Restrictive Pursuit Policies in Law Enforcement
Captain Chris Morgan, Tulane University Police Department
Captain Chad Jones, East Baton Rouge Sheriff’s Office
National Command & Staff College,
February, 2025
Top Capstone Winner
Abstract
This paper examines law enforcement's adoption of more restrictive pursuit policies by addressing the challenges and opportunities involved. High-speed vehicle pursuits have historically been essential for apprehending fleeing suspects. Increasing safety concerns—such as injuries and fatalities to officers, suspects, and bystanders—have led agencies to reevaluate these methods. The need for a balanced approach is emphasized, prioritizing public safety alongside effective suspect apprehension. Leadership plays a crucial role in this transition, with various leadership styles (transformational, servant, situational, and authentic) guiding officers through policy changes. The paper highlights issues related to officer morale, stressing the importance of trust, communication, and support during this adjustment period. Technological innovations like GPS tracking and drones are proposed as alternatives to high-speed chases, reducing associated risks. Additionally, the integration of emotional intelligence, media engagement, and versatility skills is explored as essential for successfully implementing more restrictive policies. Ultimately, this paper outlines a framework for law enforcement to embrace these policies while maintaining safety and effective policing practices.
Introduction
Vehicle pursuits are not a new concept in policing; they have been around for as long as patrol cars have existed. However, it wasn’t until 1988 that the public got an inside look into the world of police pursuits when Detective Bob Surgenor of Brea, Ohio, police department recorded the pursuit of a robbery suspect who was driving a stolen vehicle on a personal video camera that he mounted to his dashboard (Symes, 2024). Although the suspect was taken into custody without injury, multiple police vehicles were damaged in the process. In the years since this pursuit, high-speed pursuits continue to play out in the media and have become commonplace. Pursuits have even been used as the basis for hit television shows.
To pursue or not to pursue fleeing suspect vehicles is a question that law enforcement agencies have been asking themselves for many years. Since the mid-1990s, law enforcement agencies have seen a significant shift in their operational strategies. Traditionally, high-speed pursuits were viewed as an essential tactic for apprehending fleeing suspects. However, increased awareness of the inherent risks involved in these pursuits, including fatal accidents involving both officers and innocent civilians, has led many law enforcement agencies to consider adopting more restrictive policies. The Police Executive Research Forum recently published a guide to the dangers of pursuits that stated, “Given these increases in violent crime, risky driving behaviors, and suspects fleeing, police agencies should review their vehicle pursuit policies to ensure officers have a clear decision-making process to follow in complex, rapidly unfolding situations that could jeopardize public safety.” (Police Executive Research Forum [PERF], 2023, p. 16). These policies aim to reduce such dangers by rethinking how law enforcement interacts with suspects during pursuit situations.
The adoption of more restrictive policies is a multifaceted decision that impacts many areas within law enforcement, including leadership dynamics, officer morale, public safety, and the development of new technological tools. For these policies to be successfully implemented, leaders must possess tactical acumen and a thorough understanding of change management's emotional and cultural aspects. This paper explores how more restrictive pursuit policies can be successfully executed through effective leadership, emotional intelligence, and technological innovation.
The Dangers of High-Speed Pursuits
High-speed chases have always been a staple in law enforcement tactics, but the associated dangers have become increasingly evident. These pursuits are known to result in high levels of risk for everyone involved. Madison (2024) states, “Innocent third parties who just happened to be in the way constitute 42% of persons killed or injured in police pursuits. Further, one out of every 100 high-speed pursuits results in a fatality.” (Para,1). The psychological and physiological toll on officers who engage in these chases is significant, as they experience elevated levels of stress, fatigue, and heightened risk of accidents.
Public safety is one of the most pressing concerns when it comes to high-speed pursuits. Ethical dilemmas arise when law enforcement officers are forced to balance the need to apprehend suspects against the safety of civilians. The question becomes, "Is the apprehension of a suspect worth the potential risk?"
In some instances, suspects flee in non-violent situations where the threat to public safety is minimal. Yet high-speed pursuits occur in an attempt to apprehend them. This raises critical ethical questions about whether such pursuits are justifiable or if they result in disproportionate harm. It is easy to assume that a serious crime must have been committed when seeing a police vehicle with lights and sirens pursuing a vehicle at a high rate of speed; however, the data suggest otherwise. According to data from the Times Union and San Fransisco Chronicle (see graph below), only 15% of police pursuit fatalities resulted from a police pursuit initiated for a suspected violent crime. While 51% of police pursuit fatalities were a result of a police pursuit commenced due to a traffic stop. Neilson (2024) writes, “Police initiated most of these pursuits over traffic offenses, nonviolent crimes or no crime at all. Just 1 out 15 people killed in these cases were drivers chased for a suspected violent crime.”
Ethically speaking, law enforcement agencies must also account for the potential long-term damage to community relations caused by reckless pursuits. Neilson (2024) states, “The investigation, which includes the fullest accounting yet of police pursuit deaths, found that at least 3,336 people were killed in police vehicle pursuits from 2017 through 2022.” In many communities, particularly those that are already under scrutiny for aggressive policing tactics, high-speed chases can worsen tensions between the police and the public. The lack of trust between law enforcement and the community is often exacerbated when accidents or fatalities occur due to such pursuits. This is especially true when looking at the data for the role of the individuals killed in police pursuits.
Local Examples
On December 31, 2022, an Addis police officer was involved in a car crash while assisting a nearby agency in a high-speed pursuit. This pursuit was initially initiated due to a stolen vehicle. The Addis officer ran a red light at a high rate of speed and T-boned a vehicle resulting in the death of two teenage girls. The Addis officer was arrested and charged with two counts of manslaughter and one count of negligent injuring. He subsequently pled guilty and will serve 10 years in prison. (Chawla, 2024)
On December 27, 2023, an Iberville Parish Deputy initiated a vehicle pursuit of a stolen vehicle that ended in the death of the 16-year-old fleeing driver. It was reported after the crash that the vehicle was being operated in such a manner that it appeared that the vehicle’s operator did not know how to drive. No criminal charges were filed against the Deputy (Dupont, 2023)
In March of 2023, The Baton Rouge City Police initiated a pursuit of a vehicle for a minor traffic infraction. During this pursuit, vehicle speeds reached 25 miles per hour over the posted limit, and the suspect was noted as driving in a reckless manner and disregarding traffic control devices. The pursuit came to a tragic end when the suspect crashed into another vehicle, resulting in the death of an innocent motorist. Although no criminal charges were filed, both the officers involved, and the Baton Rouge Police Department are being sued for wrongful death (Avery,2024).
On December 12, 2024, the Jefferson Parish Sheriff’s Office spotted a vehicle just involved in a theft. When the Deputies attempted to stop the vehicle, the driver refused to stop. After a short period of time Jefferson Parish Deputies felt that the vehicle's driver was driving in such a way that it posed a threat to other motorists and terminated the pursuit. The driver of the vehicle continued to drive in a reckless manner even after Deputies stopped the pursuit. The driver of the vehicle eventually impacted an unrelated vehicle, killing two teenage girls. (O’Connor, 2024).
These incidents were initiated for different reasons. However, both ended with the same result: the unnecessary loss of life, which resulted in the public outcry for more restrictive and consistent pursuit policies across jurisdictions and the state.
Local Experience
Louisiana averages 5 pursuit-related deaths per year, according to a recent news article (Hunter, 2023). Captain Jones has worked in Louisiana law enforcement for the last 31 years, and an average of 155 people have been killed because of police pursuits. National data tells us that an average of 27 percent of the persons killed in vehicle pursuits are innocent bystanders (Skinner, 2022). Using that data in my time in law enforcement almost 42 innocent people have been killed because of police pursuits. These numbers highlight the need for a review of pursuit policies across Louisiana.
What a Restrictive Pursuit Policy Looks Like
A restrictive pursuit policy clearly defines a vehicle pursuit and when an officer may engage in a vehicle pursuit. Many police agencies define a vehicle pursuit as someone attempting to avoid arrest by officers while operating a vehicle. The East Baton Rouge Parish Sheriff’s Office establishes a vehicle pursuit as the following: “An event involving one or more law enforcement officers attempting to apprehend a suspect, who is refusing to pull over and or attempting to avoid arrest while operating a vehicle by using high-speed driving or other evasive tactics, such as driving off a highway, turning suddenly or driving in a legal manner but willfully failing to yield to a deputy’s emergency signal to stop.” (p.g1). A restrictive pursuit policy should specify when such vehicle pursuits are deemed authorized. The Tulane University Police Department defines a pursuit to be justified only during the following: “ When an officer knows or has reasonable grounds to believe that the fleeing suspect has committed or attempted to commit a violent felony, and when there is a reasonable expectation of an apprehension of the suspect, and the immediate danger to the public created by the pursuit is less than the immediate or potential danger to the public should the suspect remain at large.” (p.g3). Establishing clear guidelines on vehicle pursuits is paramount for setting the foundation for agency culture. The Police Executive Research Forum recently published a guide to the dangers of pursuits. PERF stated, “Agencies must determine their pursuit philosophy and decide who should manage risk to select the pursuit policy that best fits their culture, goals, and risk tolerance.” (Police Executive Research Forum [PERF], 2023, p. 21).
Leadership’s Role in Implementing a More Restrictive Pursuit Policy
Law enforcement leaders' role in implementing policies that ensure public safety while protecting officers and minimizing liability is crucial to fostering trust and accountability. Effective leadership is a central factor in the success of any policy change within law enforcement, especially when it comes to something as complex and potentially controversial as a restrictive pursuit policy. Being authentic to the agency's core mission sets that foundation. Dr. Normore (2017) states, “It emphasizes on building leaders legitimacy through honest relationships with followers which value their input and are built on an ethical foundation.” Law enforcement leaders must be proactive, clear in their communications, and willing to model the behaviors they expect from their officers. While these policies are designed to reduce unnecessary risks, their successful implementation requires effective leadership, emotional intelligence, and strong risk management practices.
Articulating the Rationale and Communicating Effectively
A leader's ability to clearly articulate the rationale behind the restrictive pursuit policy is essential to its successful implementation. Officers need to understand the purpose and importance of the policy, which goes beyond limiting their ability to engage in pursuits. The primary goal of the policy is to reduce the risks associated with high-speed chases, such as accidents, injuries, and fatalities. Effective leaders must communicate how the policy aligns with the department’s core values, such as safety, community trust, and ethical policing. By doing so, leaders make it clear that the policy is in place to protect officers, the public, and the community.
Leaders also need to maintain transparency when discussing the restrictions and how they will affect daily operations. Clear communication about the policy’s scope and the procedures for evaluating and handling pursuits is vital. Officers will be more willing to accept the policy if they feel informed, if they understand why certain procedures are in place, and feel supported by their agency and community. Alpert (1997) writes, “The public agreed with law enforcement personnel that the seriousness of the offense increases the need to pursue suspects, but the level of risk to the public decreases that need.” (p.g6).
Leading by Example
A law enforcement leader’s role also involves modeling the behavior expected of officers. Leaders who adhere to the new policy, making decisions consistent with the pursuit restrictions, set the standard for their team. This modeling is particularly important when the policy involves significant changes to how officers approach high-speed chases. Leaders should show through their actions that safety and caution take precedence over aggressive tactics. When leaders embody the values of the policy, they increase the likelihood that officers will embrace it.
In addition, leaders need to be visible and accessible throughout the implementation process. They should provide support and guidance to officers who may have concerns or questions about the new policy. By actively engaging with officers and providing direction, leaders demonstrate their commitment to the policy and to officer safety.
Empathy and Understanding Officer Concerns
Implementing a more restrictive pursuit policy can be a significant shift for officers who may feel that their autonomy is being limited. Emotional intelligence allows leaders to empathize with these feelings and concerns, addressing them in ways that foster understanding and buy-in. Empathy involves actively listening to officers' concerns and acknowledging their frustrations, fears, or uncertainties. Goldsmith (2017) stated, “Before speaking stop take a breath and fight the incredible urge to start that sentence with no, but, or however and instead back away and listen.” By validating their emotions, leaders can help officers see the larger picture and appreciate the policy’s role in promoting safety and long-term well-being. Acknowledging these emotional responses can help reduce resistance and create a more collaborative atmosphere.
Risk Identification and Assessment
The first step in managing risk is identifying potential hazards related to high-speed pursuits. These risks include harm to officers, suspects, and civilians. Harrington (2017) states, “Policing is an inherently dangerous occupation. Law enforcement agencies must continue to improve the safety margin not only for the law enforcement officers but also for the community.” Law enforcement leaders must work with their teams to assess the risks involved in engaging in a pursuit and identify alternative approaches that are less dangerous. For example, if a suspect is fleeing in a crowded area, the risks to the public may be significant. A restrictive pursuit policy helps officers assess when a pursuit is warranted based on the severity of the crime and the likelihood of harm.
Leaders must also guide officers in performing a risk vs. reward analysis. When engaging in a pursuit, officers must weigh the potential rewards of apprehending a suspect against the risks of injury or harm. For example, if the suspect is wanted for a non-violent crime, the risks associated with a pursuit may outweigh the potential benefits. Effective leaders help officers understand the importance of assessing these factors to ensure that pursuits are only initiated when necessary.
Challenges Law Enforcement Leaders Face When Implementing a More Restrictive Pursuit Policy
Implementing a more restrictive pursuit policy in law enforcement presents significant challenges. These challenges arise from multiple factors, including officer morale and decision-making, resistance to change, and public perception. Effective leaders must address these challenges with empathy, training, and data-driven decision-making. Leaders will need to effectively communicate the reason for the change and insure the officers that they are confident in their ability to adapt to the changes. Chief Matt Tobia (2017) stated, “Leaders should always be positive and confident in the organization's ability to effectively adapt to the changes you are trying to implement.”
Officer Morale and Decision-Making
Restrictive pursuit policies can significantly impact officer morale, particularly among those who feel that these limitations hinder their ability to enforce the law effectively. Officers are trained to act decisively in high-pressure situations, and limiting their ability to pursue fleeing suspects may create frustration and hesitation. Many officers believe that pursuits serve as a deterrent against criminals who might otherwise flee without fear of immediate apprehension. When policies restrict pursuit to only violent felonies or require supervisor approval, officers may feel that their hands are tied, potentially leading to decreased motivation and engagement in proactive policing. Additionally, restrictive policies can create internal conflicts within departments, as some officers view them as necessary safety measures, while others see them as bureaucratic obstacles that limit their ability to do their jobs. These feelings are not only felt by officers, but also by members of the public. This was evident in Oakland California whose leaders were met with open back lash from members of the public after enacting restrictions on pursuits. An article in the Oakland Side quoted members of the community as saying, “part of Oakland’s problem is that criminals are attracted to Oakland because they know police here are less likely to chase than officers in other cities” (Frmoso & Romero, 2025)
One of the biggest challenges officers face under restrictive pursuit policies is making split-second decisions in rapidly evolving situations. In the heat of the moment, an officer must assess multiple factors—such as the severity of the offense, potential risks to the public, and department policies—often within seconds. Hesitation or misinterpretation of policy guidelines can lead to delays that allow suspects to escape or, conversely, disciplinary action if an officer pursues when not permitted. Nickeas (2022) writes, “Yeah, if it’s violent it justifies starting (a pursuit), it doesn’t mean always continue.” (para. 11). The psychological burden of these high-stakes decisions can lead to stress, frustration, and even second-guessing in future incidents, potentially compromising overall officer performance and safety.
Another common concern is that restrictive pursuit policies may embolden criminals who recognize that officers have limited authority to engage in chases. Some offenders exploit these policies by fleeing in vehicles, knowing that police may not be allowed to pursue them for lesser offenses such as stolen vehicles or traffic violations. This perception can lead to an increase in criminal behavior, particularly among repeat offenders who feel confident that they can evade capture without immediate consequences. Departments must counter these concerns by implementing alternative strategies, such as increased intelligence gathering, reliance on technology like GPS tracking, and coordinated efforts to apprehend suspects later. Ensuring that officers have the tools and resources to address fleeing suspects effectively—without unnecessary risks—can help maintain morale while upholding public safety.
Resistance to Change and Officer Reluctance
One of the most common challenges leaders face when implementing a restrictive pursuit policy is officers' resistance to change. Officers may feel that the policy limits their autonomy, restricts their ability to pursue suspects, or compromises their safety and effectiveness. Hernandez (2024) writes, “Although Washington state’s revised pursuit policy offers greater flexibility in initiating chases, it still requires officers to determine that the potential danger to the public from letting those suspects go outweighs the risks of the chase itself” (para. 20). Many officers are accustomed to engaging in high-speed chases as a standard operational response. The idea of limiting this action can be challenging for them to accept.
Fear of Inadequate Response to Crime
Another challenge leaders face is the fear among officers that a restrictive pursuit policy will hinder their ability to respond effectively to crimes. Officers may feel that limiting pursuit situations, particularly for high-priority or dangerous suspects, could lead to criminals' escapes and undermine the effectiveness of law enforcement in catching offenders. Hernadez (2024) writes, “Some police agencies and state legislatures argued that the restrictions hampered officers’ ability to fight crime” (para. 23). This concern may be amplified by instances where officers are unable to apprehend a suspect due to the policy, potentially allowing the suspect to continue their criminal activity.
Leveraging New Technology
When examining pursuits from a risk management standpoint, agency leaders must consider the potential loss of life or injury to officers, suspects, and innocent bystanders, in addition to property damage and the possibility of litigation. Leaders should look for ways to mitigate the risks involved in pursuits, such as training and creating policies that are designed to lessen the amount of risk involved. As Rosalyn Harrington (2017) stated, “Progressive leaders must continually seek strategies to eliminate or mitigate risks that threaten safety, impair resources, or cause litigation. Leaders must engage in effective risk management.”
Another way to mitigate the risks involved in pursuits is to look for pursuit alternatives. One such alternative is utilizing aviation resources. These resources, if available, can not only assist in an active pursuit by relaying pursuit locations, freeing up the units on the ground to focus on driving. But they can also help when ground units are prohibited from engaging in pursuit by following a suspect from a safe distance and then providing ground units with the suspect’s location after exiting the vehicle.
Automated license plate recognition systems (ALPR) can also be leveraged as a pursuit alternative. These systems use cameras with special software to automatically capture and read the characters on a vehicle's license plate. These systems then store that data for a predetermined amount of time. The cameras can be mounted on police vehicles or stationary poles. They are even used by vehicle repossession companies, who share their data with local law enforcement. Once the license plate of the suspect vehicle is identified, these systems can produce historical timelines of the vehicle’s travel pattern and parking locations. This data can then be used to locate the vehicle without the need for a pursuit.
Some of the latest technologies to emerge as a pursuit alternative comes from a company named “Starchase”, which is leveraging the use of GPS technology to eliminate the need for pursuits. As noted on their website, “Starchase technology is transforming the high-speed pursuit narrative by enabling first responders with tools to deescalate events and facilitate safer outcomes” (Starchase, 2024). These Starchase devices can be placed on vehicles during traffic stops or fired from vehicle-mounted air cannons. Once the device is placed onto a vehicle, that vehicle can be tracked from a safe distance without the need for a pursuit. Although pursuit alternatives can be costly, they are far cheaper than a pursuit that ends with the loss of life.
Conclusion
Implementing restrictive pursuit policies represents a significant shift in law enforcement practices, driven by a growing awareness of the risks associated with high-speed pursuits. Through transformational and servant leadership, law enforcement leaders can guide their agencies through change challenges while maintaining officer morale and public safety. By leveraging advanced technologies like GPS tracking, Aviation resources, and license plate readers, agencies can continue to apprehend suspects effectively without resorting to dangerous pursuits. Ultimately, the successful implementation of restrictive pursuit policies will depend on the ability of law enforcement agencies to foster a professional culture that values safety, adaptability, and ethical policing.
References
Albert, G. (1997). Police pursuit: policies and training. U.S. Department of Justice.
Avery, K. (2024, March 8). Family of Louisiana man killed in police chase files wrongful death lawsuit. CBS42.com. Retrieved February 12, 2025, from https://www.cbs42.com/regional/louisiana-news/family-of-louisiana-man-killed-in-police-chase-files-wrongful-death-lawsuit/
Chawla, K. (2024, March 18). Former Addis officer pleads guilty, sentenced to 10 years in prison for his role in police chase that killed two Brusly teens. Unfiltered with Kiran. Retrieved February 12, 2025, from https://unfilteredwithkiran.com/former-addis-officer-pleads-guilty-in-lieu-of-trial-in-death-of-two-brusly-teens/
Dees, T. (2017, December 22). The top pursuit-ending tools for cops. Police 1. Retrieved February 12, 2025, from https://www.police1.com/police-products/pursuit-management-technology/articles/roundup-the-top-pursuit-ending-tools-for-cops-DjUKwzCtQAR7o1j1/
Dupont, J. (2023, December 29). Reckless driver dies in crash after multi-parish pursuit. Plaquemine Post South. Retrieved February 12, 2025, from https://www.postsouth.com/story/news/local/2023/12/29/news-local-louisiana-state-police-iberville-parish-sheriffs-office-brett-stassi-pointe-coupee/72048763007/
Frmoso, J., & Romero, R. (2025, January 16). Oakland's police chase policy continues to stir debate even as officials try to dispel myths. Oaklandside. Retrieved February 12, 2025, from https://oaklandside.org/2025/01/16/oakland-police-pursuit-town-hall-rally/
Goldsmith, M. (2017). Organizational Communication. module #2, week #7. National Command and Staff Collage.
Gollan, S., & Hasman, J. (2024). Police chases kill hundreds every year — most victims aren't the drivers being pursued. Retrieved February 12, 2025, from https://www.timesunion.com/projects/2024/police-chases-database/
Harrington, R. (2017). Progressive law enforcement leader effectively managing departmental risks. Module #7, Week #8. National Command and Staff College.
Harrington, R. (2017). Progressive law enforcement leader effectively managing departmental risks. Module #7, Week #8. National Command and Staff College.
Hernandez, A. (2024, April 15). In reversal, more states allow high-speed police chases. Washington State Standard. Retrieved February 12, 2025, from https://washingtonstatestandard.com/2024/04/15/in-reversal-more-areas-allow-high-speed-police-chases/
Hunter, S. (2023, November 16). Hundreds of police pursuit crashes reported across the state. WAFB news. Retrieved February 12, 2025, from https://www.wafb.com/2023/11/16/i-team-hundreds-police-pursuit-crashes-reported-across-state/
Madison, K. (2024, January 24). Time to change our pursuit policies. Police Law Enforcement Solutions. Retrieved February 12, 2025, from https://www.policemag.com/command/article/15662779/time-to-change-our-pursuit-policies
Nickeas, P. (2022, March 8). More law enforcement departments are limiting risky police chases. Retrieved February 12, 2025, from https://www.cnn.com/2022/03/08/us/police-restricting-pursuits/index.html
Normore, A. (2017). Leadership in practice: Authentic leadership. Module #3, Week #5. National Commad and Staff College.
Normore, A. (2017). Leadership in practice: Authentic leadership. Module #3, Week #5. National Command and Staff College.
O'Connor, S. (2024, December 13). West Jefferson High School students dead, serial shoplifter arrested after chase ends in crash. WDSU news. Retrieved February 12, 2025, from https://www.wdsu.com/article/new-orleans-jefferson-parish-shoplifters-crash-students-dead/63173702
Policy 306 East Baton Rouge Sheriff's Office. (2024). Vehicle Pursuits. Retrieved February 12, 2025, from https://policy.lexipol.com/
Policy 400-10 Tulane University Police Department. (2023). Vehicle pursuits. Retrieved February 12, 2025, from www.powerdms.com
Skinner, A. (2022, August 16). Hundreds are killed each year in police pursuits, many of them bystanders. Newsweek. Retrieved February 12, 2025, from https://www.newsweek.com/hundreds-are-killed-each-year-police-pursuits-many-them-bystanders-1734216
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Tobia, M. (2017). Leadership and change. Module #8, Week #2. National Command and Staff College.
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Artificial Intelligence: The Impact of Emerging Technology on Law Enforcement
Captain Henry Logan, East Baton Rouge Parish Sheriff’s Office
Lieutenant Scott Rummel, Lafayette Police Department
Sergeant William Thomas, East Baton Rouge Parish Sheriff’s Office
National Command and Staff College
Session #029
February 2025
Abstract
Recent advancements in technology are revolutionizing the law enforcement profession at a rate previously unseen. As many agencies face budgetary constraints, personnel shortages, and increasing crime trends, these emerging technologies allow the agency to extend its capabilities to address these concerns. These innovative tools enhance public safety and improve strategies to effectively address criminal activity, streamline investigations, and improve officer safety. Developments in artificial intelligence (AI) allow law enforcement agencies to analyze vast amounts of data more efficiently, anticipate where crimes are likely to occur, identify suspects, and improve investigative processes. While the implementation of artificial intelligence vastly improves the effectiveness and efficiency of the agency, the adoption of these technologies has raised significant concerns regarding privacy, ethics, and civil liberties. Many have expressed concern about the potential misuse of artificial intelligence-based technologies and data collection practices that may infringe on an individual’s right to privacy. This project will examine the effects of emerging technology on law enforcement and the community, leadership concerns regarding its legal and ethical use, and how agencies can implement these technologies to improve officer performance and build community trust.
Introduction
Technology continues to affect every part of our lives, with people attempting to stay updated with the “latest and greatest” technology to ensure access to the newest and most advanced technology available. Law enforcement agencies have long relied on technology to increase efficiency, become more effective, enhance agency transparency, boost communication capabilities, and improve officer safety. Law enforcement technologies provide crucial systems and tools that will enhance how police officers perform their duties, thus making them safer, more efficient, effective, and better informed.
Law enforcement agencies are under increasing pressure to enhance crime reduction initiatives while grappling with budget constraints and staffing shortages (Butler, 2023). Many agencies have turned to advanced technologies to tackle rising crime rates, improve officer performance, and increase accountability. These technologies include conductive electrical weapons, automated license plate readers, body-worn and in-car camera systems, automated surveillance systems, drones, facial recognition software, artificial intelligence, and predictive policing (Butler, 2023)
The introduction of artificial intelligence-based technologies within the law enforcement profession has caused many to question the ethical and legal implications of their use. While most agree that law enforcement has a legitimate need for technology, there has been little legislation or judicial oversight regarding constitutional limitations of its use. According to Helms and Krieser (2024), the use of artificial intelligence in law enforcement raises complex Fourth and Sixth Amendment questions.
The past few decades have witnessed the rapid integration of advanced technologies into policing practices. The purpose of the research is to review the impact of artificial intelligence-based tools on the law enforcement profession and the community. We will examine the legal and ethical issues surrounding these technologies and discuss strategies agency leaders may consider to effectively overcome these concerns to implement and utilize these tools within their agencies successfully.
History of Emerging Technology in Law Enforcement
Since its inception, modern law enforcement entities have relied on emerging technologies to enforce laws and combat crime. Many people typically think of technology only in the modern context of the digital capabilities we experience today. However, technological advancements in law enforcement can be traced back to the 1800’s. The introduction of multi-shot firearms, nightsticks, telephones, the adoption of the Bertillon system to identify criminals, and the development of fingerprint identification all played pivotal roles in advancing the law enforcement profession (Deflem & Chicoine, 2014).
As law enforcement progressed, new technologies were introduced to address growing community needs. New forms of crime emerged, and traditional law enforcement methods and techniques were inadequate or ill-suited. The introduction of patrol vehicles, two-way radios, mobile dispatch platforms (CAD), cellular phones, DNA, and tasers has been instrumental in shaping how police perform their duties.
Modern technological advances include body-worn cameras, in-car cameras, drones, cellphone tracking capabilities, and artificial intelligence-based tools. These artificial intelligence (AI) tools have increasingly become a part of our everyday lives. Artificial intelligence is used in advertising, marketing, web searches, social media applications, smartphones, and various smart home applications. Artificial intelligence is “the ability of a machine to perceive and respond to its environment independently and perform tasks that would typically require human intelligence and decision-making processes but without direct human intervention.” (Rigano, 2019, para. 4).
Artificial intelligence is used in many current law enforcement applications, such as DNA analysis, automated license plate recognition (ALPRs), video analysis, data analysis, facial recognition technology, and predictive policing software. Facial recognition technology (FRT) uses artificial intelligence to identify people, solve crimes, monitor large crowds, and locate missing people. This technology, much like fingerprints, uses measurements of specific features of an individual’s face to create an individual profile that can then be compared with other available images for identification (Gaetz, 2024).
Predictive policing software utilizes artificial intelligence to sort through a vast amount of historical crime data to predict future criminal activity. This technology is divided into two categories: place-based predictive policing and person-based predictive policing. Placed-based predictive policing attempts to identify where criminal activity is likely to occur. Person-based predictive policing attempts to identify individuals likely to commit a crime based on past activities or persons likely to be the victim of a crime based on prior victim data (Lau, 2020).
Proponents of predictive policing believe that artificial intelligence algorithms are more accurate, cost-effective, and less prone to human error and biases. Predictive policing critics argue that these algorithms can reinforce current racial biases and are concerned about transparency and accountability issues (Lau, 2020).
There is no question that these artificial intelligence-based technologies can significantly impact a police agency's daily functions. However, leaders must carefully plan, manage, and align the technology with the organization's broader strategic goals. Agencies must adopt clear policies and procedures before using any technology for investigative purposes (Cell, 2019).
Ethical Considerations
Artificial intelligence provides law enforcement agencies with tools to investigate, prevent, and solve criminal investigations much faster than conventional methods. Despite artificial intelligence's advantages, it is not without significant ethical concerns. Privacy issues have emerged as a primary concern in the discussion of technological integration in policing. The extensive use of surveillance technologies, such as license plate readers and facial recognition systems, has prompted debates about the invasion of personal privacy. Citizens have expressed apprehension regarding the extent of surveillance and how the data collected is utilized. For instance, the use of facial recognition technology has raised alarms about misidentifications and the potential for systemic discrimination against marginalized communities.
Several influential figures have significantly contributed to the discourse on AI and privacy in policing. One such figure is Cathy O'Neil, author of "Weapons of Math Destruction. " O’Neil (2016) emphasizes the ethical implications of algorithms in decision-making processes. Her arguments highlight the dangers of biased data, which can perpetuate systemic inequalities. She explains that AI technologies are utilized for predictive policing, where algorithms analyze crime data to forecast potential criminal activities. These algorithms can inadvertently reinforce racial biases if not properly designed and monitored. Concerns such as bias in data, lack of transparency, predictive policing, and false positives have arisen regarding fairness and potential violations of civil rights, particularly when flawed datasets influence policing strategies (O’Neil, 2016).
Transparency is another critical consideration in law enforcement's implementation of new technologies. Law enforcement agencies must communicate with the communities they serve to educate them about the technologies being utilized and the data being collected (Berk, 2024). Transparency can foster trust and reduce the fears associated with intrusive surveillance practices. Furthermore, transparency can lead to informed community engagement. This can reveal various perspectives contributing to the conversation surrounding AI and law enforcement transparency.
When law enforcement agencies involve citizens in discussions about technology implementation, it can result in constructive feedback and community support. An excellent example of this is the introduction of community advisory boards, which allow community members to express their concerns and preferences related to the use of technology. This partnership can lead to more equitable practices and enhance the legitimacy of law enforcement actions. For example, body-worn cameras have become more common, illustrating how oversight can lead to more ethical practices in policing. The recorded footage helps maintain accountability and has been shown to reduce instances of excessive force.
Contrarily, opponents caution that too much transparency could compromise police operations and undermine safety. They argue that disclosing specific details about AI use could inadvertently provide criminals with information to exploit. Striking a balance is essential. Law enforcement agencies need to ensure transparency while maintaining necessary operational security. Regular assessments of AI tools and their outcomes can facilitate a system where transparency does not jeopardize public safety.
Accountability mechanisms must also be established to ensure law enforcement agencies use technology ethically. With increased technological capabilities, there is a need for rigorous oversight. This includes establishing policies that govern how data is collected, stored, and utilized and creating mechanisms for accountability when abuses occur (Editorial Team, 2023). For instance, independent audits are necessary for technology to ensure compliance with established protocols.
These measures help uphold civil liberties and maintain public confidence in law enforcement agencies. Agency leaders can work closely with community leaders and media representatives to remain transparent and accountable to their citizens and stakeholders. The formation of a committee comprised of agency representatives, community leaders, and media members could be established to regularly review agency policies and make suggestions regarding the use of these technologies.
Leadership Considerations
As an integral component of emerging technology in law enforcement, several considerations exist for Artificial Intelligence (AI) technologies. Most can be summed up into just a few categories: budget, storage, staffing, and training. The focus for organization leaders should not always be whether they have the best technology. Instead, the focus should be ensuring adequate staffing to ensure successful implementation, compliance, and continuation of these technology programs. Further, leaders should look at the overall benefit to the department and the public to determine if the technology allows success with its current goals and standards.
In response to the above-mentioned considerations, it stands to reason that credible and effective leaders within the agency will be necessary for successful AI-based technology implementation. Dr. Larry Long (2017) identified four traits of a credible leader: honesty, competence, inspiration, and forward-thinking. When a department is facing significant changes or adopting a new approach, it is crucial to have a leader who is open to these changes and willing to learn about the new technology. This leader should be able to understand the technology thoroughly so that they can effectively communicate its benefits to the organization. It is important to demonstrate the technology’s effectiveness and train employees on the capabilities of AI to define how it can assist officers in their daily tasks. This training will show how AI can reduce downtime when completing tasks and aid in the identification of suspects. By fostering a better understanding of this technology, we can encourage employee engagement and boost morale regarding new technological advancements.
An effective leader would recognize the need for change and encourage deep change within the organization (Long, 2017). The six traits of a successful, effective leader identified by Dr. Larry Long (2017) are caring, competence, credibility, communication, courage, and collaboration. Leaders must communicate openly with staff and encourage collaboration and teamwork to make the necessary changes for successful implementation. Effective leadership during profound change often leads to transformational leaders. (Long, 2017). These leaders become proactive, confident, and motivated. They are not generally affected by outside politics and see things from new perspectives. They will work hard to make the change first, then work from inside outward, ensuring they are aligned with the vision and mission statements.
Budgeting
Another consideration that must be considered is the financial effect of any technology on the agency’s budget. Leaders must examine if their department is financially capable of implementing the desired technology. Stakeholders must define the agency's needs and determine the total cost of the product. Leaders must consider recurring monthly costs, operating expenses, storage or disposal costs, integration expenses, etc. Agency administrators must examine if this expense will fall solely on the organization or if supplemental funding will be available, such as grants, capitol line items, or state funding. Leadership may be able to share the costs with other nearby agencies, thereby reducing organizational expenditure. Agency leaders must determine if current systems must be upgraded or expanded to utilize the new technologies. They will need to research and understand the shelf life of the new technology and what upgrade costs may occur in the future. They must further determine any IT support needs or training that must occur to utilize and maintain the new technology properly.
Credible and effective leaders develop effective strategies to address and overcome these considerations. This is where creating buy-in and collaboration comes to fruition for problem-solving some of these issues. The three main reasons organizations budget are to ensure safety, create accountability, and develop operational excellence. (Scioneux, 2025)
Physical Storage
New computer software typically does not require a large storage area and often integrates directly into current programs. However, departments making this initial investment must identify proper storage areas. When considering locations, it is important to determine a suitable location. Leaders must ensure the buildings are constructed to the current standards and wiring codes. The buildings should be located away from potential flood, fire, or other hazardous zones. Leaders must consider whether these buildings need to be climate-controlled and what associated costs will be expected. Agency administration needs to consider if they can construct new buildings or if there are structures currently that may be converted for data storage. They must consider whether these buildings will be staffed and if the structure has sufficient facilities to accommodate staff needs. These factors should be considered by leadership prior to the implementation of any new technology. Agencies must be aware of and comply with national standards set forth by ANSI/TIA-942 regarding data center standards for transparency and physical security of all data (TIA Engineering Committee, 2024).
Staffing
Staffing is crucial to any organizational change and must be considered before these AI-based technologies can be implemented. Leaders must consider the staffing needed to implement these organizational changes successfully. Agency administrators must understand the complexity of the technology to ensure it is user-friendly enough to roll out to the employees without exceeding their comfort levels. Leaders must consider agency training costs and determine how long agency-wide integration will take. Leaders must balance training needs with overall agency staffing levels to ensure adequate staffing for normal agency activities.
Agency leaders must consider whether there is a need to hire IT personnel, outsource this service, or train current employees to manage this needed function. Leaders must consider whether they have sufficient staffing to add these responsibilities to the agency’s workforce without significant interruptions. In a study by Strom (2016), it was discovered that during a two-year period, four of the ten agencies visited attributed their overall success or difficulties to the support of IT staff or lack thereof in their agency. This study emphasizes the importance of IT support for successfully integrating and operating AI-based technologies within an agency.
Use of Media
Social media has become an essential platform for communication in today’s digital age, providing a direct channel for engaging with the public. Law enforcement Public Information Officers (PIOs) utilize various tools to enhance their communication strategies, and artificial intelligence (AI) plays a significant role in this process (Tornabene, 2024). AI-powered social media management tools have transformed how PIOs operate by enabling them to effectively schedule posts, analyze audience engagement, and monitor public sentiment.
One aspect of using AI in social media management is the ability to schedule posts automatically. PIOs can plan their content, ensuring that messages are disseminated optimally for maximum visibility (Tornabene, 2024). For instance, a PIO might schedule posts about upcoming public meetings or critical safety information during peak engagement times. This saves time and increases the likelihood of reaching more people with important messages. Additionally, analyzing engagement metrics is crucial for PIOs to understand how the public interacts with their content. AI tools can compile data from multiple platforms, providing insights into likes, shares, and comments. By using these analytics, PIOs can assess which types of posts resonate most with their audience and adjust their strategies accordingly.
Moreover, monitoring public sentiment is critical for PIOs to view how the community perceives various issues. With the assistance of machine learning algorithms, PIOs can sift through vast amounts of social media data. These algorithms can identify emerging trends, such as rising concerns about local traffic issues or misinformation surrounding public safety topics (Tornabene, 2024). When false narratives are identified, PIOs can promptly address these concerns by issuing corrections or clarifications to prevent the spread of inaccuracies. This is essential to build and maintain trust and accurately inform community members.
Organizational Change Battle Plan
Integrating Artificial Intelligence (AI) into law enforcement requires a structured and strategic approach to ensure efficiency, transparency, and ethical compliance. AI can significantly enhance law enforcement operations; however, a well-defined implementation plan is crucial to maximizing its benefits while mitigating potential risks.
Successful AI implementation begins by defining objectives and developing clear agency policies. Law enforcement agencies must identify key problems AI can address. Stakeholder engagement is essential to address ethical concerns and build public trust. Consulting agency attorneys and AI experts ensure that AI integration complies with regulatory frameworks and safeguards privacy rights.
To employ these technologies in the agency, leaders should identify and organize teams to facilitate agency-wide implementation. When leaders introduce any change, not just deep change, they often introduce disequilibrium as a side effect (Tobia, 2017). It is important for leaders to recognize that all changes will result in stress on the workforce. This stress is necessary for adaptation growth in the organization (Tobia, 2017). Confident, credible, and effective leaders who invest time in communicating, cultivating, and actively listening to their employees will effectively negate undesirable attitudes within the organization. Ultimately, the goal is to gain support to implement change, ensuring the organization aligns with its mission and vision statements.
Agency leaders should identify change agents to assist in implementing these AI-based technologies within the organization. These change agents would promote alignment with organizational goals, ensure the allocation of needed resources, clearly communicate the benefits with organizational team members, work to overcome any resistance to the change and provide needed feedback (Malik, 2022). One way to increase organizational engagement is to define and share the agency’s purpose to explain how these new technologies align with the organization's “why.” Sinek (2017) states that all successful organizations effectively communicate why they do what they do. A clear understanding of the organization’s “why” sets expectations, aligns and inspires employees to become engaged, provides a reference for decision-making, and ensures successful succession and continued alignment with the agency's “why” (Scott, 2017).
Leaders must carefully plan for and manage the succession process to ensure lasting program success. They must identify promising employees and cultivate them to become future administrators of the AI programs to ensure uninterrupted access. In succession planning, leaders should first share the organization's vision and values with its employees (Scott, 2017). This alignment is critical for the success of the organization and the long-term success of the AI-based technology program.
Understanding the need for and establishing the necessary technological infrastructure is vital. Upgrading IT systems, securing data storage, and implementing access controls will support AI-driven tools. Equally important is training law enforcement personnel on AI applications, ethical considerations, and bias mitigation. To prevent issues, AI tools should be tested for effectiveness before full-scale deployment. As AI technology evolves, expanding its use into additional law enforcement areas will maximize its effects on the agency.
Once AI tools are integrated into daily operations, their impact should be constantly assessed through continuous improvement teams. Objective criteria must be established to measure effectiveness, and regular audits should be conducted to ensure compliance with ethical and legal standards. Clear communication about AI use is vital for public trust and community engagement. By following this structured plan, law enforcement agencies can harness AI’s power responsibly, ensuring improved public safety while maintaining ethical integrity.
Conclusion
These artificial intelligence-based technologies allow law enforcement agencies to gather massive amounts of data, process information quickly, identify suspects, and possibly predict criminal activity. Artificial intelligence will continue to expand its influence in the criminal justice sector, ultimately leading to better public safety and improved criminal investigations.
These technologies will allow officers to work more effectively, efficiently, and intelligently. However, law enforcement leaders must recognize that many societal concerns regarding these technologies must be acknowledged and accounted for. Many groups and individuals have raised questions regarding transparency, accountability, civil rights and civil liberty issues, and privacy concerns.
Additionally, there is an increased need for officer training as new technologies become integrated into law enforcement. The skillsets required for modern policing are evolving, and agencies must adapt their training programs accordingly. Officers need training not only in the technological tools themselves but also in the ethical implications associated with their use. For instance, understanding how to engage with community members about the purpose and operation of surveillance technology is vital for fostering positive relationships. Law enforcement leaders must carefully evaluate these issues before implementing any new technology and establish comprehensive policies to govern their use and deployment. Leaders should also require adequate training to ensure officers are well-versed in agency policies and to confirm that the technology performs as intended (Cell, 2019).
Looking toward the future, emerging technologies will undoubtedly continue to shape law enforcement practices. Innovations like artificial intelligence are expected to become more sophisticated, enhancing predictive policing capabilities and enabling greater efficiencies. However, these advancements will also necessitate ongoing dialogue about ethics and individual rights. Law enforcement leaders must navigate these challenges carefully, balancing the benefits of new technologies with the need to protect civil liberties and maintain public trust.
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*****
Police Suicide and Peer Support Groups
Captain Earnest Major East Baton Rouge Parish Sheriff’s Office
Sergeant Jeffrey Mahler Lafayette City Marshal’s Office
National Command and Staff College
Session #029
February 14, 2025
Abstract
Law enforcement is seeing alarming numbers of officers take their own lives. It is incumbent upon law enforcement leaders to create a culture of credibility inside their organizations that promotes positive communication with trained peer support groups. While Employee Assistance Programs are helpful, officers may feel more comfortable talking about their problems with peers. The function of peer support groups has gained enough momentum to have state legislative support. Providing civil immunity and confidentiality. Peer support and early intervention are important for detecting mental health issues that may require professional help. This project examined the research on police suicide statistics and peer support statistics through internet searches, professional articles, and active peer support teams. Our findings revealed that peer support groups are an effective method to reduce the risk of suicide.
Introduction
In recent years law enforcement professionals have taken their own lives at a rate higher than in years leading up to 2019 where we saw a spike in the numbers at 238 in one year alone. Just three years later in 2022 we saw 170 officers take their lives (Lusczynski, 2024). What we find as we look into the statistics it becomes apparent that we have numbers that do not match. Probably the lowest numbers are reported by the Federal Bureau of Investigations (FBI). We believe that this is in part to the FBI’s numbers being driven by the Uniform Crime Reports. Not all agencies contribute to this report because it is voluntary. The FBI only reported 32 police suicides in 2022 (FBI, n.d.).
Additionally for our purposes, we consider law enforcement officers to include correctional officer and dispatcher. Not all organizations that keep track of police suicide include these groups in their numbers. We find it pertinent to include these groups in our appreciation for the police group as they work for our organizations and are subject to the same stressors as those who perform their duties in investigation of crimes and calls for service. Most importantly, internal conflict is one of the largest stressors for today’s police employees (Nash, 2017). Additionally, these members would be subject to a part of critical events that affect the organization as a whole.
Examination of numbers, and factors that lead us to those numbers makes it imperative that law enforcement leaders find a way to create a culture of open acceptance to peer mental health. Applying specialized training to individuals for effective communication and advanced empathy to create a peer support group. The objective of this group is assisting officers who are dealing with stressors that lead them to conditions such as depression and post-traumatic stress disorder.
Leaderships Struggle
Leaders must take action. The loss of life is obvious. However, there are key things missing in one’s leadership if the mental health of an officer is ignored. Long gone are the days of the “tough guy” who just dealt with the hardships of the job. Internal conflicts of the organization combined with demands of the public make the job tough. But when you have an officer who has family problems and financial issues and nobody to talk to; that officer moves into dangerous territory. The officer may start using substances like alcohol or pain pills to deal with stress only making matters worse. We owe it to these officers to be the best leaders we can be. Our credibility is on the line. We have to be trustworthy. Our officers have to believe that we will do what we say will do. They have to believe that we will do the right thing at the right time for the right reason. The culture starts with us and requires the support of leaders below us. Long (2017) states, “Credibility is the cornerstone between leader and follower. Advanced empathy will need to be understood and displayed. Implicit bias will need to be checked at the door. As Davis (2025) states, “Positive internal work environments assist in mitigating job stress.” If we can mitigate some of the job stress, then we can concentrate on the most important thing, the person.
Historical Context
While the FBI started recoding statistics through the Universal Reporting System in 1937 for police killed in the line of duty; no emphasis on officer suicide was recorded until 2016 by Blue Honor Educate Lead Prevent (H.E.L.P.), (Perine, 2021). Furthermore, it is the act that takes the most law enforcement officer’s lives. What we know is that in 2019 the FBI Law Enforcement Officer Killed and Assaulted (L.E.O.K.A.) report showed 89 officers were killed feloniously or by accident while Blue H.E.L.P showed 239 officers dying by suicide. We know that the scant data we do have on police suicide resulted in a unanimous vote in the Senate and agreement from the House of Representatives. The U.S. Congress passed and President Donald Trump signed the Law Enforcement Suicide Data Collection Act on June 16, 2020.
Officer Wellness
Leaders will need to make consideration to modify policy to lessen the impact of trauma on officers. While we are certainly not capable of controlling when emergencies or traumatic events will occur; we can be sure that the officer gets enough rest between tours of duty, assist in a good work and life and balance, and promote mental wellness (Fedd, 2024). Strong consideration should be given to professional counseling or the Employee Assistance Program, peer support groups, and an offer of regular screenings. These tools may help create the openness to mental health that we should strive for in our organization’s culture.
Impact
We see the impact of police suicide at multiple levels. The organization suffers a loss of personnel and the resources that person provided. The members of the organization themselves go through trauma from the loss. Family members are left without loved ones. Many things in the law enforcement officer’s life can lead to conditions that are noticeable to peers and leaders alike. Most notably are chronic sleep deprivation, burnout, PTSD, depression, hyper-vigilance, and chronic stress (Fedd, 2024).
The Research
The number of officers who take their own lives is staggering. Barr (2024) reports that 1,200 officers took their lives in a seven-year study according to statistics collected by First HELP and CNA Corporation. Local police departments took the lead in these numbers as they account for a majority of 51% of incidents. Following at 20% were Sheriff’s Offices and 13% were Correctional Officers. Large agencies (> 100 officers) make up only 10.8% of law enforcement agencies. However, these agencies account for 61% of all public safety suicides. Smaller agencies (< 100 officers) make up 4% of officer suicides. It appears that the larger the agency the higher the chance there is that the organization will have employees who suffer from conditions that may lead them to suicide.
Regionally in the USAthe south represents 33% of suicides while the northeast saw 25% of the numbers in their area. The mid-west represents 21% of the incidents and the west has the lowest percentage of occurrence at 20%. Police suicide was most prevalent in active-duty personnel and accounts for 78% of cases while 17% were retired. Officers who were recently terminated made up for 5% of suicides.
Demographically, the majority of police suicides involved white males in their 40’s. Males make up 92% deaths. Most were involved in a relationship at 59%. In these cases, we saw 66% of the officers had children. This means that approximately 1,584 children deal with the suicide of their parent in a 7-year period. We see 70% were at the rank of officer or deputy. Middle management made up 21% and investigators represented 7% of the statistics.
The mental health and life challenges led to a large portion of officer deaths. We see 34% of officers suffered from depression while 27% suffered with PTSD. An additional 23% were displaying help seeking for PTSD. Nearly all officers were off-duty when they took their lives and the majority used a firearm.
An Approach for Improvement
Officer safety and mental well-being should be a top concern for every police leader. Police culture acknowledges the importance of physical safety and wellness. Precautions to ensure an officer’s physical safety are often reinforced through official policy statements and training requirements. From wearing bullet proof vests and seat belts to self-defense and firearms training, physical safety is something all departments emphasize and all officers’ support. Similarly, every police department has initial physical fitness requirements in order for an officer to be accepted into the department. As stated by Assistant Atty. General Derek West (2013), “Officer suicide and mental wellness needs to be addresses just as directly as officer vest.”
Unfortunately, mental health and well-being fail to receive the same level of attention and resources within the officer safety continuum. Mental health issues and the threat of officer suicide are often topics no one wants to acknowledge. In a profession that prides itself on bravery and heroism mental health concerns can be seen as weaknesses and antithetical to the strong courageous police persona. Nevertheless, police officers are not immune to stress, depression, anxiety, post-traumatic stress disorder (PTSD), or other mental health concerns or illness. Arguably, they are more susceptible given the horrific events, trauma, and chronic stress endemic in their profession. Perpetuating this culture of silence and denial around officers’ mental health needs is unacceptable. It endangers every officer in the country. When agencies and individual officers do seek guidance and assistance, they often find that limited resources are available. Those that are available come from disparate sources, with few devoted specifically to law enforcement. As a result, neither officers nor their leaders know where to turn in a time of crisis.
Unfortunately, in many law enforcement departments the culture toward mental wellness or addressing emotional problems of any kind is one of disdain and avoidance. The presumption within this culture is often that the mere presence of an emotional problem indicates a weakness on the officer’s part. That perception leads to the even more dangerous perception that being open about these issues can make the officer vulnerable, even to the point of losing his or her job. Significant progress in curbing officer suicide and enhancing officer mental wellness is only achievable if the culture does an about-turn toward openness and support for all aspects of officer health and wellness, particularly mental health. Changing a culture resistant to even acknowledging mental health issues is a great challenge.
Which leads me to mention what we learned in the Leadership and Change module in learning area one. This culture may be so institutionalized that we may not even be cognizant of its existence. Yet, the reality is that our culture often prevents both officers from asking for help and leadership from providing it. There is a measurable level of distrust from law enforcement towards the Employee Assistance Program that includes possible misinformation of the program and the stigma in police culture (Black, 2023). The stigma and fear of reprisal associated with asking for help, particularly in law enforcement, leaves officers in need, with nowhere to turn, and only aggravates feelings of hopelessness. It is incumbent on leaders to protect their officers. It is imperative that all police executives and leaders commit not only to changing the culture, but to institutionalizing effective mental wellness support, so that agencies can address mental health issues successfully and foster resilient and productive police officers. Long (2017) state “It is true that effective leaders need to be truthful, provide honest feedback, admit mistakes, take ownership and responsibility.” Starting the change may be difficult; it takes time and effort, and progress may be slow. Officers deserve this change, and the outcome is worth the investment.
Trauma Mental Wellness and Prevention
Based on our combined 53 years of law enforcement trauma to us is defined as a deeply distressing or disturbing experience. Now, police officers see the absolute worst that society has to offer and that is just the nature of the job. It is a fact that no one calls the cops to say hello or to invite them over because they are having a great day. The reality is the police are called for emergencies or to handle abnormal situations that cannot be dealt with civilly. In the past, there was really no room for emotion or at least there was no opportunity for an officer to express their emotions and to admit that they were suffering mentally from what they witnessed or experienced. No longer are the days of someone saying, suck it up kid, this is what you signed up for. Police officers are human beings too and to expect people in this profession to not experience some sort of trauma is not fair.
To effectively address mental wellness and suicide prevention, all levels of leadership must recognize the parity of mental and physical safety and wellness. While studying human factors and leadership, it was learned that leaders can and should improve the well-being of their people, which will increase the performance of their agencies. As stated by Harrington (2017) “Leaders owe it to their front -line personnel to keep them safe as possible.” Which leads us to convey that it’s also the leader’s responsibility to ensure that mental wellness is included in that. Law enforcement agencies are committed to officers’ physical safety and wellness. From body armor to firearms training, and on-site gyms and fitness programs, there are numerous measures in place to ensure an officer’s physical safety. But what is the profession doing to protect and support the mental health of officers? Tragically, many agencies lack the resources and the critical guidance to improve and protect their officers’ mental health and wellness.
The stigma of having mental health problems in law enforcement and obtaining professional help for mental illness is a powerful force in police culture and cannot be underestimated. Individuals outside of law enforcement regularly identify and seek mental health treatment for emotional trauma and mental illness for themselves and for others. The fear of consequences for seeking help for emotional problems or mental illness is a reality in our culture. If employees believe that asking for help may hurt their image, slow or stop career advancement, or even end their career, they won’t do it. Police officers are trained to guarantee the physical safety of their fellow officers, but officers are not generally trained to identify or effectively respond to emotional trauma, mental illness, or suicidal behavior in other officers.
Unclear Expectations
As learned from an article found on the International Association of Chief of Police web site, officers may be unclear or misinformed about confidentiality laws and policies, which impedes both officers seeking help and leaders providing the help to those who need it. Similarly, officers may be confused about the laws and policies governing when an officer’s firearm may be removed due to mental wellness issues, which also impedes officers from seeking needed help.
Departments with limited resources may lack the time and capacity to provide the necessary and confidential mental wellness care and training, and suicide prevention programs. This dynamic between an agency’s need-to-know and confidentiality concerns may impose serious obstacles on any agency seeking to improve its officers’ mental health The stigma of having mental health problems in law enforcement and obtaining professional help for mental illness is a powerful force in police culture and cannot be underestimated. Individuals outside of law enforcement regularly identify and seek mental health treatment for emotional trauma and mental illness for themselves and for others.
The fear of consequences for seeking help for emotional problems or mental illness is a reality in our culture. If employees believe that asking for help may hurt their image, slow or stop career advancement, or even end their career, they won’t do it. Police officers are trained to guarantee the physical safety of their fellow officers, but officers are not generally trained to identify or effectively respond to emotional trauma, mental illness, or suicidal behavior in other officers. Departments with limited resources may lack the time and capacity to provide the necessary confidential mental wellness care and training, and suicide prevention programs.
The Peer Support Group
Peer support can be very powerful, peer support is a program that helps law enforcement to receive emotional and practical support during times of personal or professional crisis. Peer support is an informal, private opportunity, available 24 hours a day for you to speak to someone like you, (peer) to assist with any issues you may be having. Peer support personnel are now recognized as critical mental health resources. Because officers in crisis may be far more willing to talk to colleagues than to mental health professionals.
Peer Support Statistics
A 2010 survey of police officers by familiesusa.org (n.d.) found that 90% of respondents who had peer support reported it was helpful to very helpful, 80% reported they would seek support again if needed, and nearly 90% stated they would recommend peer support to a colleague. Milwaukee Police Chief Flynn (2018) stated, “Peer support groups act as a portal to get an officer the help they need.” Peer supporters play a key role in many aspects of suicide prevention. Peers can contribute by sharing positive recovery-oriented messages, decreasing barriers to seeking help and normalizing help seeking behaviors. In law enforcement there is a strong culture of supporting other officers and being there through intense and challenging circumstances. Peer support can be for any concern, such as financial stress, relationship problems, work stress, trauma, or suicidal crisis, all of these stressors fit perfectly into the culture of “having one’s back.” Due to the sheer fact that members of the law enforcement community have a history of being silent about mental wellness but seeking peer support, the state of Louisiana recognized that peace officers and public safety personnel are often exposed to traumatic, hazardous, violent, and life-threatening situations throughout their careers. The very nature of the work they perform can also cause stress in their personal life and familial relationships. These factors cumulatively can take a toll on both the mental and physical well-being of our peace officers and public safety personnel, which in turn can affect their job performance.
The Law
Peace officers and public safety personnel are no less susceptible than any other citizens of Louisiana to mental health issues, including depression, alcoholism, and drug addiction. LRS 40::2411(2024) which is the Peace Officer and Public Safety Personnel Peer support and Mental Health and Wellness act acknowledge any and all information, reports, records, or communications, whether oral, written, or electronic, that are made, generated, received, or maintained by or in connection with a peer support program or session, are considered privileged and confidential and shall not be considered public records for the purposes of the public records law, and also adds that no person, including a peer support member, shall disclose any information, reports, records , or communications without the written approval of the peace officer who is subject of the peer support session.
The creation of this law was groundbreaking and opened the door to break the silence among law enforcement and created a culture that it was ok to talk about your problems. Seeking out help is no longer frowned upon. In fact, it’s encouraged. Peer support teams are an important part of this profession, and it is a movement that needs even more recognition than it is currently receiving. It is okay to not be okay. The support is out there.
Support the Supporters
Providing peer support is a rewarding role, resulting in vicarious resilience and compassion. However, peers need to know that they have to take care of themselves not just because their mental health is a priority, but also because their agency needs them for the long run. Officers deal with difficult situations and stressors personally and professionally on a regular basis. Peer support providers have their own stressors, such as listening to others stress, responding to traumatic events and feeling increased responsibility for caring for a colleague which will result in additional cumulative stress. Supporting peer supporters should be built into the peer support structure and culture. Reyes (2017) states, “We need to break the cycle, break the silence and change the culture.”
Conclusion
Our research has shown that while the recorded history of police suicide is relatively new, the numbers that we are seeing today require leaders to take a closer look at what is going on. We train ourselves to be prepared for harsh conditions and dangerous incidents. What we learn by looking at police suicide, is that our culture and lack of mental health help may be our biggest threat. We recommend leaders take a good look at what their culture is in their own organization. Make sure that resources are there for all employees to find solutions to stressors. Train employees to look for the signs of mental health issues and how to engage that person to help them.
References
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http://www.soundthinking.com/blog/police-officer-wellness/
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health and wellness act. Retrieved February 12, 2025, from http://www.legis.la.gov/legis/
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breaking-the-silence
*****
Challenge for Law Enforcement: Navigating Recruitment and Retention
Lieutenant Antonio Carter, East Baton Rouge Sheriff’s Office
Lieutenant Kevin Chenier, East Baton Rouge Sheriff’s Office
National Command & Staff College, Session #029
February 2025
Abstract
This capstone research paper investigates current trends in law enforcement staffing, focusing on the decreasing number of available candidates. Our study examines the unprecedented number of vacancies and the lack of interested applicants to fill these positions. Our research will explore innovative and practical strategies and theories that agencies can adopt to attract and retain quality personnel, ensuring they meet community needs while upholding public safety and fostering strong relationships with local partners. Recruitment and retention efforts should begin with a comprehensive departmental analysis to evaluate officers' current and future needs. This analysis must thoroughly assess officer performance and identify innovative solutions to enhance a police officer's productivity. Our work aims to address law enforcement agencies' recruitment and retention challenges and investigate innovative approaches to tackle these issues.
Introduction: Recruitment and Retention in Law Enforcement
The landscape of law enforcement has experienced a seismic transformation in recent years, mainly due to societal changes. Scrutiny from social media, protests, harsh criticism, and a shifting societal climate have imposed unprecedented pressure on law enforcement agencies nationwide. These challenges and other factors have significantly impacted professional recruitment and retention, contributing to a downward trend in viable candidates and increasing difficulties for agencies in retaining experienced officers (Respond Capture, 2024).
Recently, various factors have led to a significant rise in vacancies within police departments, as indicated by anecdotal observations. Officers resigned due to public perception and scrutiny surrounding adverse events in 2020, such as the incidents involving George Floyd and calls to defund the police movements. Additionally, some seasoned officers have opted to leave public service for higher-paying security jobs at large corporations or to work as police trainers for contractors overseas. Officers from local and state agencies have left to join federal agencies for higher wages and better benefits. Moreover, many baby boomer officers who started their careers in the 1960s and 1970s are now retiring in large numbers. Police leaders believe recruitment efforts have not kept up with these significant changes (IACP, 2009).
Historical Context
With the additional focus on law enforcement and the negativity surrounding the profession, it has been reported that agencies are losing officers faster than they can hire new ones. This was evident in a recent survey conducted by PERF (Police Executive Research Forum), which revealed both good news and bad news.
Police recruitment and retention primarily focus on identifying individuals suitable for enduring the profession's challenges and shaping the organization's future leaders. Nonetheless, law enforcement leaders’ understanding of who qualifies as the right candidate is evolving. They are increasingly focused on enhancing the diversity within their departments concerning race, ethnicity, gender, age, and sexual orientation. In the past, law enforcement leaders primarily viewed the need to recruit officers and civilian staff who mirror the community to bring in more women, black individuals, or Hispanics.
This may also mean recruiting employees who speak Spanish, Arabic, Russian, or other languages or dialects for today's agencies. Here in East Baton Rouge Parish, there has been a steady increase in the number of Hispanic and other non-English-speaking citizens within our communities. This has caused the agency to recruit aggressively among members of the many immigrant groups putting down roots in our parish.
In addition to racial, ethnic, and national diversity, law enforcement agencies are placing greater importance on hiring individuals with specialized skills, like computer proficiency, that might not have been prioritized by police recruiters in recent years. An increasing number of criminal cases, including various felonies, now depend at least partially on digital evidence, such as emails and Internet browsing history. Officers and civilian staff skilled in computer investigations are invaluable assets for law enforcement agencies. Furthermore, many agencies seek employees who can convert information into intelligence, conduct statistical analyses, deliver effective presentations to community groups, engage with children, or oversee volunteer programs (IACP, 2009).
Recruitment challenges in police forces differ by jurisdiction. Factors such as the nature of the job, shift patterns, dangerous duties, and public perception limit its appeal. Furthermore, an aging workforce, high burnout rates, and negative public perception discourage applicants. Law enforcement agencies face a recruitment and retention crisis that threatens operational effectiveness. If these issues remain unsettled, they could result in understaffing, slower response times, and reduced public safety (Respond Capture, September 2024).
Recruitment and Retention in Law Enforcement: Current Trends
Hiring seems to be picking up, as law enforcement agencies reported hiring more sworn officers in 2022 than in previous years. However, agencies were found to be losing officers faster than they could recruit new ones, resulting in a continued decline in the number of sworn officers (PERF, 2023).
Resignations are still on the rise, with law enforcement agencies reporting nearly 50 percent more resignations in 2022 compared to 2019. While retirements dropped slightly in 2022, agencies reported nearly 20 percent more retirements in 2022 than in 2019. Consequently, the number of sworn staff members has decreased by nearly 5 percent over the past three years(PERF, 2023).
Historical data regarding staffing found that in 2023, sworn staffing was 0.9 percent lower than in 2022 and 4.8 percent lower than in 2021. The report showed a hiring decline of more than 20 percent in 2020 but rebounded by 2022 with a nearly 35 percent increase(PERF, 2023).
However, resignations among sworn officers stayed consistent pre-2020 but jumped by more than 35 percent in 2021 and another 9 percent in 2022, equating to 47 percent more resignations in 2022 than in 2019. For perspective, remember there was a 35 percent increase in hiring by 2023, which was insufficient to account for the 47 percent increase in resignations. Sworn officer retirements increased more than 12 percent from 2019 to 2020, more than 14 percent in 2021, and fell by more than 7 percent in 2022, a difference of 19 percent from 2019 (PERF, 2023).
The PERF survey included 182 responses from agencies across 38 states and the District of Columbia, covering 163 local law enforcement agencies, 12 college or university law enforcement agencies, four transportation agencies, a federal law enforcement agency, a housing law enforcement agency, and a tribal law enforcement agency. These responding agencies employed approximately 79,500 sworn officers in 2022 (PERF, 2023).
The East Baton Rouge Sheriff’s Office also saw a decline in staffing, consistent with the PERF study. In 2021, total sworn staffing was 695, which fell by 8 percent in 2022 to 641 and further declined to 630 in 2023, representing a 10 percent decrease from the 2021 total. During these years, the number of new hires changed slightly, increasing from 46 in 2021 to 55 in 2022 before decreasing to 49 in 2023. These new hires were counterbalanced by resignations and retirements, which were 66 in 2021, 65 in 2022, and dropped to 43 in 2023. This results in 150 new hires over three years, compared to a loss of 174 in the same timeframe (K. Jolivette, personal communication, February 10, 2025).
Challenges that Impede Recruitment
One challenge facing law enforcement agencies is the demographic shifts brought about by slowed population growth. The Bureau of Labor Statistics projects an 18 percent increase in workers aged 55 and older by 2028, while the number of workers aged 16 to 24 is expected to decline by 7.5 percent, leading to a reduced applicant pool (Respond Capture, May 2024).
Typically, law enforcement agencies encounter a vacancy rate of 10 to 15 percent, particularly in major metropolitan areas where rates tend to be higher. As of mid-2024, the Baton Rouge City Police Department reported an 18 percent vacancy rate, and the East Baton Rouge Sheriff’s Office had a 12.4 percent vacancy rate, aligning closely with the national average (21CP Solutions).
Another test involves the increasing mental health issues among young adults aged 18 to 30. Many reasons, such as economic uncertainty, social media influence, and global and political instability, contribute to this problem. The rise in mental health challenges within the potential applicant pool significantly impacts law enforcement recruitment.
According to the National Institute of Mental Health, approximately 31.9% of adolescents aged 13 to 18 have encountered an anxiety disorder. These disorders often continue into adulthood, hindering the talent pool available for law enforcement careers. The American Psychological Association’s (APA, 2020) Stress in America survey revealed that Generation Z adults (ages 18 to 23) report experiencing higher stress levels than any other age group. Additionally, the perception of law enforcement as a high-stress profession can dissuade anxious Generation Z adults from applying.
Police officers' health impacts recruitment and retention. Lack of support leads to lasting stress and trauma effects. Wellness initiatives should address physical, mental, and emotional well-being. Past programs focused on physical health, yet burnout and mental health issues have increased attrition. Comprehensive programs integrating mental health are crucial, offering access to competent professionals, peer support, resilience training, and retirement resources. However, a stigma around mental health support persists in law enforcement. A transformative top-down approach is required to ensure officers feel safe seeking help. Leadership must implement programs and foster open discussions about mental health challenges (Respond Capture, May 2024).
The negative public perception of police actions, mainly due to high-profile incidents, can significantly decrease interest in law enforcement careers, particularly among younger generations. Law enforcement’s reputation has been significantly impacted by public criticism and negative media portrayals, especially in the wake of incidents involving police misconduct. These troubling events can create a barrier to recruitment, as the perceived lack of respect and support for law enforcement professionals discourages potential applicants (Central Square, 2024).
Internal leadership factors affecting recruitment in law enforcement include poor morale among existing officers, inconsistent leadership styles, inadequate career development opportunities, negative perceptions of leadership within the agency, a lack of support for work-life balance, and a failure to address concerns regarding diversity and inclusion; all of which can deter potential candidates from joining the force (Cain, 2018).
Recruitment Strategies in Law Enforcement
Now that we know the problem, what do we do about it? Law enforcement must recruit candidates that reflect their communities' racial, ethnic, gender, and generational diversity. Leaders should assess departmental shortfalls through staffing analysis to match demographics with community needs. For instance, diverse communities need a similarly diverse workforce. Additionally, leaders must outline ideal candidate traits that align with organizational and community standards, ensuring qualifications and cultural fit (Cain, 2018).
In developing a recruitment strategy, leadership must evaluate what sets the agency apart and attract potential candidates. Leaders should also define and communicate the organization's core values, ensuring that these values are reflected in every aspect, including recruitment. Leaders should evaluate and tackle obstacles that could deter top candidates from applying. For instance, the agency may be experiencing high turnover rates and low morale among its current officers. What steps can the agency take to resolve these issues?
How does the agency compare to neighboring agencies from an external perspective? Are there differences in population growth, community relations, demographics, annexations, or compensation and benefits packages? Leaders should also consider the agency’s relationships with stakeholders and their potential impact on employment. What is the community's perception of the agency among local politicians, the media, school administrators, and business leaders?
To counter the shrinking applicant pool, law enforcement agencies will have to expand their outreach efforts and educate young adults about the opportunities and benefits of a career in law enforcement. This can be accomplished by establishing partnerships with high schools and colleges to provide information sessions, career fairs, and internships that can spark interest in law enforcement careers at an early age.
For example, EBRSO partners with local colleges via an internship program in its recruitment efforts. This initiative enables undergraduate and graduate students from accredited institutions pursuing criminal justice careers to earn course credit while exploring the opportunities EBRSO provides. Interns are paired with staff across different departments within the agency, allowing them to engage with and understand the agency's operations better.
Agencies, however, should not limit this partnership to those students pursuing criminal justice careers. Instead, they should seek out and connect with their ROTC programs to identify individuals with servant leadership character traits (EBRSO, 2023).
Servant leaders fundamentally take on the role of a servant, a vital quality for law enforcement officers. This core ethos drives their commitment to service, influenced by humility, empathy, and a profound responsibility for those they assist. Their leadership style centers on prioritizing others, personal development, and empowering individuals. These leaders intentionally choose paths that inspire them to serve, favoring opportunities to provide help rather than pursuing accolades for their efforts (Spain, 2017).
To achieve the best return on investment, agencies must transition from traditional recruitment methods to the digital realm through video, websites, social media, and similar platforms (Blonder, 2020). For instance, the Baton Rouge Police Department Recruiting Division employs a data-driven strategy to attract applicants to the BRPD. It focuses on identifying what is working effectively and what needs improvement. BRPD utilizes applicant tracking software called Airtable to oversee applicants’ progress during the selection process. The Division records all communications with potential applicants, including any questions or concerns. They consistently use text messages and social media to engage younger audiences where they are.
The BRPD Recruiting Division manages its website, which offers recruits a range of resources for success, such as a list of employment requirements, preparation classes, study guides, the option to connect with a recent recruit, and answers to frequently asked questions. Additionally, the Recruiting Division maintains separate social media accounts from the central department accounts to deliver more focused recruitment messaging. The Department has previously held contracts with external digital marketing firms, which have recently concluded, but they plan to pursue this further. BRPD personnel also reported utilizing student workers and local university contacts to enhance digital marketing efforts (21CP Solutions).
Modern law enforcement must consider its reputation and public image when changing recruitment strategies. Candidates might hesitate to join embattled agencies. For instance, the Minneapolis Police Department faced severe reputation damage, even facing a dissolution ballot in 2021 (Brown, 2021). However, by 2024, the MPD remained intact, with its budget increasing from $181 million in 2019 to $210 million in 2023. Voters rejected a November 2021 initiative to replace the MPD with a new “department of public safety.” Despite this, Minneapolis still faces a recruitment and retention issue; the number of officers has sharply declined since May 2020, dropping by over a third. This decline stems from funding issues and reduced interest in becoming officers. Thus, even if the city desires more officers, it may struggle to recruit them now (Phelps, 2024).
Law enforcement agencies must continually evaluate and proactively enhance their reputations to foster trust within the community and attract potential recruits. This can be achieved through initiatives like Coffee With a Cop, community events such as National Night Out, and collaboration with civic organizations, stakeholders, and local business leaders to cultivate confidence, trust, and a favorable image across different media platforms and venues.
Finally, agencies should consider establishing an employee mentoring program to enhance recruitment and retention. However, what exactly is mentoring? It is a reciprocal relationship where a seasoned officer (mentor) imparts knowledge, guidance, and growth opportunities to a less experienced colleague (recruit) Sprafka & Kranda, 2018).
The contemporary idea of mentoring has attracted and retained new hires in business and academic settings. This allows law enforcement to connect with and support new employees, mainly when talent competition is unprecedented.
Mentoring Benefits for Mentors
· Mentors are personally recognized for highlighting and nurturing talent.
· Mentors should know department policies, procedures, and contemporary policing practices.
· Mentors open doors for others, creating a lasting legacy in the department.
· Mentors are considered valuable in the organization and respected by colleagues.
· Mentors gain diverse perspectives from their protégés, which creates creativity.
· Mentors “get by giving.” (Sprafka & Kranda, 2018).
Many individuals assume mentoring roles after gaining from their previous experiences as protégés. Conversely, some feel compelled to mentor because they wish they had someone to guide them earlier in their careers. Despite their motivation, mentors experience immense fulfillment in witnessing their colleagues’ success due to their guidance efforts.
Mentoring Benefits for Recruits
· Increases the chances of success. Mentors help recruits build competence and avoid failure.
· Helps recruits establish goals and plan their career paths.
· Promotes and offers chances for fresh experiences and career advancement growth.
· Guides the recruit in navigating challenges and gaining insights from real-life experiences and examples.
· Boosts the recruits’ sense of value to the mentor and the organization.
· Boosts self-assurance by supporting recruits' achievements. (Sprafka & Kranda, 2018).
Numerous successful individuals credit their accomplishments to mentoring relationships. Many choose to "pay it forward" by becoming mentors, thus giving back to their mentors and organizations. Initiating mentoring with new employees marks the first step toward embedding mentoring within the department.
Implementing an employee mentoring program can yield significant advantages by offering crucial guidance to every employee, promoting loyalty, and improving inclusivity within the organization. Additionally, a well-defined mentoring framework establishes objectives, describes processes, and clarifies the roles and responsibilities of both mentors and protégés. Though it demands time for planning, execution, and oversight, this program enhances employee self-esteem and fosters a positive workplace culture. Whether embarking on a formal mentoring initiative or nurturing a mentoring-friendly environment, it can strengthen and support various leadership skills initiatives (Sprafka & Kranda, 2018).
The mentor and field training officer (FTO) have distinct yet complementary roles. The FTO trains and assesses new police officers during their field training. In contrast, the mentor supports the recruit by creating a nurturing environment. They connect with the recruit before their start date, easing the transition into the police force by answering questions. Unlike the FTO role, the mentor also maintains contact during the academy training, offering encouragement without evaluating performance.
Mentoring time varies based on the recruit's needs. Locally-based recruits require less support than those relocating. New hires, especially from outside, need more time to adjust to the police department and community. The adaptable mentoring process helps mentors support new employees. The benefits of retaining staff, boosting morale, and fostering loyalty overshadow the minimal time investment required. Mentoring can happen while the mentor is on duty and fulfilling primary responsibilities (Sprafka & Kranda, 2018).
Now that you have them, how do you keep them from leaving?
Retention: Leadership Approach and Practical Emotional Intelligence Strategies
Though incentives previously mentioned can be used as tools to recruit individuals, they can also be used to retain them. However, leaders play an important role in developing recruitment and retention strategies. As it pertains to the retention side of things, the focus is to develop new or more innovative ways to keep the employees engaged and happy with the day-to-day function of the organization. The emotional intelligence shown by leaders can change how employees view them. Robinson (2017) says, “Regulating emotions, responding appropriately, and responding to the emotions of others are all important aspects of emotional management.” Employees usually respond better if they feel their leader genuinely cares about them by displaying empathy. Employees who are happy and proud of their organization will likely stay. Therwanger (2017) says, “95% of people want to be a part of something great”.
Retention: Positive Agency Work Culture and Organizational Change Plan
Organization leaders must work towards developing a positive professional workplace culture. One important factor is ensuring employees are given clear expectations and ways to meet them from their employment. Therwanger (2017) says, “Meeting expectations and achieving goals produce results, but raising expectations of performance produces new results.” This can cause employees to engage and buy into the system that is displayed and practiced successfully due to building trust in the process.
This includes leaders taking responsibility for their actions and allowing themselves to learn, as they may also make mistakes. Hoina (2017) asserts, “A Magnus officer always takes responsibility for their actions on and off duty, though it may be a risk, the officer should exercise moral courage in doing what is right. This behavior builds workplace relationships, transforming into camaraderie.
Retention begins before the recruiting process. Retention through leadership guidance is everyone’s responsibility and should be constant. Information must be gathered from the workforce to set the stage for success. A team of administrative leaders can do this by selecting a diverse committee and allowing them to conduct surveys formally and informally.
With a diverse employee committee with different views, the group dynamic will prevail in producing the right mix of personalities and experiences needed for this task. Meetings may be held to discuss the surveys/information gathered. The purpose of the committee meetings would be to look at all aspects of employees' concerns by sharing, introducing, and accepting feedback.
As a result, potential avenues can be developed to create a positive agency culture action plan. Versatility skills such as people reading will promote better interaction between committee members. This skill will allow team members to observe other team members’ preferences and tendencies by relating to them. This behavior will allow cohesive discussion and effective strategy planning concerning the issues. Anderson (2017) claims, "We should approach problems with a high probability of success of being solved or managed to increase motivation.” Some of the committee's findings may include interest in comprehensive benefits, career development pathways, and competitive compensation.
My experience has revealed that these three areas have always been some of the main focal points of employee retention. Comprehensive benefits such as health insurance options and retirement plans help employees feel more stable and secure. Career development pathways can help people grow within the agency and compete for promotions through systematic training in their expertise and guided mentorship-style preparation. Competitive compensation can be determined by an employee’s work responsibilities, environment, and conditions.
In this case, the committee would discuss the need for clarification for change and come to a consensus on whether to implement changes or encourage revision based on their findings.
The results and numbers of employees interviewed must be accurately recorded for review. Anderson (2017) explains, “What gets measured and reported usually gets implemented.” The upper administration must be notified once the committee agrees to revise the agency’s policies and procedures.
Retention: Organizational Leadership Implementation Plan
Upon completing the joint efforts of Human Resources and the committee members, an agency action plan is ready to be presented and implemented. Administration can allow the policy revisions to be sent out to everyone or conduct a series of large scheduled meetings to relay changes in person. This will be done by assembling the various departments on scheduled dates until everyone can attend and hear the discussions of the motivational changes ahead. Normore (2017) states, “Leadership is associated with being effective and influencing your followers.” The desired result of this action plan is to make employees feel like they are a part of the forthcoming changes being implemented. When leadership actively seeks employee feedback on department operations and initiatives, it creates buy-in. Ownership of department goals. It helps everyone know they are part of the team.
Sustainable Recruitment and Retention Strategy: Traversing in Complex Organizations
In the wake of the response to George Floyd’s death, the defunding and dismantlement of the Minneapolis Police Department and many other law enforcement agencies has become a nationwide concern. Although many measures have been taken to reduce adverse outcomes of police and public interactions, retention has still been a huge issue. The MPD still struggles with retention despite surviving the defunding period and a budget increase from 181 million in 2019 to 210 million in 2023. This proves that employee retention is not always centered around pay increases. Due to many MPD officers applying for and going on medical leave transforming into retirement, MPD has suffered a massive loss of officers. According to the article titled The Minneapolis Police Department is Dismantling Itself, “the reduction in the number of officers has meant that contact between police residents is down, including discretionary or proactive stops between the years 2019 and 2023” (Phelps, (2024). Though influential leaders have the wisdom to effect positive change, some situations must be allowed time and care to heal and repair.
Retention: Relating to Succession Planning
As situations arise, leadership opportunities may become available to younger personnel. This can negatively impact officer retention. Once a proven and effective recruitment and retention system is established, it is essential to maintain it, except for the sake of positive change. When new leaders take over, knowledge can sometimes be lost. Scott (2017) notes, “Knowledge should not go out of the window with key leaders. The organization is at stake.” The agency may face challenges if quality employees are not recruited and retained. Scott (2017) emphasizes, “Succession planning is the lifeblood of any organization. Leadership training and selecting candidates for this training is a critical task that should be approached with careful consideration and dedication to your agency and team." Scott (2017) further states, “The primary responsibility of a leader is the development of new leaders." A leader should aim to leave the workplace better than they found it.
Strategy for Recruitment and Retention via Ethical Leadership
Cultivating strong leadership and thoughtfully applying power is essential for success. Great leaders recognize that each power source comes with unique benefits, and when they blend these sources together, they achieve even better outcomes than relying on just one. They skillfully navigate the perceptions of their power dynamics, ensuring a positive impact. Continually enhancing their expertise and knowledge through legitimate power allows them to become trusted authorities for their teams as their expert influence grows. They also mindfully utilize reward and coercive power, making considerate decisions that promote consistency, fairness, and assertiveness. Over time, by demonstrating admired leadership qualities, they earn respect and naturally step into the roles of role models and mentors. People are inspired to follow them not out of obligation but of genuine desire and admiration. (Long, 2017a).
Credible leaders shine through their ethical and authentic qualities. They respect individual autonomy, stand up for justice, and strive to make decisions that reduce harm (Long, 2017b). Long (2017b) beautifully notes that credible leaders "demonstrate principles, beliefs, values, and behaviors that nurture honesty, aligning their actions with those cherished values and beliefs." They understand that "trust is essential to building credibility" (Long, 2017b). Our officers and communities truly deserve this vital standard. In light of recent government scandals, the growing competition for resources, and the importance of effective recruitment and retention strategies, the spotlight on ethical leadership has grown brighter (Long, 2017b). Ethical leaders excel in their roles and build lasting relationships, enhancing credibility (Long, 2017b).
Law enforcement agencies are encouraged to create comprehensive strategies to reduce human factors' harmful effects on officer performance and community safety. Human factors refer to how our brains interact with our bodies, influencing our decision-making in high-pressure situations (Harrington, 2017). Key factors such as physical conditioning, stress, and fatigue significantly impact officer performance. As Harrington (2017) reminds us, "The more knowledge we gain about how [human factors] impact performance, the more effective improvements can be made in training, performance, and safety." Doctor Harrington also suggests that agencies appoint a dedicated individual or team to supervise this important process. Integrating wellness initiatives into agency culture effectively relies on trustworthy leaders who support a committed team in implementing and enhancing these programs. Furthermore, wellness committees should align with the agency's mission and approach the topic openly. Organizations must genuinely prioritize this and incorporate human factor mitigation strategies into their culture to enhance retention efforts (Harrington, 2017).
Conclusion
The recruitment and retention of police personnel have never been more crucial or challenging for law enforcement organizations. To effectively tackle these issues, police leaders must reevaluate the process from a fresh perspective. This involves continuously assessing the labor market, compensation structures, recruiting strategies, supervision of recruiters, employer branding, leadership and operational management systems, and retention strategies (Orrick, 2018).
Law enforcement agencies are making concerted efforts to tackle the challenge of recruiting new officers. By improving community engagement, simplifying processes, offering competitive benefits, implementing strategic marketing, and emphasizing career development, they create opportunities for a new cohort of committed and qualified law enforcement personnel. This emphasis on community engagement makes law enforcement leaders feel connected and integral to their communities (Central Square, 2024).
Effectively staffing and keeping talented individuals who embody the agency's diversity is essential for successful law enforcement, organizational effectiveness, and fostering positive relationships with the community. Intentional and proactive recruitment, hiring, retention, and promotion strategies prioritizing diversity are vital for overcoming barriers, advancing reform, and ensuring that the workforce accurately represents and serves its community. This emphasis on diversity makes law enforcement leaders feel inclusive and open-minded.
The initial step for any agency involves implementing a thorough recruiting program grounded in a clear understanding of its staffing needs and objectives. With this knowledge, law enforcement administrators should explore innovative strategies to diversify applicants' backgrounds and experiences. Enhancing the quality and quantity of candidates can be achieved by streamlining the internal recruitment process, establishing equitable and adaptable hiring criteria, and leveraging technology to connect with more candidates who fulfill each agency's specific requirements.
Agencies should conduct external and internal self-assessments while engaging transparently with the community to show that their recruiting and hiring processes are open-minded. They should invite community members to participate in recruiting and testing efforts whenever suitable. Internally, law enforcement leaders must improve job satisfaction and lower personnel stress by establishing clear written policies, consistently upholding organizational justice, and offering promotion pathways. These clear policies make law enforcement leaders feel secure and confident in their decision-making (U.S. Department of Justice, 2019).
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