Full Answer Section

1. Gather More Information & Documentation (Initial Phase):

   • Private Interview with Concerned Officer: I would conduct a detailed, private interview with the concerned officer. I would ask for specific dates, times, and observable behaviors related to the smell of alcohol, poor hygiene, napping, difficulty waking, and requests for money. I would ask if anyone else has witnessed these behaviors. I would emphasize that I am looking for facts and observable behaviors, not speculation. I would document this conversation thoroughly.
   • Review Recent Reports/Logs: I would review recent shift logs, incident reports, and any other relevant documentation for the partner in question. This might reveal patterns of missed calls, delayed responses, or unusual activity that corroborates the concerns.

2. Direct Intervention with the Partner in Question:

   • Direct Observation: Before a formal confrontation, if possible and safe, I would attempt to personally observe the officer in question to corroborate the reported behaviors (e.g., observing their grooming, uniform, demeanor upon arrival or during a brief interaction).
   • Private Meeting & Confrontation: I would call the officer into a private meeting. Without immediately mentioning the specific complaint, I would address the observable issues first:
     • “Officer [Partner’s Name], I need to speak with you about some observations regarding your recent performance and conduct.”
     • I would then directly address the observable issues: “I’ve noticed (or have been made aware of concerns regarding) your uniform being dirty, your personal grooming not meeting department standards, and an apparent odor of alcohol. There have also been reports of you napping on duty and not being responsive to calls.”
     • Gauge Response: I would observe their reaction carefully. Do they deny? Get defensive? Show remorse? This provides crucial insight.
     • Immediate Action if Alcohol Suspected: If I personally detect the smell of alcohol, or if their behavior strongly indicates impairment, I would immediately remove them from duty. Depending on department policy, this would trigger an immediate fitness-for-duty evaluation, which likely includes a mandatory alcohol test. This is non-negotiable for officer and public safety.
     • Address Performance/Professionalism: Even without immediate suspicion of impairment, the napping, dirty uniform, and grooming issues are performance and professionalism violations. I would clearly state that these behaviors are unacceptable and violate department policy (cite specific policies if applicable).
     • Address Financial Issue: I would also address the borrowing money issue, stating that it creates a conflict of interest and is unprofessional.
     • Offer Support (if appropriate): If the officer denies impairment but admits to struggles, I would transition to discussing potential support. “Are you experiencing any personal issues that are impacting your ability to perform your duties or maintain professional standards? The department has resources available if you are struggling with anything, and we want to help.” This opens the door for them to disclose substance abuse, mental health issues, or personal crises.

3. Formal Process & Support Mechanisms:

   • Document Everything: Every conversation, observation, and action taken must be meticulously documented, adhering to department protocols for performance counseling, disciplinary actions, and critical incident reporting.
   • Consult HR/Internal Affairs: Depending on the severity and what is confirmed (especially if impairment is suspected or confirmed), I would immediately consult with Human Resources or Internal Affairs. They will guide the formal investigation, disciplinary process, and potential referrals to Employee Assistance Programs (EAP).
   • Fitness-for-Duty Evaluation: If there’s credible suspicion of impairment (alcohol, drugs, or severe fatigue), a mandatory fitness-for-duty evaluation, including drug/alcohol testing, is paramount. This is a critical safety measure and often a precursor to mandatory treatment programs.
   • Referral to EAP/Support Services: Regardless of disciplinary action, I would strongly recommend and facilitate a referral to the department’s Employee Assistance Program (EAP) or other mental health/substance abuse support services. These issues often stem from underlying personal struggles, and supporting the officer’s well-being is part of responsible supervision.
   • Performance Improvement Plan (PIP): For the non-impairment related issues (grooming, napping, money), a formal Performance Improvement Plan (PIP) would be initiated, outlining clear expectations, measurable goals, and consequences for non-compliance.

4. Follow-up with Concerned Officer:

   • After initiating action, I would follow up with the concerned officer (without disclosing specifics of the other officer’s situation due to privacy) to reassure them that their concerns have been addressed seriously and that measures have been put in place to ensure their safety and the integrity of operations.

Suggestions for Classmates to Help These Officers

My classmates, as fellow supervisors, could offer several valuable suggestions to help both the concerned officer and the officer experiencing difficulties:

For the Concerned Officer:

• Offer Peer Support and Validation: Beyond supervisor action, a classmate could reach out to the concerned officer. “That took a lot of courage to report. I understand why you’d be worried about safety.” Sometimes, just having a peer acknowledge the difficulty of the situation can be very helpful.
• Stress Stress Management/Self-Care: Carrying the burden of a partner’s issues, especially safety concerns, can be incredibly stressful. Suggest strategies for self-care, like debriefing with a trusted friend, engaging in hobbies, or even just taking a mental break.
• Reinforce Trust in the System: Reassure the concerned officer that when serious issues like this are reported, the department should take them seriously. This reinforces their belief in the system and encourages future reporting of critical issues.

For the Officer in Question (once identified and in the process of addressing issues):

• Active Listening and Empathy (if appropriate): If the officer eventually discloses personal struggles, a peer could offer a non-judgmental ear within appropriate boundaries. “I’ve noticed things haven’t been easy lately. If you ever want to talk, I’m here to listen, or help you find resources.” This should only happen if the officer is receptive and after supervisory action has been initiated to address the performance/safety issues. The peer should not cover up issues.
• Share Personal/Peer Experiences (with caution): If a classmate has successfully navigated personal challenges or utilized EAP services, sharing a brief, relevant, and appropriate anecdote (without minimizing the current officer’s situation) could help reduce stigma and encourage them to seek help. “Hey, a few years back I went through a tough time, and EAP really helped. It’s totally confidential if you ever need someone to talk to.”
• Be a Positive Influence/Accountability Partner (post-intervention): Once the officer is engaged in treatment or a PIP, a peer could offer positive support. “Good to see you taking steps. Let me know if you need someone to cover a shift for a doctor’s appointment, or just want to grab coffee.” This supportive role helps reintegrate them, but crucially, does not excuse or enable past behavior.
• Encourage Professionalism Reminders: For all officers, reinforcing the importance of professional appearance and conduct through shared stories or discussions during roll call can subtly remind everyone of standards without directly targeting the individual officer. “Remember, our uniform is our first impression. Let’s make sure it reflects our professionalism.”

The key for classmates is to support the department’s efforts to address the issue while offering peer-level empathy and encouragement within professional boundaries, without interfering with the formal process or enabling the problematic behavior.