BOP Program Statement 5347.01 § 4

Bureau has adopted a three-tier model for the agency’s approach to workforce wellness and

support. These tiers prioritize staff responsibilities in support of the model.

a. Tier One: Leadership. Agency leaders create a supportive workplace culture which

instills expectations of trust in agency leaders, mutual support among co-workers, and

encourages help- seeking for staff experiencing personal difficulties or emotional distress. All

executive staff, managers, and supervisors share responsibility for promoting a supportive

workplace culture with their direct and indirect subordinate staff.

(1) Leadership Development. Agency leaders instill a safe and supportive workplace culture.

The following mandatory trainings provide agency leaders with the knowledge and skills to

effectively achieve this objective.

Executive Training. CEOs and Associate Wardens must complete a training of up to two hours

on creating a supportive workplace culture, both with their direct reports as well as down the

chain of their subordinate supervisors. Developed by Psychology Services, this training is

delivered at New Warden and New Associate Warden classes.

Supervisor Training. New department heads and supervisors must complete an initial one- hour

training on their role in promoting a safe and supportive workplace culture. Developed by

Psychology Services, this training addresses the role of supervisors in the identification and

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management of staff with suicide risk. This training is ordinarily incorporated into the

Principles of Leadership and New Lieutenant training.

Refresher Training. Department heads and Lieutenants receive at least one refresher training

per year reestablishing the importance of leadership in enhancing staff support and identifying

and responding to employees in distress. This training is provided by Wardens or Associate

Wardens, typically in conjunction with a department head or Lieutenants meeting. Required

lesson plans and other supports for refresher trainings are available on the Bureau’s intranet.

This mandatory training is tracked.

(2) Messaging. The Bureau’s agency leaders are responsible for promoting a supportive

workplace culture through consistent messaging to line staff and subordinate supervisors.

CEOs and supervisors are the primary messengers of the Bureau’s culture of employee

wellness and support. Staff in institution departments (e.g., Psychology Services) and

institution teams (e.g., Correctional Support Teams) have designated roles defined below, but

are not proxies for the role of agency leaders to communicate workplace culture.

Formal messaging: Presentations by agency leaders are opportunities to reinforce a supportive

workplace culture. The meetings occur at least quarterly, and a record of the date, presenter, and

topic is maintained by the Executive Assistant.

Ordinarily, the Warden will address the issue of supportive workplace culture in at least one

large-scale staff event (e.g., staff recall, correctional worker’s week, annual training) per

quarter to promote a supportive workplace culture, increase awareness of suicide risk among

correctional workers, and reinforce the importance of help-seeking.

The Bureau’s intranet home page will serve as an entryway to employee wellness and support

resources for all institution employees. The CEO of each institution will ensure their institution

intranet pages contains local resources for their institution. The CEO will also ensure an icon

is placed on each desktop to provide a direct link to this resource page.

Each Associate Warden and Captain should include information on supportive workplace culture

in at least one staff event per quarter to promote a supportive workplace culture, increase

awareness of suicide risk among correctional workers, and reinforce the importance of help-seeking by doing at least one of the following:

 Deliver a message at the Lieutenant’s briefing or a department meeting about mutual

support or work-life balance, or to remind staff about availability of support resources.

 Present information at a Correctional Support Team training event on correctional stress

and unhealthy coping (e.g., substance misuse).

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 Speak about self-care, EAP, or wellness at a staff recall.

Associate Wardens and Captains are encouraged to meet with Union representatives to discuss

collaboration on staff support initiatives. Typically, a variety of events that emphasize

employee wellness are spread throughout the quarter.

Informal messaging: Leaders actively promote a supportive workplace culture in their daily

interactions in with staff. Examples include:

 Lieutenants visiting posts on non-routine duty shifts to check-in with Correctional

Officers and inquire about their well-being (e.g., non-work activities such as family,

health, hobbies, career planning).

 Captains talking one-on-one with probationary Correctional Officers twice in their first

year exclusive of performance or disciplinary feedback.

 Institution Duty Officers maximizing staff interaction during weekend and evening hours to

assess the morale of personnel with less frequent access to institution leaders.

 Department heads creating informal opportunities for staff in their work units to

socialize, building cohesion and mutual support.

 All agency leaders interacting with staff in the workplace, demonstrating concern for

their well-being on and off the job.

Department heads keep a log of when informal messaging occurs in their departments for

purposes of tracking adherence to program requirements. It does not include a record of

individual discussions or EAP referrals.

Performance Work Plans (PWPs). PWPs for CEOs and supervisors include at least one

objective related to messaging regarding a supportive workplace culture. Examples can be found

on the Bureau’s intranet pages devoted to employee wellness and support.

b. Tier Two: Resources and Training. The Bureau implements mental health and support

resources to assist staff, and conducts training to teach staff how to identify a need for

services, and how to access them.

■ Mental Health and Crisis Resources. A range of resources are made available to mitigate

the stress of correctional work and prevent suicide.

(1) Employee Assistance Program. The Bureau maintains an EAP consistent with

Department of Justice Requirements and best practices. See the Program Statement

Employee Assistance Program.

(2) Institution Support Visits. These visits occur at the request of the Regional Director

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when they believe staff could benefit from additional supports. The purpose of the

Institution Support Visit is to support executive staff, provide training to leaders on how

support to their staff (e.g., Stress First Aid), and share resources. A report with

recommendations is provided to the Regional Director at the conclusion of this visit.

(3) Postvention support services. In the event of a staff suicide, the Regional Psychology

Services Administrator must conduct an institution postvention visit to provide support and

education to institution staff. The purpose of the postvention visit is to support executive staff,

provide training to leaders on how support to their staff (e.g., Stress First Aid), and share

resources. Data collection about the deceased staff member or review of institutional

responses are not goals of the postvention support visit. Postvention services may also be

appropriate following other critical incidents and may be individualized to the specific needs of

an employee.

Within 24 hours of notification of a staff suicide, the Regional Psychology Services

Administrator must contact the Warden to offer support and consultation on the institution’s

initial response to the event, such as the deployment of the Correctional Support Team, other

resources, and strategies to support staff. Postvention support visits are typically scheduled no

earlier than three weeks after the suicide.

The postvention team is led by the Regional Psychology Services Administrator, and ordinarily

includes a Chaplain from the Chaplaincy Services Branch, a Psychologist from the Psychology

Services Branch, and a central office or regional staff member from the impacted discipline.

Upon completion of the visit, the team sends the Warden a summary report offering

recommendations for continued support. The National EAP Coordinator receives a copy of this

report.

The National EAP Coordinator keeps institution EAP Coordinators informed of high-profile

institution events that could require broad response throughout the Bureau to promote

awareness, mutual support, and promotion of best practice. High profile events may include

staff member deaths, including deaths by suicide, or natural disasters.

(4) Correctional Support Team. Correctional Support Teams are multidisciplinary units that

provide peer support services as a component of an emergency response. CSTs may also be

tasked with other functions related to a supportive workplace culture, as defined under Tier 3.

See the Program Statement Correctional Support Team.

■ Staff Training. Staff receive training to foster a supportive workplace culture, to normalize

help-seeking in times of need, and to identify signs of suicide risk in themselves and in co-workers. Training ensures staff are aware of support resources and how to access them.

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(1) Introduction to Correctional Techniques Phase I (ICT I). Wardens/CEOs present a class to

new employees on the stress of correctional work, the need for emotional and social support of

co-workers, and the importance of seeking help when needed. This training must not be

delegated beyond the level of an Associate Warden in the absence of the Warden. A

Psychologist may attend to provide details regarding EAP.

Families of new staff members are invited to participate in a component of ICT I. This involves

education about benefits and a welcome from the CEO. It will always involve discussion of

how correctional work can impact staff and their families as well as EAP benefits for the staff

person and the whole family.

(2) Introduction to Correctional Techniques Phase II. A training session is provided on

correctional stress, staff suicide, signs of trouble, and how to self-refer and refer co-workers

for services.

(3) De-escalation Training. Staff are provided with training that allows them to utilize new

communication and intervention skills to reduce the likelihood of use of force with inmates by

de-escalating incidents at the lowest level. Each staff will receive an 8-hour initial training in

de-escalation in addition to annual training. Trainers will be individuals at each institution who

have completed the Instructor Skills Training in de-escalation. Training cannot be delegated to

those who have not received Instructor Skills Training. The de-escalation training curriculum

must include at least one hour on the impact staff well-being has on the ability to effectively

engage in de-escalation.

(4) Correctional Training Officer. A wellness component will be incorporated into the

Correctional Training Officer Curriculum.

(5) Annual Training: Warden/CEO. The Warden/CEO provides training about correctional

culture and the role of staff in creating a safe and supportive workplace environment. This

training must not be delegated beyond the level of an Associate Warden, in the absence of the

Warden.

Psychology Services. Staff receive training on how to use effective interpersonal skills to

create a safe and supportive workplace, identify signs of trouble, and refer co-workers in need

of professional services, EAP and/or other services available for each site.

(6) Bureau Intranet. The Bureau’s intranet site, an internal webpage with resources for

Bureau staff, serves as an entry way to wellness and support resources for all Bureau

employees. The Bureau’s intranet home page includes an easily-accessible identifier labeled

Employee wellness and Support or Employee Assistance Program.

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c. Tier Three: Connection and Self-Care Programs. Institutions develop and implement

programs, activities, or trainings to increase cohesion in the workplace and/or to promote

employee wellness.

■ Self-Care Programs. Self-Care programs promote mental, spiritual, and physical

wellness, improve quality of life, strengthen the ability to cope with job stress, and enhance

engagement with the agency. Examples of these activities include resiliency training and

mental health/physical health fairs. Some events may occur off duty such as athletic events

and community aid events. Self-Care Programs may be implemented at the discretion of the

Warden/CEO.

■ Staff Support Resources. Staff support resources build connections between co-workers

and their law enforcement peers inside or outside the agency. These connections encourage a

supportive workplace culture by promoting cohesion and mutual aid networks. The Battle

Buddy Program for returning veterans, required at all Bureau locations, is one example of a

staff support resource. See the Program Statement Battle Buddy Program. Additional staff

support resources may be developed and implemented, based upon local needs, at the discretion

of the Warden/CEO (e.g., mental health and wellness campaigns in conjunction with a national

commemorative month, programs to support Bureau staff members and their family members,

education of community supporters about the needs of law enforcement officers).

■ Staff Physical Wellness. The Bureau supports staff in their maintenance of

physical wellness. See the Program Statement Staff Fitness Centers.

In order to encourage staff to engage in wellness activities, the National EAP Program will offer

at least one Bureau-wide wellness program annually for all employees and their families.

Additionally, each institution CST will organize at least one institution-wide wellness program

annually for staff and their families. Bureau locations without a CST will use the local EAP

Coordinator or work with a nearby CST to host a local event. These events may have

incentives associated with their participation (e.g., celebration event, certificates, trophies,

tangible incentives, or snacks).