9 out of 10 employees, who acknowledge having consumed alcohol in the past year, meet the criteria for excessive alcohol consumption, as measured by the number of drinks per day or per week, and by volume of alcohol consumed.

There were few reported cases of employees’ maladaptive behavior associated with the use of substances such as of khat, tobacco products (sheesha, kuber, and cigarettes), and cannabis. More so, it was reported that supervisors often provide these substances so that rangers can work longer hours without fatigue.

Respondents acknowledge the role of supervisory leadership, sharing of information, and understanding of the officers’ needs as key components towards building a culture of health and wellness. This was particularly noted with regards to family obligations, leave time, and mid-school year duty station transfers. KWS supervisors also noted the need for additional leadership training and support.

Respondents were not satisfied with the level of intervention, prevention, and support offered. For the most part, participants stated that they did not have access to counselors Participants stated that stated that the current manner in which individuals are removed from the station – without necessarily their knowledge of the reason - There were positive responses regarding the importance of Leadership, Psychological, and Spiritual Counseling, and Family Systems to effectuate intervention and treatment. Importantly, there was an acknowledgment that intervention and treatment changes behavior.

Respondents demonstrate an inability to communicate with their superiors. There is a widespread level of distrust in supervisory leadership, lack of consistent processes, and expectations that contribute to officers’ alcohol and substance use. Moreover, supervisors identified generational differences in communication with younger officers, especially as this relates to their belief and commitment for advancement in KWS.

Respondents explained that there is a lack of consistency in the advancement and promotional processes. Transfer and promotion do not necessarily follow the posted civil service requirements. For those individuals who are in recovery or abusing substances, many times they are transferred to a remote or conflict area. In sum, the problem is transferred to another station. Inconsistency in transfer, advancement and promotion compound feelings of social isolation, depression, and lack of motivation, and contribute to substance abuse.

Participants indicated that the denial of scheduled leave time and the related lack of opportunity to engage in positive social, familial, behavioral, and physical activities contributes to alcohol and substance use.

It is natural to assume that there is a level of tension between the individual’s behavior while off duty and the demands placed on police officers to “report at a moment’s notice” or to have their shift extended. However, participants reported a level of concern for their personal safety and the safety of the community when a co-worker reports to work while intoxicated. Moreover, the sober individual is held accountable by his/her supervisor for the harmful behavior of the intoxicated co-worker. These concerns were magnified because a number of ‘drivers’ come to work intoxicated.

Officers have a measurable exposure to trauma and it falls to the organization to determine how to address individuals who are experiencing both stress and trauma. Participants report very little support from supervision and management, there is the somewhat contradictory opinion that officers should handle trauma experienced by the respondent without the help of others. Several individuals identified as having PTSD and noted that

Patterns and consequences of alcohol and substance use consumption varied by sex of the respondent. The most common reason given by both male and female respondents is that women refrain from use or misuse because they have greater responsibilities to take care of their children and their families. Importantly, it was also noted that female employees – whether working in the bush or in an administrative office role - stated that they are at a greater risk of harm for gender-based violence from an intoxicated colleague or supervisor. In sum, duty assignment by gender is an important concern.

Workplace culture is defined as the shared values, beliefs, and attitudes which contribute to certain social characteristics of an organization. The culture of an organization is influenced through activities such as the daily interactions between employees, recruitment of new personnel, advancement, retirement, and how the agency rewards or disciplines staff behavior. Larger agencies, such as KWS, may consist of multiple subcultures which develop and evolve over time and may be specific to particular work areas. Workplace culture has the potential to impact employee decision-making or behavior – both positively and negatively.

The "Baseline Assessment" has demonstrated that the current state of KWS workplace culture has contributed to maladaptive behaviors such as drug and alcohol use, corruption, gender-based violence, financial insolvency, low morale, absenteeism, lack of motivation, family discord and divorce to name but a few. Positive workplace culture can act as a strong deterrent against maladaptive behavior. Human-Centered Management (HCM) or Human Centered Design (HCD) are examples of human resource management associated with a positive workplace culture.

Recommendation

Engage with an external consultant to embark on this change.

• Develop a "Return to Work" policy that documents, confirms, and identifies where any adjustments may be needed to support the employee’s return to work. Helps employer to identify triggers and patterns that are important for relapse prevention.

As noted, there were consistent comments from employees around the need for comprehensive employee assistance services to address issues of chemical dependency (alcohol and other substances), financial difficulties, PTSD, depression, health, anxiety, job boredom, marital and family problems that affect their work performance. Moreover, participants explained that they need Wellness Counselors available at the station level – close to where the personnel work and live. As noted, lack of proximity, long work hours, and inability to receive approval for leave thwart their attempts to access Wellness Officers at regional or headquarters. A broad-brush Wellness Program that includes internal and external providers is needed to address issues of accessibility, availability, affordability, credibility, and needs.

Recommendation

Broad-based Wellness Program: Building capacity at the local level

• Identify local resources at the station level and build partnerships/connections with these providers to best meet the needs at the local level.

As stated, amongst the greatest assets of KWS are its people. The primary investigator and members of the research team had the opportunity to meet with close to 1,400 KWS employees. To a woman and man, these individuals responded, “Thank you for being here”, "how can I assist", "I really love my job". Yet, these sentiments were also followed up with, “Please help”, "this job is killing me", "this job has ruined my marriage and my family", "this job has destroyed my colleague".

The three traits of a leader are: strategic planning, operational knowledge, and people person skills. Resilient leadership place priority on "people person skills". Resilient leaders practice active listening; they recognize that it is necessary to match the role with the person. The "Baseline Assessment Of Drugs and Alcohol in KWS" suggests that KWS is at a "tipping point" moment – a critical point in an evolving situation that leads to new and possibly irreversible development.

Recommendation

Resilient leadership development

• Leadership development must be a part of every level of the organization
• Communication and Active Listening Skills for all cadres.
• Strategic Planning and Operational Knowledge appropriate to cadre level.