line formation, marching away.

CASKET GUARDS The function of a Casket Guard is to provide a uniform presence over the body during the viewing of a deceased member of the Department. The members on the Casket Guard should be non-intrusive to the service as the proceedings are in progress. Proper protocol would be to remain silent and not hold a conversation with mourners/viewers. Team members should not appear rude or disconcerting, short replies or a statement that ―I cannot talk now‖ may be appropriate.

At the beginning of the service, the initial team members will be posted at parade rest at each end of the casket. The members will remain at the parade rest position as described earlier in the SOP. In the event a member begins to feel ill, the proper procedure would be to fall out and report immediately to the area designated for the team for a replacement. The replacement would then march slowly and non-obtrusively into the space that was void and remain with the remaining Casket Guard.

Because members are to remain still and quiet, the watch rotation should be a maximum of twenty minutes at a time. Depending on the temperature and condition of the team members, that time may be modified as needed.

CHANGING OF THE GUARDS There are no commands associated with the Changing of the Guard. The relieving team will present themselves within eyesight of the members at the casket. While at parade rest, the relieving team will come to the position of attention. Once this is seen by the team on the casket, they should also come to attention. All of the following moves are done with a three one-thousand count. The relieving team will then march forward slowly toward the casket.

Upon reaching the front of the casket, the relieving team will split, going to the left and right respectively. Upon seeing the relieving team split, the members already on the casket will face and march toward each other, parallel to the casket. Once they meet, they will halt, face away from the casket, and then march away. The relieving team will march into their position, turn toward the casket, make a quarter turn, and then slowly go to parade rest. This will complete the sequence of change.

FIRING PARTY The firing party is used to pay tribute to an officer killed in the line of duty. The rifle team will be coordinated by a team member. The coordinator will be responsible for calling commands and ensuring that the weapons and ammunition have been physically inspected. This will be relayed to the Detail Commander prior to commencement of any firing. In the rare event that the service is held at a church and no gravesite service is to occur, the communications center or local law enforcement office shall be notified of the impending gunfire.

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FIRING PARTY SEQUENCE Once at the gravesite, the firing party will inspect their weapons and ammunition. The coordinator will inspect the weapon and ammunition to ensure that each rifle is loaded and the safety is on. The fact that the weapons and ammunition are in fact safe will be relayed to the detail commander. The location for the firing party will be pre-selected and the team will stand by in that area until the arrival of the funeral procession.

The firing party will take up a position of parade rest. The preparatory command of ―Firing Party‖ will be given to alert the team that they must prepare to come to attention. The command of ―Attention‖ will be given at which time the team will come to attention. The firing party coordinator will then advise the team to stand by. At this point, no action is taken and the command is given quietly.

The next command of ―Ready Face‖ is given which is the command of execution. After this command, the team makes a three one-thousand count movement. Count one and two are to execute a half right face. Count number three is to spread the feet approximately shoulder width apart by moving the left foot. The coordinator will then give the command ―Ready,‖ at which time the weapon will be cocked and the team will freeze in place. The coordinator will then give the command ―Aim.‖ The team will raise the rifles to the air into the firing position, keeping their head and eyes looking straight to the left and not down the barrel of the weapon as in actually aiming. The coordinator will then give the command of ―Fire.‖ Upon hearing this command, the team will pull the trigger in unison and automatically go back to the port arms position.

Upon hearing the next ―Ready,‖ the team will eject the rounds in unison and all members are to remain at port arms. Once this is accomplished, a live round will be automatically forced into the chamber. The coordinator will give the command ―Aim.‖ The team will raise the rifles to the air into the firing position, keeping their head and eyes looking straight to the left and not down the barrel of the weapon as in actually aiming. The coordinator will again give the command to fire. Upon hearing this, the team will again fire in unison and automatically go back to the port arm position. Upon receiving the last command of fire, the team will go back to port arms and place the weapons on safe.

The coordinator will give the command of ―Present Arms.‖ The team will do an automatic halfleft face and immediately put the weapon into the correct position of present arms. The coordinator will then render the hand salute using a three one-thousand count movement.

Taps are played while present arms is held. Once Taps is completed, the coordinator will give the team the command of ―Order Arms.‖ Once the team has come down to the order arms position, they will receive the command of ―Ready Cut,‖ and will remain in parade rest until the conclusion of the service.

FUNERALS CASKET TEAM DUTIES The funeral usually begins at a Church, Funeral Home or gravesite. Although it is not limited to just these areas, the Casket Team must be flexible and willing to adapt to the surroundings.

The Officer in Charge (OIC) of the Casket Team will designate the duties of each member of the Casket Team. The OIC will always assume the position to the right front of the formation and will call out all commands for the Casket Team.

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RECEIVING REMAINS Once at the designated location to receive the remains of the deceased, the Casket Team will line up in two rows of three and will be at parade rest. The Casket Team will also position itself far enough to the rear of the arriving hearse so that any corrections that need to be made while marching to the rear of the hearse can be done.

Upon seeing the arrival of the hearse, the OIC will bring the Casket Team to attention. The OIC will give the command to present arms, at which time the Casket Team will render a hand salute using a ten one-thousand count. Once the hearse has passed by the team, the OIC will give the command to order arms, at which time the entire team will lower the hand salute using a ten one-thousand count. It will then be at the OIC’s discretion to either leave the Casket Team at attention or to put them at parade rest.

Once the supervisor in charge of the funeral gives the OIC the signal; the OIC will give the command of forward march. At this time, the entire team will march forward to a predetermined amount of steps to the rear of the hearse. After the team turns toward the rear of the hearse, they will march to it; mark time and the OIC will give the command to halt. After a one second pause, the Casket Team will face toward each other.

The supervisor in charge of the funeral detail is responsible for pulling the casket out of the hearse. After walking between the team to the rear of the hearse, the supervisor will come to a halt and render a hand salute using a ten one-thousand count. The team supervisor will bend at the waist and with both hands, take hold of the casket handles and slowly pull out the casket.

As the team supervisor pulls the casket from the hearse, the Casket Team begins to take control of the casket. When control of the casket has been transferred to the Casket Team, the team supervisor does an about face, and walks away.

The OIC will give the command to ready step. All team members will take one step to the side, away from the hearse. The OIC will give this command as many times as necessary until the team is clear of the hearse. The OIC will then advise the team to ready turn. This is when the team will direct the casket toward the front of the entrance, feet first. Depending on where a team member is positioned on the casket, they will take either one step forward or one step backward each time the command is called. Once the casket is lined up to the entrance, the OIC will give the command to ready face. This is when the team will face toward the entrance.

The next command will be forward march and the team will march to the entrance, ensuring the casket remains level at all times.

Once the Casket Team has carried the casket into the foyer of the church, they will automatically begin to mark time until the OIC brings the team to a halt. After a one-second count, the team members will face each other. The next command will be to ready down, at which time the casket will be lowered onto the cart. The command ready up will be called and team members will rise to attention. After a ready face, the team will face the exit where they will march away until later in the service.

RECEIVING THE CASKET FROM THE CHURCH The Casket Team will stand at attention facing each other in two rows of three, waiting for the casket to be brought to them. Once the casket is placed in between the team, the OIC will give the command to ready down. At that time, each team member will bend over and take hold of the casket. When the command to ready up is made, the team will lift the casket, keeping it level. The OIC will give the command to ready face 8

and the team will face in the direction in which they will be marching to the hearse. The next command will be forward march and the casket will be carried to the hearse.

Once the team arrives at the rear of the hearse, they will automatically mark time until the OIC tells them to halt. After a one-second count, the team will face each other. At this time, the team supervisor will position himself to the rear of the casket and then push it in the hearse and secure the casket inside. The team supervisor will then render a hand salute using a ten one-thousand count, conduct an about face, and march away from the hearse. The OIC will give the command to ready face and the team will face away from the hearse. When the command to forward march is given, the team will march away from the hearse and come shoulder to shoulder as they are marching away. After they reach a certain point, the team will halt.

RECEIVING THE CASKET AT THE GRAVE SITE The Casket Team will be in two rows of three and will remain at parade rest until the hearse arrives. Once the OIC sees the hearse approaching, the team will be called to attention. Next the OIC will inform the team to present arms and everyone will render the hand salute using a ten one-thousand count. When the hearse has passed, the OIC will give the command to order arms. The same procedure applies as stated earlier when retrieving the casket from the hearse. The team again carries the casket feet first to the gravesite. Once the Casket Team has arrived at the site, the team will automatically mark time until the OIC brings them to a halt.

After a one-second count, the team will face each other. The OIC will then give the command to ready step, at which time the team will take one step sideways to either their left or right, bringing the casket over the grave. This command will be given as many times as necessary until the casket is completely over the grave. The next command will be ready down, and the team will lower the casket onto the platform covering the grave. Once the casket is on the platform, the team will get a firm hold on the flag that is covering the casket and wait until the OIC gives the command to ready up. At that point, the team will stand straight up with the flag, keeping it level and tight, approximately waist high, at the same time, stepping back away from the casket.

FOLDING THE FLAG Once taps has finished playing, the OIC will give a sharp tug on the flag. The team will bring their ends and sides of the flag together, leaving approximately a one-inch border on the opposite side of the OIC. When this is done, the middle person on the opposite side of the OIC will wait until all members are ready. That person will slowly start to move their hands to the bottom of the flag and the other two members on the opposite side of the OIC shall also move their hands to the bottom of the flag, keeping time with the middle person. Once they have reached the bottom of the flag, they will raise their end of the flag up to waist level. The OIC will give another sharp tug on the flag and the team will bring it together, ensuring the ends and sides are even. When the middle person on the OIC side sees that all members are ready, that person will slowly move their hands to the bottom of the flag. When the other two members on the OIC side notice the middle person moving their hands, they will also start to move their hands to the bottom of the flag, keeping time with the middle person.

Once they have reached the bottom of the flag, they will raise their end of the flag to waist level. It will now be up to the OIC and the member across from him or her to actually fold the flag. They should both make a fold on the end of the flag. The OIC will make the first angle fold. The next angle fold will be made by the person directly across from him or her and they

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continue alternating folds until they reach the end of the flag. Once the fold reaches the area of the stars on the flag, the two middle members will each take one side step in the direction of the OIC to assist in tucking the final flap on the flag. Prior to the final tuck, one of the middle members will make a final fold so that the tuck will be even with the flag. Once the final tuck is completed, the two middle members will take one side step back to their original position.

The OIC will inspect the flag after it has been folded; ensuring that no red is showing. After this is completed, the Chief of Police or his designee will be standing next to the OIC, awaiting the flag. The OIC will turn toward the Chief. The Chief will render a hand salute using a three onethousand count upward and a ten one-thousand count downward. After completion of the salute the OIC will hand the flag to the Chief. Once this is done, the OIC will render a hand salute, using a three one-thousand count upward motion and a ten one-thousand downward motion. After the hand salute, the OIC will face inward, toward the casket.

The OIC will have already designated which way the team is to face and exit. Once the OIC has determined that the service is over, the command of ready face will be given and the team will turn in that direction. The next command will be forward march and the team will march away, coming shoulder to shoulder until they get to a predetermined area where they will come to a halt and be dismissed.

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Appendix D Casualty Assistance: Assignments Worksheet

Family Supported: Last Name: _______________________________________________________ First Name: _______________________________________________________ Spouse: __________________________________________________________ Other Immediate Family Members: _____________________________________ _________________________________________________________________ _________________________________________________________________ Casualty Assistance Coordination Officer Casualty Assistant Coordinator Assistant Division Commander Notification Officer Initial Hospital Liaison Officer Family Assistance Coordinator Communications Officer Public Information Officer

Resource Team Members

Traffic Commander Family Advocate Officer Honor Guard Coordinator

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Peer Support Team Members

Officer-in-Charge for Funeral

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Appendix E Casualty Assistance: 24-Hour Line-of-Duty Death Checklist Date of Casualty Event: ____________________ Subject Officer: ______________________________ √

Actions to Accomplish in event of a Casualty Notification of Duty Officer/Division Commander Notification of Chief of Police

Key Persons PSCC NO

Notification of Immediate Family

NO/Chief

Supervisor assigned to NO

NO

Notification of Administrative Support Bureau Commander (CAC)

NO

Notification of Family Assistance Coordinator (FAC)

CAC

Notification of the Honor Guard (HGC)

PSCC

Activation of Hospital Liaison Officer (HLO)

PSCC

Transportation of Immediate Family to Hospital

NO

Activation of Peer Support On-Call Supervisor

PSCC

Activation of Peer Support at Scene & Hospital

PSS

Activation of PIO at Scene & Hospital

PSCC

Activation of Chaplain

NO

Notification of HLO that Family is enroute to Hospital

NO

Reserve 3 waiting areas in Hospital

HLO

Peer Support Supervisor to Relieve HLO

PSS

Collection of Family Information (names, addresses, phone)

FAC

Secure Private Phone at Hospital

HLO

Brief Hospital on Billing Procedures

HLO

Brief Hospital Security

HLO

Establish Resource Team

CAC/FAC

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FAC to Meet with Immediate Family Regarding Benefits

FAC

Request for Immediate Benefits (Heroes, BLE, FCPA, FCOPS, Benevolent Fund

FAC

Establish Family Advocate Officer (FAO)

NO/DC

Establish General Inquiry Phone Number at PSCC Establish Communications Plan

CO CO/CAC

Send Teletypes, CAD, Outlook & NLETS Notifications

CO

Discuss Complete Benefits (Can Wait 36 hours)

FAC

Arrange for Childcare Services if Needed

RT

Arrange for Extended Family Transportation

RT

Team Briefing (12 Hours)

CAC

Team Briefing (24 Hours)

CAC

Key to Abbreviations: CAC

Casualty Assistance Coordinator (Typically the ASB Commander

CO

Communications Officer (PSCC Commander)

DC

Affected Division Commander

FAC

Family Assistance Coordinator

HGC

Honor Guard Coordinator

HLO

Hospital Liaison Officer (Non-involved first-line Supervisor Immediately dispatched to Hospital (Typically relieved by Peer Support Supervisor)

NO

Notification (Typically the Duty Officer at Night and on Weekends and the Division Commander during Business Hours

PSCC

Public Safety Communications Center

PSS

On-Call Peer Support Supervisor

RT

The Peer Support Resource Team

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Appendix F Benefits Flow Charts & Worksheet STATE LINE OF DUTY ACTS State Code Citation

Describe criteria for benefit, if one exists:

Describe procedure for obtaining benefit:

FLOW CHART FOR DEATH BENEFIT*: Beneficiary/Family Assistance Coordinator Submits claim on forms provided by State Comptroller’s Office City/County Chief of Police, Superintendent, Department of the State Police Completes Casualty Investigation Determine Address for Submission of Claim Identify Contact Persons & phone numbers at state claims office Approved Claims results in Issue of Benefit Payment Identify Proper Name of Beneficiary or Estate for purposes of benefit payment *NOTE: Reduced payment may be made if death occurs within a certain time-period following a line-of-duty injury.

FREE UNDERGRADUATE TUITION AND FEES State Code Citation: Describe criteria for benefit, if one is available (this varies by state or may not exist):

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City/County Police Association/Police Union Death Benefit Flow Chart: Family Assistance Coordinator Address for Submission of Claim Claims Contact Person Claims Contact phone number(s) Describe benefit and criteria for obtaining benefit:

.

Address for Submission of Claim:

Issue Payment to Beneficiary Name(s) or Estate (Name):

The TASER Foundation provides a one-time benefit to the families of law enforcement officers who life was lost in the line of duty. The loss of life must be duty related and have occurred since August 1, 2004. Submit official death notification and details to: The Taser Foundation President and Chief Executive Officer 17800 North 85th Street Scottsdale, AZ 85255-9603 Phone: 480-905-2090| FAX: 480-463-2155 Toll Free: 1-800-978-2737, Ext. 2090 The TASER Foundation forwards a check to the Chief of Police within 24 hours of notification of the line-of-duty death

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Appendix G Death Response/Funeral Assistance Teams At this time, there are only four states that have any type of a Death Response or Funeral Assistance-type team in place. Those states are: Indiana, Michigan, Missouri and Wisconsin.

The purpose of these programs is to assist any department within their state with the planning and execution of a funeral for officers who have fallen in the line of duty. Some of these teams will also assist departments with funeral details for active and retired officers.

For additional information, you can refer to the following web sites: Missouri Law Enforcement Funeral Assistance Team, www.mopolicefuneral.org Wisconsin Law Enforcement Death Response Team, www.wichiefs.org/ledr.asp

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CHAPLAINS REFERENCE GUIDE NATIONAL SHERIFF'S ASSOCIATION

NATIONAL SHERIFFS’ ASSOCIATION CHAPLAINS REFERENCE GUIDE

Introduction As long as there is crime, there will be officers and a host of persons supporting the criminal justice system. Occasionally, these men and women will need additional support to handle overwhelming emotions which are hazards of the job. Most agencies cannot afford a full time staff person to attend to such needs.

The type of people and criminal actions law enforcement encounter in communities and jails can sometimes be shocking. This emotes feelings the average person is very often not equipped to process alone. As a community oriented profession, we train law enforcement not to disclose feelings at such incidents. The nature of the profession asks that feelings and normal reactions to the extraordinary be put aside. This can result in higher rates of alcoholism, drug abuse, divorce, and, sometimes, suicide. In a service profession to law enforcement, as well as to the incarcerated, and former inmates, the chaplain has a unique perspective of, and possibly is better equipped to address basic problematic events and emotions.

An effective chaplaincy program should be an integral part of any sheriff’s office. This program can take many different forms in order to conform to need, resources, and capabilities within the community and organization. Many sheriffs’ offices utilize chaplaincy volunteer programs. This manual hopes to outline some basic departmental needs which can be met through an effective chaplaincy program.

We at the National Sheriffs’ Association’s Chaplains’ Steering Committee have put together a basic training manual to help chaplains, sheriffs, and those in the office understand the role of chaplain, act as a guide to basic needs, and define its’ role in operations of the sheriff’s office. Please review the material and answer the questions at the end of the manual. Keep it as a reference when questions or doubt arise concerning certain situations and you feel you need guidance. Although designed to offer guidance, there are many ways to approach the different subjects enclosed and each can be molded to fit your program. We hope you take the information inside and expand upon it. The manual has been compiled by some of the finest chaplains in our nation.

And if you find that you need additional support or guidance, please contact any of the committee members. We are glad to help.

National Sheriffs’ Association Chaplains’ Steering Committee

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Before you begin...

The information in this manual is suggested operational material. It is in no way meant to replace policies and procedures already in place within your agency. It is merely a guide to help establish policy where it does not currently exist, and to better inform sheriffs and their chaplains of the basic fundamentals of the topics presented.

The information provided has been a collaborative effort of the National Sheriffs’ Association’s Chaplains’ Steering Committee.

National Sheriffs’ Association’s Chaplains’ Steering Committee Sheriff F. DeWayne Beggs, Chair- Cleveland County, OK Sheriff Tim Hawsey (Ret.), Escambia County, AL Chaplain Mary Perry, Co-Chair - Miami County, OH Ed Hutchison, - National Sheriffs’ Association Yanecia Green – national Sheriffs’ Association Fred G. Wilson – National Sheriffs’ Association *** Chaplain Walter Dennis - Mecklenburg County, NC Chaplain Harold Ellis - Belton, TX Chaplain Onie Ortiz - Sacramento County, CA Sheriff Kenneth Popenhagen - Benton County, IA Chaplain Ed Stelle - Multnomah County, OR Chaplain Howard Travers - Wicomico County, MD Chaplain Rick Braswell - Broward County, FL Chaplain Famous Byers - Jefferson County, TX Chaplain Paul Bettis – Cleveland County, OK

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Contents Chapter One...

Critical Incident Stress Debriefing...the Chaplain’s Role Chapter Two...

Death Notification Chapter Three...

Inmate After-care Chapter Four...

Law Enforcement Peer Support Chapter Five...

Recruiting and Training Volunteers Chapter Six...

The Role of Chaplain with Sheriff and Staff Chapter Seven...

Law Enforcement Spousal Support Chapter Eight...

Hostage Negotiations...the Chaplain’s Role Chapter Nine...

Ministry to Inmates

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Chapter One Critical Incident Stress Debriefing...The Chaplain’s Role What is CISD? Critical Incident Stress Debriefing (CISD) is a therapeutic group technique designed to minimize the impact of a traumatic event and to aid in psychological and emotional recovery. Dr. Jeffrey T. Mitchell, of the University of Maryland, designed Critical Incident Stress Debriefings to prevent post-traumatic stress among high-risk occupational groups. Initially developed for firefighters, paramedics and police officers, use of the Mitchell Model has been modified and expanded for use in natural disasters, school-based incidents, and a variety of other stressful events.

What is Critical Incident Stress?

Critical incidents are events outside the normal range of a person’s experiences.

They are usually unexpected and so powerful that an individual is unable to cope following the event. No two people will react the same to an event. Some people may have no reaction. Others may suffer from nightmares, sleep disturbance, confusion, anxiety, irritability, inability to concentrate, sadness, depression, and anger. Physical symptoms may include rapid heartbeat, night sweats, headaches, and dizziness. Job performance may also suffer, as will other aspects of the individual’s life. Sexual function may be affected, as well as ones’ ability to interact with family and friends.

While most reactions last only a few days, others can go on for weeks or even months. In 6

some, symptoms appear immediately. In others, no reaction or delayed symptoms can occur.

CISD and You There is a discrepancy in the availability and use of CISD from one department to another. Many departments have no formal CISD program in place. Others have programs, but participants would be viewed as “weak,” which discouraging attendance.

In many volunteer departments (especially in rural areas), there is no formal CISD available, and the department relies on chaplains and untrained peer counselors. There are some departments with readily available CISD program(s), and offer it whenever a traumatic event or need occurs.

Many people do not get involved with starting and continuing CISD programs because they do not feel “qualified.” CISD does not require a specialist.

What role can the chaplain play in CISD The chaplain serves as a communication link, and should strive to be attentive to individuals in crisis. Due to the constant presence of danger, pressure, and tension, the chaplain should strive to create a reliable relationship with officers. When needed, the officer may turn to him/her for counsel. Likewise, the chaplain should be available to the officer’s family and to all associated with a crisis.

The term “officer presence” lends itself to the idea that an officer in the vicinity can deter wrongful activity. The same applies to a chaplain, but a chaplain’s presence can alleviate fears and anxieties.

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Once the response team has been dispatched, the chaplain should assess the situation and decide which person(s) need reassurance and counsel. NOTE: The chaplain should not interfere with any medical or investigative activity. However, the presence of a chaplain can be a great comfort while someone is being examined.

The chaplain should be careful in demonstrating respect for all faith groups.

Offering words of comfort using scripture is powerful; however, the chaplain must be sensitive to those of many, varied faiths. Many times those in need of comfort will seek the chaplain’s help. Gathering general information about next of kin, clergy, etc., is also very helpful. Afterward, the chaplain should offer to make any telephone calls or to make other notifications needed.

The chaplain should also offer assistance to the officer(s) or other staff members whom have been immediately affected by the trauma. While the chaplain should be careful not to interrupt the investigation, the presence of the chaplain can be a great comfort to the responding officers. The days, weeks and even months following will be a critical time for the chaplain to interact with those involved in the incident. Be prepared to make referrals as necessary. An individual’s abnormal behavior or the inability to cope following the event is an indication professional help may be needed.

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Debriefings for the Individual When only one person is in need of intervention, the coordinator should send the appropriate CISD team member. A group debriefing should never be conducted when there is only one person in the group in need of help.

Defusings Defusings are short (20 minutes) discussions about the normal stress symptoms that might be expected following a critical incident. Basic information on stress management is also provided. During such meetings, the chaplain should offer support and make time available for individual counseling.

Critical Incident Stress Debriefing Model There are seven (7) phases associated with the Critical Incident Stress Debriefing Model. Each phase is addressed below.

1.

Introduction There are a few guidelines in conducting a CISD. The following elements should

be kept in mind throughout any CISD process and/or explained to participants. ¾ Introduce team and credentials ¾ Maintain confidentiality ¾ No press ¾ Do not leave once debriefing begins ¾ Not necessary for attendees to speak 9

¾ Explain CISD rationale ¾ CISD short-term effect – feeling worse ¾ Education and Venting – CISD effects ¾ CISD is not therapy ¾ CISD is not a critique ¾ No rank in a CISD 2.

Fact Phase

Ask each member of the group to describe his/her role at the incident, including what they saw and heard. This is a description of the incident. ¾ Keep this simple - direct the group to keep it simple ¾ Everyone in the group should have an opportunity to talk ¾ Do not force the issue if someone does not want to talk ¾ Let the speaker know they have your undivided attention 3.

Thought Phase

Ask leading questions, such as: “what were some of the thoughts that you had while you were at the scene or soon after you left the scene?” ¾ Everyone should have the opportunity to give his/her thoughts ¾ Everyone may not share this information ¾ Consider sub-groups when dealing with a very large group 4.

Feelings / Reaction Phase ¾ Encourage the group members to share their initial reactions to the incident 10

¾ Ask the group to identify the worst part of the incident ¾ Point out possible feelings that are normal: anger, fear, grief, disgust, etc.

5.

Symptom Phase 1. Ask how the group member(s) knew the incident was traumatic 2. Identify symptoms that appeared: ¾ At the scene? ¾ The next day? ¾ Current symptoms appearing shortly after incident? ¾ Current symptoms appearing noticeably after incident?

You may need to point out to the group that any symptoms are normal.

6.

Teaching Phase

Below is a list of remedies to some of the less serious symptoms simpler effects of CISD. ¾ Stress management training ¾ Diet and/or exercise schedule ¾ Deep breathing exercise ¾ Progressive muscle relaxation ¾ Biofeedback ¾ Meditation/prayer ¾ Directive approach More serious issues should be referred to a professional.

7.

Re-entry Phase 11

1. Give group a chance to resolve the issues 2. There may be no resolution, but if the group gains understanding, then positive results are achieved.

3. Ask: Is there anything else you would like to talk about?

This may open up the group to a lengthy discussion. . . Be prepared!

Hopefully, prior to a critical incident, the CISD Model has been evaluated and implemented. The first step in implementing a CISD program is establishing responsive teams. The next section examines CISD program team formation and continuing training and education.

Team Formation Below is a suggested outline of things to consider when putting together a CISD team. Be certain to identify resources in the community as well as departmental needs.

Initial Steps ¾ Determine needs ¾ Support from mental health professionals and advocates ¾ Support from law enforcement professionals ¾ Review existing programs, if applicable ¾ Establish protocols ¾ Sell the program Intermediate Steps ¾ Develop team structure 12

¾ Resolve budget issues ¾ Solicit applications ¾ Schedule training ¾ Choose team members carefully ¾ Evaluate team mix ¾ Implement/plan for mechanism to remove members Final Steps ¾ Preliminary choice of team members ¾ Train team ¾ Final choice of team members ¾ Establish leadership Suggested Training The suggested training consists of a tri-level approach. All team members should participate in a two day training session, specifically focusing on Jeff Mitchell’s CISD model. In addition, all team members periodically should engage in continuing education. Finally, all team members should be cross-trained for other positions for the benefit of the team, program and recipients. The following is a partial list of potential professional resources to utilize as peer debriefers. ¾ Firefighters ¾ EMS providers ¾ Police 13

¾ Dispatchers ¾ Emergency nurses ¾ Physicians ¾ Clergy/chaplains Maintaining Operations It is essential to continue the growth of the CISD team. Below is a suggested outline on how to proceed. Again, consider your capabilities, resources, and departmental needs.

Team meetings can be used for: ¾ Continuing education ¾ Team building ¾ Stress management ¾ Group business While this list is not exhaustive, CISD team functions may include: ¾ Stress management skills training ¾ CISD education and marketing ¾ Debriefings ¾ Referrals ¾ Community activities ¾ Team meetings ¾ Cross Training 14

Pre-Event Education The following organizations may offer multiple levels of training for your CISD program, and should be utilized to expand training options, as well as foster relationships with other agencies and/or organizations. ¾ EMT classes ¾ Police academies ¾ Fire academies ¾ Rescue squad meetings ¾ Management groups ¾ Mental health clinics Hopefully, a CISD Team is in place prior to a disaster. Regardless, CISD team members should be aware of the stages of disaster identified below, and they may be called upon to share this information.

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Stages Of Disasters There are seven (7) stages of disaster associated with CISD, which include: 1. Warning 2. Threat 3. Impact 4. Inventory 5. Rescue 6. Remedy 7. Recovery Although each stage has implications for CISD, the CISD team and participants, there are two stages which warrant specific discussion. The first is the Impact Phase.

During the phase participants are likely to experience fear, which is known to produce adrenaline for the “flight or fight” response. The second stage is the Recovery Phase, in which participants report the following emotions: ¾ Honeymoon ¾ Euphoria ¾ Disillusionment ¾ Anger ¾ Grief ¾ Loss of support ¾ Convergence 16

It is important to remember, especially with the Recovery Phase, participants may enter and exit this phase at differing intervals and exhibit varying responses. Participants typically will utilize one (or more) of the coping mechanisms identified below in an attempt to minimize and/or resolve stress associated with the incident. ¾ Human attachment ¾ Drive to survive ¾ Group affiliation ¾ Attempts at mastery ¾ Feelings shut down ¾ Prayer ¾ Hope

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Chapter Two Death Notification: Basic Death Notification Procedures In Person Always make death notification in person–not by telephone or police radio.

It is very important to provide the survivor with a human presence or “presence of compassion.” Arrange the death notification to be made in person, even if the survivor lives far away, either by contacting the Medical Examiner’s Office or law enforcement agency.

Time and Certainty Provide notification as soon as possible.

Obtain positive identification of the deceased. Notify next of kin and others living in the same household, including roommates and unmarried partners.

Before the Notification-move quickly to gather information Mistaken death notifications have caused unnecessary trauma.

No one should learn of the death of a loved one from the media. Be certain of the deceased’s identity. Determine the deceased person’s next of kin and gather detailed information, regarding the circumstances of the death, about survivor’s health risks, and whether other persons are likely to be present at the notification.

In Pairs Always try to have two people present to make the death notification.

Ideally, a law enforcement officer (in uniform), the medical examiner, chaplain, victim 18

service counselor, family doctor, clergy person, and/or close friend should be considered in assisting with the notification. A female/male team is often advantageous.

Plan the Notification Process Take separate vehicles if possible.

Having two vehicles present provides flexibility. One notifier may be able to stay longer to help contact other family or friends for support. Before arrival at the notification site, the team should decide who will speak, what will be said, and how much information will be disseminated.

In Plain Language Notifiers should clearly identify themselves, identify the survivor(s), present credentials and ask to come in.

Do not make the notification at the doorstep. Request to enter. Ask the survivor to be seated. Request that underage children leave the room. Children may be notified separately, if requested. The presence of the team has already caused alarm.

Give the death notification directly and in plain language. Begin by saying, “I have some very bad news to tell you. I am sorry, but…”. Speak slowly, giving as many details as possible.

You should avoid such vague expressions as “Sally was lost” or “passed away.” Instead, say: “Your daughter, Sally, was in a car crash, and she was killed.” “Your husband, Tom, was shot today, and he died.” “Your father, Bill, had a heart attack at his work place, and he did not survive.” Call the deceased by name–rather than “the body.”

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Answer the survivor’s questions directly. If you don’t know the answer to a question, say so. Inform the survivor(s) that you will provide the information once it becomes available, and make certain to do so. There are few consoling words that survivors find helpful–but it is always appropriate to say, “I am sorry this happened to you.”

With Compassion Remember: Your presence and compassion are the most important resources you bring to a death notification.

Remain sensitive to the survivor’s emotions and your own. Never try to “talk survivors out of their grief” or offer false hope. Be careful not to impose your personal religious beliefs. Such statements as: “It was God’s will,” “She led a full life,” and “I understand what you are going through” are generally viewed as offensive and insensitive to one’s grief. Take time to provide information, support, and direction. Never simply notify and leave. Do not take the deceased’s personal belongings with you at the time of notification. Survivors often need time, even days, before accepting such items. Please note that they should never be delivered in a trash bag. Survivors should be informed how to recover loved ones belongings if they are in the custody of law enforcement officials.

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Give Survivors Helpful Guidance and Direction Survivors bear the burden of inevitable responsibilities.

You can help the survivor(s) by offering to provide immediate assistance. Offering to call a friend or family member is one way. Stay until the support person arrives. The survivor(s) may have a hard time remembering what is said and done. Writing down the names of those contacted is helpful. The survivor(s) should also be informed of any opportunity to view a loved one’s body. If this is possible, the survivor(s) should be informed of the condition of the deceased’s body and of any forensic restrictions that may apply. Viewing the deceased’s body should be the survivor’s choice. Providing accurate information in advance will help the survivor(s) make that decision. The survivor(s) may choose to see the body immediately, and this should be allowed if possible; even a hand or foot exposed under a protective covering can help bring closure.

Provide Other Specific Information Copies of a Community Resource Information Sheet and Survivor Intake Form are provided in the back of this manual.

These forms record basic information about survivors and their wishes. You should complete the forms, sign them, and keep them with the report or investigation file.

Follow Up Always leave a contact name and telephone number.

Re-contact the survivor the next day. If the death occurred in another county or state, leave the name and telephone number of a contact person nearest the survivor(s). Most 21

survivors are confused and some might even feel abandoned after the initial notification.

Many will want clarification of information provided or may need further direction. The notification team should plan and verify any and all follow-up assignments. (See also “debriefing� in chapter 1.)

Death Notification in the Work Place Survivors often must be notified at their work site.

When making a death notification at a work site, ask to speak to the manager or supervisor, and ask if the person to be notified is available. Ask the manager or supervisor to arrange for a private room in which to make the death notification. Follow the basic notification procedures described above: in person, in a timely manner, in pairs, in plain language, and with compassion. Allow the survivor time to react to the news and respond with your support. Let the survivor determine what he or she wishes to tell the manager or supervisor regarding the death. Offer to notify the supervisor, and to arrange transportation to the survivor(s) home, if necessary.

Death Notification in a Hospital Setting The principles of death notification described above apply in the hospital setting. Here are several additional points:

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• Find a quiet room in which the notification can be made and be certain the survivor(s) are seated. (Do not make the notification in a crowded hall or waiting room.)

• If possible, make arrangements for a doctor to be present or available shortly after to answer medical questions or concerns.

• Inform simply and directly.

• Provide assistance and guidance: 1. Ask survivor(s) if they wish to spend time with the body of their loved one.

2. Explain the procedure if identification of the deceased is necessary.

3. Explain about autopsy or organ donation, if appropriate.

4. Volunteer to help notify others. Make a list of any calls made.

Refer the media to the investigating officer or victim service advocate. Do not leave survivors alone. Make certain someone accompanies them at all times. Complete the “Survivor Intake Form,” and give survivors the “Community Resource Information” form. Make certain that the survivor(s) has your name and telephone number. Contact the survivor(s) the next day.

“Debriefing” for Death Notification Volunteers and Professionals The Death Notification team members should meet as soon as possible afterward for debriefing.

Review the notification: what went wrong, what went right, and how can it be done better in the future. Share personal feelings and emotions. Death notifications are, without a doubt, stressful and often depressing. The notification experience may have triggered 23

emotions significant to a notifier’s own losses. Be frank and honest. Share concerns and support one another.

Death Notification Specific to Suicide Notifiers: In the case of a law enforcement officer’s suicide, it is important that the person making the death notification be able to do so in a non-judgmental manner. The notifier should be someone who is familiar with both the officer and his/her family. This person is best prepared to provide answers and support based on the needs of the family. The notifier(s) should not be afraid to use the word “suicide.” Failure to do so communicates to the survivors that it is something to be ashamed of. Make eye contact. Use “open ended” statements. Avoid questions that require a “yes” or “no” answer (closed statement questions).

Follow-up: Make frequent visits to the survivor and his/her family. Make contact with those closest to the officer and encourage co-workers to contact the deceased’s family. It is extremely important for the survivors to try to put the “pieces” together to help better understand the behavior and events that occurred in the weeks or months prior to the deceased’s suicide.

Expect anger. Do not be afraid to talk about the individual–reflect upon the way they lived, as well as the way they died. It is important to the deceased’s family to know that other people miss their loved one too. Help prepare the co-workers to deal with family’s

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questions. Keep in contact with them and include them in your social functions. It is important for them to feel like they are still a part of the “Police Family.”

How Survivors Respond to Death Notification Physical Shock: Persons learning of the death of a loved one may experience symptoms such as tremors and a sudden decrease in blood pressure. Shock is a medical emergency–help should be summoned.

Some factors that affect reactions are: * Intensity of the event (for example, violent death vs. heart attack); and * Survivor’s ability to comprehend the event.

Have as much information available as possible, including the survivor’s medical and emotional history.

Other general reactions to death notification: Even if there is no physical or emotional response, the death of a loved one creates a crisis for the surviving family member(s). They will need to express their feelings; will need calm but reassuring authority; will need help in determining what steps they need to take next; and will need to begin restoring control by making certain choices. These needs can be met through the humane, patient, and non-judgmental approach of notifiers.

The Survivor Intake Form and Community Resources Form (What Do I Do Now?) can help with this process.

Family Support Advocate 25

The Family Support Advocate’s responsibilities include: ¾ Maintaining contact with the surviving family to keep them abreast of criminal proceedings. ¾ Accompanying the surviving family to any criminal proceedings, introducing them to prosecutors, and answering any questions they may have concerning the criminal trial. ¾ Assisting the surviving family with other needs and/or concerns.

One of the most important things to remember about death notifications is each survivor may respond differently. Team members and Family Support Advocates always should remember to be compassionate and non-judgmental. You should also encourage others to make visits or to help with needs of the surviving family.

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Chapter Three Inmate After-Care What is Inmate After-Care?

A successful chaplaincy program must include after-care for the released offender.

There are a variety of ways to provide after-care for the ex-offender.

Form a Committee This committee should include a group of individuals from the community whom can assess needs.

There are a variety of ways to successfully address these needs once they have been identified. Should the program offer food, clothing, housing, and/or job placement assistance? The committee should identify the needs, as well as the resources available.

Define the Roles Needed to Provide Programming Once the committee has determined the needs, a work crew should be established.

Any good chaplaincy program has discovered the importance of volunteers. Most chaplaincy programs could not function without a trusted core of volunteers.

The community can offer a wealth of resources also. Utilizing existing volunteers for an after-care program has several advantages: (1) the ex-offender is familiar with them, and (2) volunteers are often aware of community-based programs that can provide exoffenders with additional support and assistance, including housing, food, etc.

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Suggestions for Weekly Meetings A basic after-care program for ex-offenders should include a weekly meeting.

There are community religious and civic organizations that have fellowship halls, basements, and other areas that can be utilized for meetings and special functions.

Donated space may be available in your community.

Approaching the Religious or Civic Organization Have a plan prepared.

If you sound uncertain about your after-care program, you may not be taken seriously.

Offer at least (3) dates and times for your weekly program. For example: every Saturday afternoon from 3:00 - 4:00 pm. Give the facility sponsor an outline of the meetings. Will you provide refreshments? Will you be bringing instruments to the meetings? Are children welcome? If so, how do you intend to provide care for them? Be prepared for all situations and scenarios. If you do not make your plans clear to the facility sponsor and after-care participants, you will be open for anything. Clear communication will eliminate misunderstanding.

Transportation Many ex-offenders do not have driving privileges.

Recruit volunteers who are willing to transport participants to and from the meeting location. It is not a good idea to pick them up alone until a relationship of trust has been established. The host organization may want to assist with transportation, if they have the means.

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Give the Program a Name Give your after-care program a name that distinguishes it from the jail program. The after-care program should be an extension of the jail program, but different in its purpose and function. The ex-offender is attempting to re-establish life on the outside. The name should reflect this fact.

Stay Within Your Mission Counseling offenders often includes functioning as a mental health therapist, drug and alcohol counselor, and social worker. Your role in an after-care program should be well defined.

Co-Op with Community Agencies Depending on what you want to provide for your program, research what the area charities can provide.

Many churches and community organizations provide food and/or clothing to those in need. Others offer funding for various other needs. Know who provides which services and refer your participants.

Suggested After-Care Model Advertisement should begin after a meeting time, place, and name have been secured.

Advertisements should include posting fliers in the jail, parole and probation offices, and utilizing various media outlets. Inform the community of the meetings and welcome its involvement.

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Your attendees may lose interest at long meetings. A suggested model for the aftercare meeting includes: * Start and end on time * Welcome and treat everyone like a guest * Have special guests; encourage participation * Share a simple, faith-building message Food Optional Refreshments provide a time of fellowship.

Some after-care programs have carry-in dinners. This is a good way for everyone to contribute.

Progress Reporting Reporting on your after-care program is reporting “good news.�

Keep statistical data on attendance. Confidential reporting will help build a strong, positive reputation. It will also be beneficial if you depend upon donations to support your after-care program.

Be Creative!

Your after-care program should have a unique flavor.

There are many courses available on substance abuse, parenting, anger management, etc.

Evaluate what current participants need, but be flexible enough to alter and/or expand program courses. The focus of the program should be on the former inmate.

Adopt a Program 30

There are many successful after-care programs to emulate.

You should make certain, however, to formally request permission in order to avoid liability issues.

Make Your After-Care Program Enjoyable Often times, former inmate attending an after-care many times already are burdened.

By offering hope, reassurance, friendship, kindness, laughter, and lots of smiles, you can create an atmosphere of trust and a ‘safe place’ in which to vent thoughts, feelings, and concerns.

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Chapter Four Law Enforcement Peer Support What is Peer Support?

Webster defines peer as simply an equal.

Having a functioning support system is critically important to many within the field of law enforcement. Recruits entering the field are only minutely aware they will face many stressful situations. Career law enforcement personnel could only speculate how the stress would affect them at the time of their training. A text, video or other teaching tool could not have prepared them for the realities they have encountered on a daily basis. To many law enforcement officers, their peers are the only ones to which they can relate.

How Do Officers Get The Support They Need?

Unfortunately, most agencies do not retain a staff counselor.

This leaves the support system to be developed by the officers themselves, or, frequently, this responsibility is delegated to the agency chaplain. A peer support group should be created and maintained off-site and away from the working environment. It can be a meeting, a study, or comprised of small care groups that meet in homes. One model used is O.N.P. (Officers Needing Peace). Detailed information regarding O.N.P. is included in the back of this manual [THIS NEEDS TO BE ADDED]. You should contact other area law enforcement agencies for peer support meeting information to emulate as well.

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Peer Support - Spiritual Version of F.O.P. A peer support group cannot be a union meeting or a gripe session.

Rather, a peer support group offers comfort, compassion, understanding, camaraderie, and support to law enforcement officials. Many enter law enforcement with the thought of a career of public service and unrealistic perceptions of veneration by his/her community. After longterm exposure, the officer sometimes becomes apathetic and may eventually suffer from burnout.

Without positive reinforcement from peers, serious problems can develop; problems such as alcohol or drug abuse, marital difficulties, or misdirected anger. Meeting to discuss these and other issues, and to express thoughts and feelings relative to these issues on a regular basis with those similarly affected, can encourage and restore the zeal and enthusiasm these officers once felt.

Weekly/Monthly Meetings Have the Advantage of Cohesiveness Over CIRT A CIRT (Critical Incident Response Team) has its place.

After an initial traumatic incident, a CIRT is needed to defuse the situation, assess the damage and offer initial support. However, a peer support group does NOT wait for a critical incident to take place before offering aid. Since the group meets on a regular basis, daily operational stress is reduced through these peer group meetings. When there is trauma, the group offers long-term support for those suffering from Post-Traumatic Stress Disorder (PTSD).

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Wrong Messages Instilled in Training Officers are trained to believe that stress and negativity is “all in a day’s work.”

Many believe repression of feelings and emotions is the best coping mechanism. Such beliefs often cause many officers to find release elsewhere. Alcohol, divorce, and suicide are often the results of this repression. Because of what we know as the Blue Wall, “My mate cannot be involved, he/she is not a cop,” a second, spousal support group should be considered. Many within the ranks of law enforcement maintain the belief that only law enforcement understand law enforcement. They are more willing to discuss these unique hurdles with each other.

Spiritual Alternative Offering a non-partisan spiritually based support group may be accepted or preferred in some departments.

Good judgment should be used in identifying the best type of program needed. Do not promote personal doctrines. Advertise the support group as no particular denomination but fundamental in beliefs. Law enforcement officers need camaraderie, not platitudes and clichés.

How to get a Peer Support Group Started Admit the need for a peer support group.

Evaluate the need and determine how best to meet that particular need. Formulate a plan.

Inform your sheriff of your intentions. With the sheriff’s approval, post a flyer announcing the meeting date, place, and time. Once you decide on a meeting place (offsite), assign your initial facilitator (usually the chaplain).

Do Not Let Numbers Discourage You Officers tend to be suspicious at first.

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Do not be discouraged if the crowds do not rush in. If you have correctly identified the needs of your officers, remain steadfast and consistently meet. Most peer support groups grow by word of mouth. Evaluate your program on a regular basis to ensure it is meeting the need. Evaluate whether spouses or children might benefit from your meeting or another specifically designed to address their issues.

Define What You Are Not Rank must not be a factor in the peer support sessions. No one should feel alienated as a result of fear over “who” may be in attendance. Everyone in the group is in need of support!

Erasing the “Stigma” of a Support Group Officers may not attend a support group for fear of being labeled “weak.”

The name, set-up, and direction of the meeting can mask the traditional support group to skeptical peers. A monthly newsletter can be very effective in reporting what the group is about, in addition to announcing some of the group’s activities, i.e., picnics, guest speakers, anonymous “meaningful testimonies” from attendees on how skepticism has been eliminated. Focus on the positive. If you opt to circulate a newsletter, having an announcement section will boost reading of your newsletter.

Finally, Be Creative Start-up costs are little or none.

If you have a meeting place and a facilitator, give your meeting the structure you desire. Keep in mind long, drawn out meetings may cause new attendees to lose interest. Most people need

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encouragement, fellowship and laughter, a refreshment time, and a healthy alternative to bars, parties and union meetings. A peer support group can evolve into a vibrant program.

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Chapter Five Recruiting and Training Volunteers The General Purpose of Volunteers Providing spiritual ministry to those incarcerated and to law enforcement personnel is the primary purpose of volunteers. A willing and duly trained volunteer can prove to be a tremendous asset to the chaplaincy program.

Recruiting Volunteers Recruitment should begin with religious or secular establishments.

Potential candidates should have a detailed recommendation from their denominational leader both verbally and in writing. The letter should contain information about their past volunteer activities, character, and problem solving skills. The candidate should be a seasoned volunteer, not a novice.

Training the Volunteer Make a personal interview by the chaplain the first step.

Many times volunteers have little or no concept of volunteerism and commonly find that it is not as they expected. After a volunteer completes the initial interview, orientation and training, he/she should feel confident and comfortable about his/her commitment.

The volunteer should accompany others within the volunteer program to view the reality of chaplaincy programs over theoretical study. The trainer should be instructed to engage the volunteer in supervised actions after several accompanied sessions. Volunteers 37

should be encouraged to attend any and all training events may enhance their effectiveness.

Requirements for Volunteers Seasoned volunteers often perform outstandingly.

Due to the nature of the work, each volunteer should be a member in good standing with a local religious or civic volunteer program. Doctrinal or denominational teaching should not be permitted. Keep volunteerism simple. A tiered system of increasingly difficult or complex tasks performed by a volunteer, equated to either time invested in the volunteer program or successful completion of tasks, works best. This is also a proven method in keeping long-term volunteers in your program. Create a defined evaluation form to use with all volunteers and for the work accomplished. Move the volunteer to more complex tasks following the evaluation.

Policy and Procedures Appoint a chaplaincy council to help develop policy.

Your policy and procedures must always comply with the rules set forth by the agency you serve. Check your department’s regulation manual for compliance procedures.

Volunteers who routinely usurp law enforcement authority should be dismissed.

Volunteers should also participate in your agency’s employee pre-service orientation, if available. If in the jail, the volunteer should become familiar with jail operations. Do not assume a volunteer knows or understands how a jail operates, will recognize pitfalls, con games, or even entrapment perpetrated by jail occupants.

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Requirements for Literature All literature should be inspected.

Contraband and subversive materials should not be allowed into the jail. As every agency differs in what is permissible, existing jail policy should be observed.

Effective Volunteer to the Incarcerated Do... * Be a good listener * Be yourself * Follow all institution rules and guidelines * Be punctual * Seek help and ask questions * Dress appropriately-do not dress provocatively * Be courteous/cooperative to authorities * Stay positive Do Not‌ * Ask inmates about their crime * Make promises you cannot keep * Talk down, preach or judge to inmate(s) * Visit inmate families or friends without knowledge or consent * Give an inmate anything * Carry purses, bags or large oversize jackets into the facility 39

* Make business deals with inmates-never give money to an inmate * Undermine authorities * Argue with inmates, even if you are right * Be manipulated by inmates * Run errands, deliver messages or make telephone calls for inmates * Give your telephone number or home address to an inmate * Preach/teach denominational doctrine * Give easy answers to an inmate’s problem-acknowledge frustration * Expect instant results * Make decisions for an inmate Chaplaincy Programs for Volunteers Programs in the facility should include, but not be limited to: -Religious services and studies -Religious education and classes -Religious counseling -Choirs, ensembles and singing groups Collecting Information About Your Volunteer The chaplain should maintain all volunteer personnel files.

The chaplain should supply information to the jail for approved volunteer entry. The chaplain should ensure the facility has a file containing the following: * Name of Organization 40

* Name of Group Leader * Name of all Volunteers * Day of the week group is allowed into the facility The chaplain should maintain a list of all volunteers and keep a copy in the visitor’s reception area. A copy should also be given to the shift supervisors.

Volunteer Identification Cards Volunteer I.D. cards should be issued by the agency.

The following information should be displayed on the front of the I.D.: -Name of volunteer -Organization -Photograph -Chaplain’s signature and signature of jail administrator or sheriff Volunteers should be required to wear their I.D. at all times while in the facility. You should emphasize to volunteers that wearing the I.D. badge helps eliminate ____________________________? [SENTENCE NEEDS TO BE COMPLETED] Never Leave Volunteers Unsupervised Until Ready It takes some longer than others to volunteer alone in the jail.

Some volunteers need adjustment to protocol, chain of command, etc. Allow the volunteer to express his/her comfort level. Volunteers may feel confident in one area, but insecure in another. Allow self-paced training or job shadowing until they are confident.

Remind Volunteers to Always Show Respect for Staff 41

Bring problems or concerns to the chaplain’s attention.

Volunteers should be encouraged to bring staff concerns or personality conflicts immediately to the attention of the chaplain. A staff member or officer’s first priority is security, not communicating needs or policy to volunteers. If a volunteer does not understand a particular policy or procedure, an officer is obligated to first maintain security and safety. Continually review your agencies policy and procedures with your volunteer staff to eliminate confusion and miscommunication. Remember, a volunteer is giving a precious commodity - time.

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Chapter Six The Role of Department Chaplain Defining theRole of Departmental Chaplain It is essential to realize that the role of departmental chaplain must be defined as chaplain to all, with preferential treatment to none. The staff chaplain must see beyond rank, personality and personal preference to effectively be available to all employees without bias.

Chaplain’s Duties A chaplain has many different duties. Most departments are a diverse mix of culture, race, ethnicity, and personalities. One of the most essential duties to many departments is the chaplain’s ability to moderate between management, staff and volunteers.

Confidentiality In the course of day-to-day interaction with staff, the chaplain will be exposed to a great deal of personal information and hearsay. As chaplain, confidentiality in these matters is required. Sometimes, however, there may be exceptions to a policy of absolute confidentiality. Exposing confidential information often may be difficult to discern.

Consult your policy and procedure manual for illegal activity, but always disclose confidential information if you suspect a staff member of being either homicidal or suicidal.

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As staff chaplain, you will hear information that could aid both administration and staff to create better working relations. For example, if the staff is complaining about no support from the administration, this may be an excellent opportunity to approach your sheriff with the concept of starting a support group. This will benefit the agency in two ways. First, the staff will then have a program designed to benefit their concerns, and second, the sheriff will be showing concern in a tangible way without personal involvement. From the administration side, you may hear of sensitive issues about a staff person that concern the sheriff, but he/she may not be willing to address for various reasons. Offering to intervene in some way is one more way to make the sheriff realize what a valuable asset the chaplain is to the agency.

Do Not Get Involved With Gossip There is a world of difference in listening to someone complain and vent about issues that concerns them personally and sheer gossip. If the chaplain is privy to information about lives and it has leaked out, the chaplain’s creditability may become negatively impacted.

It may be tempting to agree with someone and join in his/her dislike about a co-worker, but it is dangerous. Allow someone to talk freely without adding your own opinion, but also try to be an impartial mediator. As people realize you can be trusted with what they perceive as confidential information, they will be more likely to utilize more frequently, and with increasingly sensitive information. Once this bond has been established, you will increasingly gain the trust and respect of those you are trying to assist.

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Peer Support Groups An after work, off-site support group is an excellent program to work into an agency, but there are a few do’s and dont’s you should follow: DO Get permission from the Sheriff to establish a group and hold meetings; Offer the group to every staff person and his/her loved ones; Post a description of the group, i.e., name of group and intent; and Encourage rank to be dropped at the door. Everyone in a support group should be on an even playing field.

DO NOT Allow it to turn into a gripe session. Harness personal complaints by reminding the group that this is not the focus or intent of the support group.

Allow it to turn into a union meeting. Always be ready to remind the group why you are meeting.

Encourage children to attend. While loved ones are welcome, children may distract from the meeting.

Setting Boundaries If not careful, the law enforcement chaplain can become consumed with providing too many services. Any chaplain will tell you they wear many hats, but this can be a curse as well as a blessing. Knowing when to say “no” will prevent several ills, such as burnout, fatigue and, in some cases, resentment. Allowing family members of law enforcement 45

professionals to call upon the agency chaplain is a benefit to the agency as a whole; however, remember to pace yourself so as not to become overburdened. Remember, you cannot be all things to all people.

Have Your Role Defined Most agencies have a policy and procedure manual already in place. There are very few agencies with chapters relating to the role of the chaplain. The chaplain should appoint a time with the appropriate administration member to define that role. The chaplain should have his/her own policies and/or practices in writing, even if the chaplain is a volunteer.

Internal Affairs One of the most difficult times for someone in law enforcement is facing a disciplinary hearing or some kind of punitive action. The chaplain may be asked to be present as a support person during hearings, disciplinary proceedings, or conflict resolutions. If it is permissible for the chaplain, and all parties involved are comfortable with the chaplain’s presence, he/she should define his/her role as providing emotional support, not offering opinions or taking an active part in the proceedings. Again, confidentiality is a must.

Nothing about a conversation, hearing or other procedure can be discussed with others.

Breeching confidence is a serious matter and can carry serious ramifications. It can carry legal implications, not to mention the trust it destroys. Since law enforcement personnel have a reputation for having trust issues, it is imperative they feel they can trust their chaplain. This trust does not come easy. It may take months (and sometimes years) for that trust to develop, but it can be destroyed in much less time.

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Suspending Judgment Persons willing to share their personal issues are not looking to be judged or criticized.

For the chaplain, a lifestyle or some activities may go against everything the chaplain stands for, but we are not called to stand in judgment. Offering guidance and support when either is requested and without condemnation should be the guiding principle of the chaplain. One should not try to convert individuals to their own “pet doctrine.� At best (and only if requested), share the simple basics and allow the church of their choice to indoctrinate them.

Stay Within Your Calling Unless you are also licensed in another field as well as clergy, stay in your field. The truth is we all have to be pretty well versed in a variety of topics, such as substance abuse, mental health issues, etc. Be prepared to make referrals when needed. We are preachers, not therapists, and even though what we provide is very therapeutic, we usually are not qualified to make assessments in other fields. This can bring legal liabilities also. Say an individual confides in you he/she feels suicidal, you should do everything within your field of expertise to help that individual, including advising him/her to seek professional help immediately. Should that individual act out his/her threats, it is likely that someone may want to know the last person in which he/she confided.

Be Visible

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A staff chaplain is not much good to anyone if he/she is not seen in the department too often. Many chaplains work their shift so they are able to ride along in cruisers, as well as visit officers and staff responsible for jail and courthouse operations. It is all a fine balancing act, but it is achievable. Be sure to work out a flexible plan that suits you and your agency.

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CHAPTER SEVEN Law Enforcement Spousal Support

Law Enforcement Stress There is a condition called “mean world syndrome,” which can cause individuals to be sensitive to the evening news [CITE]. Officers, on the other hand, go to work daily in the mean world. Law enforcement professionals have been known to say, “This stuff is not supposed to get to us...we’re officers.” Responding negatively to an ugly situation should not be viewed as weakness, but rather an opportunity to deal with stress before it takes control of the officer, or his/her family’s life.

Stress Fractures It is common knowledge that stress plays a destructive role in our lives. In some individuals, it can even lead to chronic conditions, such as high blood pressure, heart disease, and diabetes. Life truly does issue an allotment of battles for each of us to bear, but consider for a moment, if you will, the stress related to being married to a law enforcement professional.

Most people who choose law enforcement as a career are relatively aware of the fact that they are going to be exposed to the dark side of life. However, it is not until they come face to face with danger, depravity, neglect, and the many other ills of society they suddenly realize maybe all of their training has not equipped them to continually “bear 49

up” and cope with job-related stress. This stress may be magnified for spouses, friends and family of law enforcement professionals, especially since they did not choose law enforcement as a career, but, nonetheless, care and worry about the law officer.

Where Does the Spouse of an Officer Find Support?

The spouse of law enforcement personnel may not seek out support; however, support needs to be made available to him/her, as well as the officer. Providing a support system can be as simple as making the chaplain available to the families. A chaplain can be a very important and influential member of the Sheriff’s Office. Today, more than ever, law enforcement agencies need guidance, counseling, and assistance for law enforcement professionals, their families, and the communities they serve. No one is confronted with more situations which can demoralize or create emotional, mental or spiritual burdens than the law enforcement professional. The law enforcement professional’s family’s clergy, or religious advisor, although trained in the ministry, is not necessarily attuned to the particular stressors or problems inherent with a law enforcement career. In such cases, a Sheriff’s chaplain, aware of the stresses placed upon this individual and family members, could listen with empathy; advise calmly; and offer assistance when such assistance is appropriate.

What Role Does Stress Play in the Law Enforcement Family?

Every person involved with the law enforcement officer’s life will be tested at a certain point. Children may need extra reassurance. Being able to recognize when a family member is showing signs of stress is important. High blood pressure, depression, skin 50

problems, headaches, back pain, insomnia, digestive disorders, heart disease and stroke are some of the physical manifestations related to extended periods of stress. Chronic stress can have devastating effects physically, emotionally and mentally.

What are the Dangers of Imbalance?

Husbands and wives may find it impossible to detach themselves from their spouse’s daily activities. If not careful, the law enforcement family can gradually be swallowed up as a group and left shattered and scattered. Sometimes officers have a tendency to leave their work behind when they go home in order to keep peace with their families. If an officer goes home and pretends he or she is not thinking about work, and the spouse does not inquire about work either, the family may be setting itself up for repression, which, eventually, will surface in one way or another. Law enforcement professionals should share the day’s events - without wallowing in them - with loved ones. After all, our loved ones should be our best support system.

Balancing Work and Home Finding a balance between work and home life is a wrestling match for everyone, but it is achievable. Do not expect perfection; instead, be thankful for progress. Little things, like learning to detach from unprofitable relationships, can be small, but significant, steps in the right direction. All too often, we take our frustrations out on our loved ones when, in fact, we are really frustrated with someone else whom may have upset us at work. This is particularly difficult in law enforcement when the source may have been a random interaction with a community member. Some officers put up a “blue wall” where they 51

refuse to share their career with their spouses, friends or family believing they could not possibly understand because they are not an officer. When the spouse of an officer is concerned that they are kept too much in the dark, encouraging the spouse to keep an active interest in the events and episodes taking place in the community, like any other citizen but without pressuring their spouse to “tell all,� will help keep the wall down.

The Elected Official It is important for the chaplain to recognize the special stresses will accompany the household of an elected official, such as a Sheriff. Finding peer support for the Sheriff and the spouse is not always easy because there is one per county. Annual events, such as state and national association conferences, offer a broad range of services and events designed to reinforce the Sheriff’s role, as well as providing fellowship and recreation for the spouses. Creating ways to be a viable support to the Sheriff and his/her family should be of interest to the chaplain. Serving as a Sheriff can be a battlefield, and having a chaplain within the agency which regularly invests in the interest of the Sheriff, and his/her family, can minimize these specific types of stressors.

The Campaign Trail It is said among elected officials campaigning begins the day after election. The spouse and children of the Sheriff may feel the pressure that comes with living in a fish bowl.

Having someone to share the realities of these pressures with can help minimize the pressures of living up to public expectations. A campaign may end with an overwhelming victory; yet, the process of winning the election may have brought horrible 52

pressures upon the family. Negative articles, smear campaigns, lies, financial burdens and the threat of losing are but a few of the realities these families face during an election year.

Support Groups for Spouses If your state has a Sheriff’s Association, contact the Executive Director to see what services are available to the Sheriff and his/her loved ones. If there are no such groups available, the chaplain can be instrumental in starting a support group for spouses.

Support can consist of regular quarterly meetings for spouses, an informational newsletter, e-mail exchanges, etc. Try enlisting the help of a law enforcement spouses to help identifying needs and concerns. This will also help give the chaplain more of an understanding what life is like being married to a law enforcement professional.

Utilizing Community Resources Most departments provide employee (and possibly a community) bulletin board. With permission, post any events in the community which may help the law enforcement family. Workshops, clinics, child care providers, stress management classes, family workshops at local churches, etc. are all potential community resources. Having knowledge of what is available in your community can be helpful when making referral.

Some communities offer referral guides. Ask your local department of human services for copies to have on hand.

Literature

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In addition, there are a multitude of sources of written material on any number of topics.

Check with your mental health facilities, substance abuse agencies, employee assistant programs or any other social agency and ask for a quantity of literature on topics pertinent to the stresses of this profession. After you receive permission from a supervisor, literature may be placed in breakrooms or training rooms. Make sure there is a specified place for the material, do not just leave them here and there. The chaplain may find it beneficial to issue a monthly newsletter with a non-denominational, inspirational message. Being sought out by an employee is not the only way a chaplain can communicate. Finding creative ways to place information in the path of employees could save a marriage, mind or even a life.

Card Ministry Once the chaplain is made aware of a major event in the life of the family of law enforcement personnel, simple acknowledgment by sending a card reminds the family the chaplain does care. The chaplain is more likely to be sought out in greater times of need when he/she has shown concern when smaller events take place. The chaplain should circulate cards of sympathy, birthdays, congratulations, especially from the shift on which the person works.

Making a Difference No one wants to live in a house of strangers. Too many law enforcement officers become so engrossed in their work that, one day, they turn around to hear their children say, “We

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forgive you for not being around so much.� The good news is a chaplain making even a small effort can mean the difference between feeding and relieving stress.

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Chapter Eight Hostage Negotiations - The Chaplain’s Role “Chaplain, this is dispatch. We have a hostage situation...”

When a hostage is taken, the chaplain should be dispatched. Hostage negotiation is a specialized field, and only those persons who are properly trained, qualified and equipped should be involved in the negotiations. Most chaplains are not trained as negotiators and have not been good candidates for being a negotiator. However, the chaplain’s role at a hostage scene involves other duties.

Chaplains Must Understand the Role and Relationship of the Negotiating Team Everyone involved in a hostage negotiation/barricade-subject incident should be informed of the tactics, and the rules and people involved. Simplified, picture an “X” with multiple circles around it. The “X” represents the hostage-taker’s position. The first circle around the “X” is the inner perimeter. Only the negotiator, backup negotiator, and deployed SWAT team members should be allowed inside the inner perimeter. The outer circle is the line where the general public and all other people are kept behind and not allowed to enter the scene. Somewhere between the two circles, the command post is set up. Also between the two perimeters is the staging area for additional troops; a press briefing area; and a place where witnesses, family members, and released hostages can be debriefed and questioned. The chaplain’s position lies between the two perimeters. The chaplain’s role is a support one: support for the officers; support for the victims; support for decision makers, especially in providing information to religious questions.

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The Chaplain May Do Any or All of the Following: 1. Provide support and encouragement for the officers by his/her presence. Be a visible reminder for the troops that a Higher Power is also involved in what they are doing. Seeing a religious representative at a time of high stress like this can be reassuring for the officers.

2. Provide religious expertise if needed. The hostage taker may have asked a religious question or made a religious statement that the negotiator needs help in understanding. The chaplain should be on hand to interpret these statements or answer questions for the backup negotiator, whom relays the information to the prime negotiator.

3. Provide religious materials. The chaplain should make it a practice to always carry religious material of several, predominate faiths to assist in answering questions by the hostage-taker, negotiator(s), victim(s), officer(s) or media.

4. Provide support for victims such as family members (of both hostages and sometimes of the hostage-taker), ex-hostages, and witnesses. Everyone can use someone with a calming and reassuring demeanor. The chaplain can help relieve the anxiety and fear by being the communication link with what is going on. Also, often these people have information that might be helpful to the negotiation team.

By spending caring time with them, the chaplain not only helps them through the tension-filled time, but also may be able to garner valuable information to help resolve the incident.

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5. Collect information: This may be with victims, as mentioned above, or the chaplain may be asked to contact the hostage taker’s clergyman, doctor, family, etc. In any contact, the chaplain should be alert to information which may help the negotiating team. This information is passed along to the chaplain’s contact person at the command post. If the chaplain is working as an intelligence gatherer, any information pertinent to the current, ongoing crisis must not be withheld and must be relayed to the command officer as soon as possible. A chaplain may be able to extract information more readily than any other member of the hostage negotiation team. Someone with relevant information may speak more casually to the chaplain, rather than someone in a different role. Remember, lives are at stake and any and all information can mean the difference between life and death in such situations.

6. Pray: An obvious important task for the chaplain is to offer prayers for all involved. This may be done on the way to the scene, at any moment s/he has to himself, or with victims (if appropriate and the victims are receptive).

7. Utilize professional contacts: Sometimes the chaplain can secure access and information from other clergy and medical personnel more quickly or easily than a regular police officer can. The chaplain may have a personal working relationship with those doctors and other clergy that would speed the collecting of necessary information. In addition, the chaplain may be more familiar with referral sources and medical sources than other members of the negotiating team.

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What If The Chaplain Also Serves As An Officer Trained In Hostage/Barricade Situation?

The role of chaplain is varies with each department. Some may serve as volunteers, and others may have dual roles, such as program director, jail administrator, deputy, corrections officer, etc. Depending on the expertise of the individual, an officer who also serves as chaplain may be on the hostage negotiation team. In such instances, it is recommended another chaplain be available, possibly even from another agency. The primary reason being you do not want one person having multiple responsibilities, especially in a hostage situation. The secondary reason being you do not want the same person who is directly involved with the negotiations to be the one whom will have to turn around and comfort and console everyone else. If the officer/chaplain is on the team, he/she will need a support system also.

A Chaplain Should Be Informed Before An Event Takes Place Because every department operates differently, it would be wise to review the Standard Order of Procedure for your agency so you understand the processes and responsibilities without the stress involved during an actual hostage situation. The actual time of the event is not the time to educate yourself; although, the experience of the event will serve as a great training reference for the future.

The Main Role of the Chaplain in Critical Incident Situations is Supportive The chaplain’s primary role is to offer aid and comfort to departmental personnel and to victims. The secondary role is as an information source and communication link. Just as 59

the hostage team is busy developing an overall strategy, the chaplain at the scene must also assess the situation as to which role he/she must take. Is it communication with the secondary negotiator, or to offer comfort to someone in distress over the situation at hand, or some other vital yet non-invasive role.

In Any Case, Be Prepared And Willing Remember, as with any role the chaplain my play, flexibility is always an important factor. Be prepared to offer assistance with what may seem menial tasks as well as the other more involved roles. Bringing coffee to the hostage negotiation team that has been on the scene for hours, maybe even days, is no less noble in our profession, and is sometimes more noticeable, than preaching. Remember, ministering to those in lawenforcement is going to take on many forms. Often times, small acts of kindness speaks volumes to those individuals involved in an extremely high stress situation.

Never Hesitate To Seek Out Support For Yourself Witnessing a crisis unfold can affect anyone, especially if the end results in tragedy, or many negative events take place during negotiations. Never allow guilt to keep you from a debriefing if you feel the need for one. At the very least, find someone you can confide in to just de-compress from the situation. All critical incidents carry with it an all too familiar rush of adrenalin from the extreme excitement of the event. A chaplain must resist the temptation to “bear up� for others, while denying his/her own need to release the effects of the post-event.

Research Your Agency’s Policy and Procedure Manual Ahead of Time 60

Getting an education on the field itself is going to be a school room, but entering a crisis situation with a good understand of what your particular agency may or may not expect perhaps will prevent any disciplinary action afterwards. Also, the chaplain must know his/her own parameters where the issue of confidentiality is concerned. A chaplain may be privy to information that he/she may not wish to share; yet the information may be critical to the outcome of the crisis. The chaplain may choose not to be involved in hostage negotiations because of this consciousness. In such cases, the chaplain should have his/her own policy in place to explain the reasoning. Every agency is different, and every chaplain is different, so it is vital that the chaplain, along with the agency, understands what could play out before hand. At a minimum, this will reduce any misunderstanding.

Initial Response For All Involved Should be to Stabilize and Contain the Situation In the first few minutes of an unplanned hostage situation, the subject’s anxiety may overpower rational thought processes. His worst fears are now coming true. He is trapped by the police. He is more likely now to act on impulse or out of desperation.

Your first action should be to ensure your own safety by approaching the crisis area very cautiously. Once the chaplain has evaluated the situation, every action should be aimed at reducing the likelihood of further violence. Helping to clear the area of pedestrians, or other onlookers, recognizing persons who may be related to the hostage taker or hostages and calming them may be among the chaplain’s first duties. At all times, the chaplain must be sensitive to the situation at hand, watch who is in charge, and be ready for 61

service. Because no one can ever predict how a situation will play out, the chaplain must always expect the best, but be mentally, emotionally and spiritually prepared for the worst. Safety and security should permeate the hearts and minds of everyone involved in hostage situations.

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Chapter Nine Ministry to Inmates

Chaplaincy Program for Inmates A chaplaincy program can assist in correctional facilities by helping the inmate deal with the frustrations of incarceration, therefore, diverting the outward ventilation of the inmate away from correctional personnel or jail equipment. An established chaplaincy program can assist the Sheriff in the jail by: 1. Assisting correctional personnel in the notification of the death, hospitalization, or serious injury of an inmate’s family member; 2. Helping the inmate, spouse, and children deal with stress of the incarceration; 3. Providing spiritual guidance for inmates and families; 4. Helping inmates and their families understand “the system;�

5. Helping inmates and their families after they are released from jail (aftercare) in hopes they will rehabilitate; and 6. Developing training programs for inmates, such as job-related skills, anger management, parenting skills, financial management, marriage enrichment, general coping skills, etc.

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Utilize Volunteers Even with a full-time on-staff chaplain, volunteer chaplains are recommended, especially for larger jurisdictions. Lay persons in the church make excellent worship teams. A team should consist of two to four members. The full-time chaplain will spend much of his/her time coordinating the voluntary staff. Most counties have ministers and lay persons willing to volunteer some of their time helping, and, with proper training, these ministers and lay persons can become a very valuable resource for the Sheriff. Some suggestions for recruiting volunteers are as follows: 1. Have every volunteer fill out an application providing general information, as well as church involvement.

2. Ask for a letter of recommendation from the pastor.

3. Must be willing to submit to a criminal records check and background investigation. Individuals with criminal records may be excluded from consideration.

What About Doctrine?

The incarcerated population is made up of a vast array of belief systems and backgrounds. Upon recruiting volunteers to work with the inmates, a vast array of denominational representatives will show up. So how does the head chaplain (who has his/her own persuasion) decide how the inmates should be ministered to? Keep it simple and non-denominational. Once an inmate is released, he/she is free to visit the church(es) of his/her choice. Provisions for non-fundamentalist faiths should be made upon request.

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Keep in mind that some faiths would require items for practice that may be considered contraband, i.e., Catholics requesting communion, etc. Always have items cleared before allowing any ministry with an inmate takes place. While no one’s faith should be denied, security is the first concern of the incarceration facility.

Coordinating Worship Services Once your volunteers have been screened and properly oriented, it is time to schedule your services. Depending upon how each facility is set up, the chaplain will have to determine the size of the worship team, length of time for each service, what, if any, instruments can be brought in, etc. If the inmate population involves both men and women, never allow the women to be ministered to by an all male worship team and vice versa for the male population. Some facilities may have a chapel or a classroom where a service can be conducted, while other facilities may want the service held directly in the cell block. Just make sure that the worship team knows how to call for help, if needed.

Connecting the Church Community with the Incarcerated Efforts made by the chaplain to keep the ministry visible in the church community will have lasting dividends. The church community has always been a wealth of resources to benefit the criminal in his/her efforts to get and stay on track for life. Over the last several years, the church community has recognized the need to minister to the needs of the total person. Many churches offer A.A., N.A. and other groups to assist the addict in their recovery, marriage workshops, parenting classes, etc. A chaplain should be considered a missionary in any community. The jail is a foreign country, apart from the 65

“norm” in society, and should be treated as such. Keeping the church community informed about the jail ministry, as well as the needs associated with it, can be communicated though newsletters, speaking to various church groups, workshops, or any other creative ways to keep them informed. The important thing to remember is that unless someone is educated about jail life, they are less likely to understand or appreciate the harsh realities of incarceration.

Keep Spiritual Literature on Hand There are several good associations that will sell literature at cost for the incarcerated.

You may also contact the larger Christian ministries and ask if they make literature donations to jail ministries. If you are allowed to show videos at your jail or prison, build up a spiritual video library as well. Since activities are usually limited for an inmate, this is a wonderful opportunity to get them acquainted with spiritual matters.

Where to Draw the Line A good rule of thumb to follow with any inmate is to always be friendly, but never familiar. Keep the relationship with any inmate at a professional distance. Never give out personal information, such as phone number, address, what kind of vehicle you drive, etc.

What About Jailhouse Conversion?

That is really an old term used way back in the days when you could approach a judge and persuade his judgment to be more lenient by claiming to have “found religion.” It is important to treat every individual as though he/she is sincere and deserving of respect.

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National Sheriffs’ Association Training Manual TEST Answer the following True or False questions. Please check the appropriate box and return to the National Sheriffs’ Association at the address on the front of the manual.

1.

T__ F__ It is proper to take death notification information over the police radio.

2.

T__ F__ Officers should repress negative feelings because they are trained to believe “it’s all in a days work.”

3.

T__ F__ CISD stands for critical incident stress debriefing

4.

T__ F__ “Jailhouse conversion” is an acceptable way for an inmate to have his/her sentence reduced.

5.

T__ F__ Persons willing to share their personal issues are not looking to be judged or criticized.

6.

T__ F__ The spouse of a law enforcement professional may need support, as well as the officer.

7.

T__ F__ A Chaplain should not be involved with a hostage negotiation situation.

8.

T__ F__ It is important to gather pertinent information from survivors.

9.

T__ F__ A peer support group can be the spiritual version of the F.O.P.

10.

T__ F__ Volunteer recruitment should begin with religious or secular establishments.

11.

T__ F__ The Chaplain should be concerned about the law enforcement professional’s family, as well as the officer.

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12.

T__ F__ Everyone involved in a hostage negotiation/barricade-subject incident should be informed of the tactic, and the rules and the people involved.

13.

T__ F__ A CISD should be conducted for hours.

14.

T__ F__ Attending an inmate after-care program is mandatory upon release.

15.

T__ F__ A group debriefing should be conducted even when there is only one person whom is in need of help.

16.

T__ F__ You should always make a death notification in person and not by telephone.

17.

T__ F__ Transportation to after-care programs for former inmates should be provided.

18.

T__ F__ A spiritually-based, peer support group is never welcomed in law enforcement.

19.

T__ F__ Volunteers should be accepted no matter what, without any background check or application.

20.

T__ F__ It is best not to inquire about an inmate’s criminal record.

21.

T__ F__ The Chaplain should share private conversations with others.

22.

T__ F__ Whenever a Chaplain counsels an individual, he/she must suspend judgment.

23.

T__ F__ Elected officials do not require any support.

24.

T__ F__ A Chaplain may be used as an information or intelligence gatherer at a hostage scene.

25.

T__ F__ It is important for the Chaplain to follow-up after a death notification.

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NATIONAL SHERIFFS’ ASSOCIATION Training Manual Test ANSWERS 1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

False False True False True True False True True True True True False False False True True False False True False False False True True

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RESOURCES

Coupe, Sandra Lee, ed. Selected Readings for th e Next Millennium: An Anthology of Recent Publications by the FBI Behavioral Science Unit (BSU) 1996 – 1999. Washington: DC: United States Department of Justice, 1999.

Friedman, Rabbi Cary A. Spiritual Survival for Law Enforcement. Linden, NJ: Compass Books, 2005.

Gilmartin, Kevin. Emotional Survival for Law Enforcement. Tucson, AZ: ES Press, 2002.

Pliskin, Zelig.

Publications, 1983.

Gateway to Happiness. Brookl yn, NY: Ais h HaTorah

Sheehan, Donald C. a nd Warren, Janet I., eds.

Suicide and L aw Enforcement: A compilation of pape rs submitted to the Suicide and Law Enforcement Conference, FBI Academy, Quantico, Virginia, September 1999 .

Washington, DC: United State Department of Justice, 2001.

1998.

Twerski, Abraham J. Twerski on Spirituality. Brooklyn, NY: Shaar Press,

DeRevere, David W., ed. Chaplaincy in Law Enforcement: What It Is and How to Do It, Second Edition. Springfield, IL: Charles C. Thomas, 2005.

American Bible Society www.AmericanBible.org American Correctional Chaplains Association www.correctionalchaplains.org Charles C Thomas Publisher, Ltd. www.ccthomas.com Concerns of Police Survivors (COPS) www.nationalcops.org Federation of Fire Chaplains www.ffcfirechaplains.org

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International Bible Society www.ibs.org International Conference of Police Chaplains www.icpc4cops.org National Law Enforcement Officers Memorial Fund www.nleomf.org Officer Down Memorial Page www.odmp.org Prison Fellowship Ministries (Chuck Colson) www.pfm.org

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