Session # 35, East Baton Rouge, LA

Improving Large Scale Event Operations in Law Enforcement

Lieutenant Evaggelos Marmarinos, Round Rock Police Department

Lieutenant Cedric Muse, East Baton Rouge Parish Sheriff

Lieutenant James Lipscomb, East Baton Rouge Parish Sheriff

National Command and Staff College

CAPSTONE WINNER

Session #35

May 8^th, 2026

Abstract

Large scale events place law enforcement agencies in complex operational environments where success depends on far more than adding officers to a venue. These events bring together large crowds, traffic concerns, emergency medical needs, public safety risks, and multiple agencies with different responsibilities. Concerts, sporting events, festivals, parades, protests, and other public gatherings require structure, coordination, and leadership before the event begins and throughout the operation. The purpose of this capstone research paper is to examine how law enforcement agencies can improve large scale event operations through an Incident Command System framework supported by leadership, communication, risk management, human factor awareness, and after-action improvement. This paper reviews professional, government, and trade literature related to incident command, special event planning, crowd management, traffic coordination, emergency medical readiness, and event response. It also connects this research to course modules from the National Command and Staff College, including adaptive decision making, organizational communication, proactive communication, human factors, risk management, military leadership, emotional intelligence, and team development.

Introduction

Large scale events place law enforcement agencies in some of the most demanding operational environments they face. These events may include concerts, sporting events, festivals, parades, political gatherings, protests, and other public events that bring large numbers of people into one location. Although many of these events are planned in advance, they can quickly become complex public safety operations. Agencies must manage crowds, traffic, staffing, communication, emergency medical support, private security, public expectations, and the possibility of crime or violence. For that reason, large scale event operations require much more than routine patrol planning.

The issue matters because public safety at large events affects the community, the agency, and the reputation of local government. A peaceful event can still become unsafe if the agency does not plan for traffic flow, medical response, crowd movement, officer fatigue, and communication across units. A major incident can create even greater problems if officers, supervisors, fire personnel, emergency medical services, public works, venue staff, and outside agencies are not working from a shared plan. The Office of Community Oriented Policing Services guide on special events states that “timely, effective planning, communication, and training are critical” when managing major special events (Connors, 2007, p. vi). That point supports the central argument of this paper: successful event operations require structure before the event and steady leadership during the event.

Purpose of the Capstone Research

The purpose of this research is to explore how law enforcement agencies can improve large scale event operations through an Incident Command System framework. ICS provides structure for command, roles, objectives, and coordination. However, structure alone is not enough. Agencies also need adaptive leaders, proactive communication, risk management, emotional intelligence, officer wellness, and after-action learning. This research argues that ICS provides the operational foundation, but leadership, communication, risk management, adaptability, and continuous improvement determine whether large scale event operations actually succeed.

This topic is also connected to the future of law enforcement. Public events are becoming more complex due to social media, political tension, terrorism concerns, mass violence, technology, drones, real time intelligence, and public expectations for transparency. These factors create a VUCA environment, meaning one that is volatile, uncertain, complex, and ambiguous. Dugan (2017) explained that modern policing often requires adaptive decision making because conditions can change quickly and officers may not have complete information. Large scale events fit this model because agencies must plan for known risks while staying prepared for problems that develop with little warning.

Significance of Capstone Topic

Large scale event operations show that event safety must be approached as a full public safety mission. It is not only a police staffing issue. It involves command structure, communication, traffic planning, crowd management, emergency medical services, public rights, risk control, and after-action review. The external sources used in this research include government reports, professional law enforcement guidance, transportation planning guidance, emergency medical literature, and trade publication material.

The Federal Emergency Management Agency explains that “the Incident Command System (ICS) can be used to manage any type of incident, including a planned event” (Federal Emergency Management Agency [FEMA], n.d., para. 9). This supports the use of ICS for planned public events and not only disasters or emergency incidents. Large concerts, parades, protests, and sports events all need command structure because they include many moving parts. Without a common structure, personnel may understand their individual assignment but still miss how their assignment supports the overall operation.

The FEMA special events planning manual also emphasizes the importance of Unified Command when multiple agencies are involved. FEMA states that “the members of the Unified Command must function together as a team” (Federal Emergency Management Agency [FEMA], 2005, p. 3-22). This connects directly to large scale event operations because no single agency can handle every part of a large event alone. Police, fire, EMS, emergency management, transportation, venue staff, private security, and sometimes state or federal partners may all have responsibilities. Unified command creates a shared direction before confusion develops.

The DOJ COPS guide shows that large events require a balance between safety and public experience. Law enforcement must plan for serious threats, but agencies must also respect constitutional rights and avoid making an event feel unnecessarily intimidating (Connors, 2007). This is important because event operations are not only about control. They are also about public trust, fairness, and service. California POST makes a similar point by defining crowd management as “the management, intervention and control strategies for a law enforcement response to public assemblies and gatherings” (California Commission on Peace Officer Standards and Training [California POST], 2021, p. vii). This definition shows that crowd management is broader than crowd control. It includes planning, communication, intervention, and lawful response.

Traffic planning is another major part of the research. The Federal Highway Administration explains that advanced planning helps agencies create and use traffic control plans, protocols, procedures, and technologies to manage traffic and share real time information (Federal Highway Administration [FHWA], 2023). This matters because traffic problems can affect emergency response, public safety, and the experience of event attendees. A well-planned event can still fail in the eyes of the public if parking, road closures, pedestrian movement, and exit routes are poorly managed.

Emergency medical readiness is also necessary. Wolin and Friedman (2023) define mass gatherings as events with many attendees that can strain local resources and create healthcare challenges. This expands the issue beyond policing alone. Large events can strain EMS, hospitals, transportation systems, and law enforcement at the same time. If an event becomes a mass casualty incident, response requires unified command, triage, transport routes, and coordination with hospitals.

The 1 October After Action Report provides a real case study of how quickly a planned event can become a crisis. The report found that “strong cross-agency collaboration is critical for a quick and effective response” and that “coordinated, cross-agency planning for an incident of mass violence is necessary for successful outcomes” (FEMA, 2018, p. 1). This case shows the value of training, coordination, and after-action review. Dudley (2024) explains that there is a practical planning tool called PACE planning, which stands for primary, alternative, contingency, and emergency. The plan helps make an event plan adaptable based on crowd size, weather, technology problems, crime, or terrorism.

Together, these sources support a clear conclusion. Large scale event operations must be planned as coordinated public safety missions. They require ICS, unified command, communication, risk assessment, crowd management, traffic planning, medical readiness, contingency planning, and after-action review. The course modules strengthen this research by explaining the leadership skills needed to make those systems work under pressure.

Challenges in Large Scale Event Operations

Large scale events create several operational challenges for law enforcement. The first challenge is complexity. A large event may involve thousands of attendees, multiple entry points, alcohol use, high profile dignitaries, vendors, private security, road closures, emergency routes, protests, weather concerns, and heavy pedestrian flow. Even if the event is peaceful, the agency must still protect attendees, prevent crime, manage traffic, and keep normal police services available throughout the rest of the jurisdiction.

The second challenge is communication. Events involve many people who must share information quickly and accurately. Command staff need information from field officers. Field officers need direction from supervisors. Dispatch must understand event channels and priority calls. Fire and EMS need safe access to injured people. Traffic units must communicate road closures and emergency routes. Public information officers may need to send clear updates to the public. Long (2017a) explained in Organizational Communication that communication is how organizations adapt, maintain, and alter their environment to achieve goals. In event operations, communication is not just talking. It is how the entire event system functions.

The third challenge is risk. Large events create physical risk, legal risk, financial risk, and reputational risk. Bone and Normore (2025) explained that risk management in law enforcement includes identifying hazards and weighing risks before harm occurs. At a large event, hazards may include overcrowding, active threats, medical emergencies, traffic collisions, fatigue, unclear command roles, and poor radio communication. If these hazards are ignored, the agency may face injuries, lawsuits, public criticism, or loss of community trust.

The fourth challenge is human performance under stress. Harrington (2017) explained that human factors affect officer performance, especially during stressful or high-risk situations. Officers working long event shifts may deal with fatigue, heat, noise, crowds, emotional stress, and unclear information. Fatigue and stress can slow reaction time, affect judgment, and increase the chance of mistakes. Because of this, staffing plans should include relief, rest, food, water, and supervision. Event commanders must plan for the human limits of their personnel, not only the technical parts of the mission.

The fifth challenge is adapting when conditions change. Plans are necessary, but large events rarely unfold exactly as expected. Crowd size may exceed projections. Weather may change. A protest may appear. A fight, shooting, traffic crash, medical emergency, or technology failure may shift the entire operation. Dugan (2017) explained that adaptive decision-making means adjusting behavior when circumstances change. Spain (2017) made a similar point in Adaptive Leadership, explaining that leaders must anticipate problems, remain flexible, and adjust their style as conditions change. Large events require both planned structure and flexible leadership.

ICS and Unified Command as the Operational Framework

The Incident Command System should be the foundation for large scale event operations. ICS helps agencies define command roles, assign responsibilities, communicate objectives, and coordinate resources. It also creates a structure that can grow or shrink based on the event. This matters because not every event requires the same response. A small local parade may require a basic plan, while a major concert, championship event, or political demonstration may require a much larger structure.

FEMA states that ICS can be used for emergencies and planned events and is applicable to incidents regardless of size or cause (FEMA, n.d.). This supports the idea that ICS is scalable. A police agency does not need to wait for a disaster to use ICS principles. It can use ICS during planned events to organize operations before problems occur. The structure should identify the incident commander, operations, planning, logistics, public information, liaison roles, and other needed positions. These roles help prevent confusion when the event becomes busy or stressful.

Unified Command is especially important when multiple agencies share responsibility. FEMA (2005) states that members of Unified Command must function together as a team. This is critical because law enforcement cannot manage every part of a large event alone. Fire personnel, EMS, emergency management, traffic engineers, public works, transportation agencies, venue staff, and private security may all need to operate under one shared plan. Unified Command helps these partners agree on objectives, share information, and make coordinated decisions.

Course modules support this point. Benthin (2017) explained in Military Leadership that leaders must understand the mission and communicate commander’s intent. In a large event, commander’s intent means every unit understands the purpose of the operation, not just the assignment. Traffic officers should understand how road closures support emergency access. Crowd management teams should understand the balance between public safety and constitutional rights. Supervisors should understand when they can make field decisions and when they need command approval.

ICS also depends on trust and technical competence. Benthin (2017) explained that trust is a leader’s primary currency and that leaders must be technically competent. This matters for event commanders because subordinates need to trust that the plan is realistic and that command staff understand the operation. If leaders do not understand the event, the venue, the risks, or the capabilities of their personnel, the plan may fail under stress. Technical competence gives credibility to the command structure.

Communication, Human Factors, and Leadership

Communication is one of the most important parts of large-scale event operations. A strong plan can fail if officers do not understand it or if agencies cannot communicate during the event. Nash (2017) explained in Proactive Communication that failure to clearly communicate is a leadership failure. This idea applies directly to event planning. Commanders should not assume that officers, outside agencies, or private partners understand the plan. Briefings, written action plans, maps, radio plans, and clear expectations are necessary.

Communication also affects public trust. Officers at large events interact with attendees, vendors, protesters, victims, suspects, and other agencies. Robinson (2017) explained that emotional intelligence includes self awareness, self regulation, empathy, motivation, and social skills. These skills help officers control their emotions, read people, reduce conflict, and make better decisions. In a crowd setting, emotional intelligence is not a soft skill. It is an operational skill. Officers who respond calmly to frustration, fear, or anger can reduce escalation and improve cooperation.

Human factors must also be part of event leadership. Harrington (2017) explained that officer performance is affected by stress, fatigue, physical conditioning, and situational awareness. Large events often require long hours, unusual schedules, standing posts, heat exposure, and constant public interaction. If commanders ignore fatigue, officers may become less alert and less patient. This can affect safety, communication, and decision making. Event staffing should include breaks, relief officers, hydration, food, and supervisor check-ins.

Credible leadership is also important. Long (2017b) explained that credible leadership is based on trust and expertise. During a large event, officers must trust command staff, and partner agencies must trust each other. If leaders are unclear, unavailable, or inconsistent, the operation can become fragmented. Credible leaders are visible, approachable, and team oriented. They gain commitment instead of relying only on authority.

Adaptive leadership is equally important. Spain (2017) explained that adaptive leaders stay calm in chaos, welcome input, make timely decisions, and adjust when conditions change. This is exactly what event commanders must do. A plan may identify expected risks, but commanders must remain ready for unexpected problems. They must also create an environment where officers can report concerns quickly and where field input is valued.

Crowd Management, Traffic, and EMS Planning

Crowd management is one of the most visible parts of large-scale event operations. California POST (2021) explains that crowd management includes management, intervention, and control strategies for public assemblies and gatherings. This definition is important because it shows that the goal is not simply enforcement. Crowd management includes planning, communication, legal awareness, deescalation, and proportional response.

Law enforcement leaders must also consider constitutional rights. Connors (2007) explains that agencies must keep events safe while respecting freedom of speech and assembly. This creates a necessary balance. Officers must protect people, property, and public order, but they must also avoid unnecessary force or overreaction. Snyder (2017) explained that the moral compass for public safety includes peace, equity, justice, and service. These values fit directly into crowd management. The goal is not to dominate the crowd. The goal is to keep the peace while treating people fairly and protecting lawful activity.

Traffic planning is another major part of event operations. FHWA (2023) states that advanced planning and coordination allow agencies to develop traffic control plans, protocols, procedures, and technologies to manage traffic and share real time information. Traffic affects much more than convenience. Poor traffic control can block ambulances, delay officers, create pedestrian hazards, frustrate attendees, and create complaints. A strong event plan should identify ingress and egress routes, emergency vehicle routes, pedestrian crossing areas, rideshare locations, parking issues, bus routes, and public messaging.

Emergency medical planning is also essential. Wolin and Friedman (2023) explain that mass gatherings can strain local resources and create healthcare challenges. This means event planning must include EMS and hospitals, not only police. FEMA (2005) identifies public safety roles in Unified Command that include crowd management, traffic control, security at entrances and exits, and assistance for emergency services. Agencies should plan for first aid stations, casualty collection points, triage areas, ambulance routes, and hospital notification. These plans become even more important if an event turns into a mass casualty incident.

PACE planning helps connect all of these areas. Dudley (2024) explains that a PACE plan gives event planners Primary, Alternative, Contingency, and Emergency options. This is useful because large events are unpredictable. If a primary route is blocked, there should be an alternate route. If radio systems fail, there should be a backup communication method. If attendance exceeds expectations, the plan should identify how the event area can expand or how additional resources will be requested. PACE planning supports the VUCA concept from Dugan (2017) because it prepares leaders to adapt to changing conditions.

Case Study: 1 October and the Need for Preparedness

The 1 October attack at the Route 91 Harvest Festival in Las Vegas shows why large-scale event planning must include crisis readiness. According to the 1 October After Action Report, more than 22,000 people attended the festival when a gunman opened fire from the Mandalay Bay Resort and Casino. The incident resulted in 58 deaths and more than 850 injuries, including first responders (FEMA, 2018). This event began as a planned public gathering but quickly became a mass violence incident.

The report found that cross agency collaboration, response training, and coordinated planning were key lessons. It stated that “strong cross-agency collaboration is critical for a quick and effective response” and that “coordinated, cross-agency planning for an incident of mass violence is necessary for successful outcomes” (FEMA, 2018, p. 1). These findings match the larger argument of this paper. Major events require more than patrol presence. They require shared planning, shared training, and shared response expectations.

The 1 October case also shows the importance of VUCA and adaptive leadership. The environment was volatile because the threat appeared suddenly and caused mass panic. It was uncertain because responders did not immediately have full information. It was complex because the response involved police, fire, EMS, private ambulances, hospitals, the venue, the hotel, and surrounding jurisdictions. It was ambiguous because responders had to make decisions while information was incomplete. Dugan (2017) explained that officers must be trained to adapt in this type of environment.

Human factors were also central. First responders had to make decisions under stress, noise, fear, confusion, and danger. Harrington (2017) explained that stress affects perception, decision making, and performance. This does not excuse mistakes, but it explains why training, wellness, and realistic preparation matter. Agencies should not wait for a crisis to teach officers how to operate in chaos. They should use scenario-based training, tabletop exercises, radio drills, and mass casualty exercises before major events.

The 1 October case should not be the entire focus of large-scale event research, but it is a strong example of why planning matters. Most large events will not become mass violence incidents. Still, agencies must prepare for the possibility because the consequences are too serious to ignore. The lesson is not to make every event feel like a tactical operation. The lesson is to build readiness into the planning process so agencies can protect people when the unexpected occurs.

Personal/Professional Experience

Throughout our careers, we have been involved in managing large‑scale events and critical incidents that tested not only our operational readiness but also our ability to adapt under pressure. Two events in particular, the Round Rock mass‑casualty incident and ongoing work at Tiger Stadium, have shaped our understanding of what effective planning, communication, and leadership truly require.

The first occurred on June 15, 2024, when we were working a major community event in the City of Round Rock. More than 20,000 people gathered at a lakeside park for concerts, vendors, and family activities. It was the kind of event that showcases a city at its best as open, energetic, and full of life. But in a matter of seconds, everything changed. A confrontation between two rival groups escalated, weapons were drawn, and gunfire erupted. Two unassociated people were killed and sixteen others were injured. What had been a festive environment instantly collapsed into chaos as crowds ran for safety and responders rushed toward the threat.

In that moment, we saw firsthand how critical the Incident Command System and Unified Command structure are. Despite the shock and confusion, the system activated quickly. Security, triage, crowd management, investigative operations, and public communication all began functioning simultaneously. Much of the pre‑event planning we had participated in included site layout, access routes, communication channels, and interagency coordination all proved essential. Still, the incident exposed weaknesses that we could not ignore. Communication breakdowns, delayed deployment of certain resources, and radio congestion created challenges that slowed our response. Even though the overall operation was effective, the experience reinforced the importance of constant evaluation and improvement.

In East Baton Rouge at Tiger Stadium these lessons have reinforced on an even larger scale. With a seating capacity of 102,321, “Death Valley” is one of the largest and most intense college football venues in the nation. The atmosphere is electric, but the operational demands are enormous. Managing a crowd of more than 100,000 people, especially in extreme heat, with emotional rivalries and alcohol in the mix, requires meticulous planning and unwavering discipline. Over the years, we have participated in countless operational briefings covering response times, traffic flow, evacuation procedures, communication coordination, interagency liaison work, and public information strategies.

Even with all this preparation, real‑world operations consistently reveal gaps. We have dealt with everything from vehicle thefts and reports of gunfire outside the stadium to physical altercations, disorderly behavior, domestic disturbances, and impaired driving. These incidents highlight vulnerabilities that planning alone cannot eliminate. Staffing shortages, communication failures, lapses in radio discipline, and concerns about officer wellness have all affected operations. We have seen how insufficient supervisory oversight can lead to officers missing their assigned posts, creating delays and reducing manpower in critical areas. We have also seen how heat, dehydration, and fatigue can degrade performance, especially during early‑season games. And time after time, communication challenges, particularly with radio traffic, have complicated coordination during active incidents.

Through both the Round Rock incident and our experiences at Tiger Stadium, one truth has become unmistakably clear: communication, radio discipline, and visible leadership presence are the pillars of successful large‑scale event management. Without them, even the most detailed operational plan can unravel. Clear communication ensures that responders act with unity and purpose. Strong radio discipline keeps information flowing efficiently during high‑stress moments. And visible leadership reinforces accountability, structure, and engagement across the entire operation.

These experiences have shaped our professional approach. They have taught us that planning is essential, but execution is everything. They have shown us that leadership is not just about giving direction, it is about being present, setting the tone, and ensuring that every member of the team has what they need to perform. And above all, they have reinforced that in environments where thousands of lives depend on our decisions, there is no room for complacency. Continuous improvement is not optional. It is the foundation of operational success.

Implementation Plan for Police Agencies

A police agency can improve large scale event operations by creating a repeatable planning model. The model should be flexible enough for different event sizes but structured enough to guide command decisions. The first step is to establish ICS and Unified Command early. The agency should identify the incident commander, command post, communications plan, operations structure, planning responsibilities, logistics needs, and public information process. If other agencies are involved, Unified Command should be established before the event begins.

The second step is to conduct an event specific risk assessment. This should include the size of the event, location, crowd type, history of problems, alcohol use, high profile dignitaries, protests, traffic conditions, weather, emergency access, crime risks, and available resources. Bone and Normore (2025) explained that risk management should become part of agency culture, not just a policy. For event operations, this means every supervisor and officer should understand the hazards tied to their assignment.

The third step is to build a staffing and relief model. Staffing should not only answer how many officers are needed. It should also consider where they are assigned, who supervises them, how long they work, when they receive breaks, and how the rest of the city or jurisdiction remains covered. Connors (2007) explains that special events require planning for both event security and normal law enforcement services. This is especially important for agencies with limited staffing.

The fourth step is to create a clear communication plan. The plan should include radio channels, command post contacts, emergency codes, dispatch procedures, public information, communication with private security, and communication with outside agencies. Long (2017a) explained that communication connects organizational systems. Nash (2017) also emphasized that leaders are responsible for making sure messages are understood. Event briefings should be simple, direct, and supported with maps, assignments, and written objectives.

The fifth step is to plan for crowd management and constitutional issues. Agencies should identify lawful assembly concerns, protest areas, deescalation strategies, arrest procedures, dispersal order procedures, and use of force expectations. California POST (2021) supports planning that allows agencies to respond to peaceful, unlawful, or riotous crowd behavior. This planning should be grounded in fairness, professionalism, and public trust.

The sixth step is to include EMS and medical surge planning. EMS should be involved early, not added at the end. Event plans should identify first aid locations, ambulance staging, casualty collection points, hospital notifications, and emergency routes. Wolin and Friedman (2023) explain that mass gatherings strain local resources, which means EMS planning should be treated as part of the main event operation.

The seventh step is to use PACE planning. Dudley (2024) explains that PACE planning helps event plans remain adaptable. Each major function should have primary, alternate, contingency, and emergency options. This can include radio communication, traffic routes, medical transport, crowd overflow, command post relocation, and staffing needs. PACE planning prevents agencies from being trapped when the first plan fails.

The eighth step is to conduct after action reviews. Anderson (2017) explained in Team and Organization Development that assessment, planning, monthly review, accountability, and continuous learning are important to organizational growth. After action reviews should identify what worked, what failed, what needs training, and what policies need improvement. These reviews should be documented and used in the next planning cycle.

Future Implications for Law Enforcement

Large scale event operations will continue to matter in the future of law enforcement. Public gatherings are not going away. Cities will continue hosting concerts, sporting events, festivals, conventions, parades, protests, and political events. At the same time, agencies must prepare for changing threats and expectations. Social media can quickly draw crowds, spread misinformation, or increase tension. Drones and real time cameras can improve awareness, but they also create privacy and policy questions. Large public events may also be targeted by criminals, violent actors, or terrorist groups.

Future event operations will require stronger partnerships. Agencies will need to work with emergency management, fire, EMS, public works, transportation agencies, hospitals, private security, venue owners, schools, businesses, and community groups. This is connected to the organizational communication module because no agency operates alone in a complex environment (Long, 2017a). It also connects to team development because high performing teams need assessment, shared values, planning, accountability, and continuous learning (Anderson, 2017).

Future event operations will also require team skill development. Agencies should train future incident commanders before they are needed. This includes ICS training, scenario-based exercises, leadership coaching, communication training, emotional intelligence, and after-action review practice, which will all result in organizational change. Spain (2017) explained that adaptive leaders anticipate problems and develop other leaders. This is important because major events cannot depend on one person. Agencies need supervisors and commanders at multiple levels who can think clearly, communicate well, and adapt under pressure.

Technology will continue to affect event operations. Dudley (2024) discusses tools such as real time crime centers, drones, camera systems, and other technology that may help event planners improve situational awareness. These tools can be useful, but technology should not replace leadership, planning, or human judgment. Long (2017c) explained that mission and vision must be intentional, meaning people need to understand what the organization is trying to accomplish. Technology should support the mission, not become the mission.

The future of large-scale event operations will also require agencies to balance safety with rights. Crowds may include families, tourists, protestors, vendors, workers, and vulnerable people. Some events may involve political tension or public disagreement. Police agencies must protect safety while respecting lawful assembly and free speech. This requires emotional intelligence, moral courage, communication, and professional culture.

Conclusion

Large scale event operations are a major responsibility for law enforcement agencies. These events create challenges involving crowds, traffic, medical response, staffing, communication, risk, public trust, and interagency coordination. The research shows that successful event operations require much more than assigning extra officers. Agencies need a structured planning model based on ICS, unified command, risk assessment, communication planning, crowd management, traffic control, EMS coordination, PACE planning, and after-action review.

The course modules support this conclusion by showing that leadership is the factor that makes operational systems work. ICS provides the structure, but adaptive leadership allows commanders to adjust when conditions change. Organizational communication allows agencies and units to coordinate. Proactive communication reduces confusion and conflict. Emotional intelligence helps officers manage stress and interact professionally with the public. Human factors awareness protects officers and improves decision making. Risk management helps agencies identify hazards before harm occurs. Team development and after-action reviews help agencies improve over time.

Large scale events will continue to test law enforcement agencies in the future. Public gatherings can be peaceful and positive, but they can also become unstable or dangerous with little warning. Agencies that prepare early, communicate clearly, train realistically, and learn from each event will be better positioned to protect the public and maintain trust. The strongest approach is not ICS alone, leadership alone, or technology alone. The strongest approach is an integrated event operations model built on structure, leadership, communication, adaptability, risk management, and continuous improvement.

References

• Anderson, T. (2017). Team and organization development skills. Module 10, Learning Area 2. National Command and Staff College.
• Benthin, R. (2017). Military leadership. Module 1, Learning Area 4. National Command and Staff College.
• Bone, D., & Normore, A. (2025). Progressive law enforcement leader effectively managing departmental risks. Module 7, Learning Area 4. National Command and Staff College.
• California Commission on Peace Officer Standards and Training. (2021). POST guidelines: Crowd management, intervention and control. https://post.ca.gov/Portals/0/post_docs/publications/Crowd_Management.pdf
• Connors, E. (2007). Planning and managing security for major special events: Guidelines for law enforcement. Office of Community Oriented Policing Services, U.S. Department of Justice. https://portal.cops.usdoj.gov/resourcecenter/content.ashx/cops-w0703-pub.pdf
• Dudley, J. (2024, February 27). From celebrations to crises: A guide to PACE planning for special event response. Police1. https://www.police1.com/incident-management/from-celebrations-to-crises-a-guide-to-pace-planning-for-special-event-response
• Dugan, K. (2017). Adaptive decision making as deliberate counter VUCA tactic. Module 5, Learning Area 4. National Command and Staff College.
• Federal Emergency Management Agency. (n.d.). Public information roles and responsibilities. Emergency Management Institute. https://emilms.fema.gov/is_0029a/groups/159.html
• Federal Emergency Management Agency. (2005). Special events contingency planning job aids manual. https://cdpsdocs.state.co.us/safeschools/Resources/FEMA%20Federal%20Emergency%20Management%20Agency/FEMA%20Special%20Events%20Contigency%20Planning.pdf
• Federal Emergency Management Agency. (2018). 1 October after-action report. https://www.policinginstitute.org/wp-content/uploads/2018/09/1OctoberAfterActionReport.pdf
• Federal Highway Administration. (2023). Planned special events preparedness. U.S. Department of Transportation. https://ops.fhwa.dot.gov/tim/preparedness/pse/index.htm
• Harrington, R. (2017). Human factors and officer resiliency. Module 1, Learning Area 3. National Command and Staff College.
• Long, L. (2017a). Organizational communication. Module 2, Learning Area 4. National Command and Staff College.
• Long, L. (2017b). Leadership in practice: Credible leadership. Module 5, Learning Area 3. National Command and Staff College.
• Long, L. (2017c). Making vision statements intentional. Module 12, Learning Area 3. National Command and Staff College.
• Nash, R. (2017). Proactive communication. Module 3, Learning Area 4. National Command and Staff College.
• Robinson, M. (2017). Practical emotional intelligence. Module 3, Learning Area 1. National Command and Staff College.
• Snyder, L. (2017). Moral compass. Module 5, Learning Area 1. National Command and Staff College.
• Spain, T. (2017). Leadership in practice: Adaptive leadership. Module 9, Learning Area 3. National Command and Staff College.
• Wolin, J., & Friedman, M. S. (2023). EMS mass gatherings. In StatPearls. StatPearls Publishing. https://www.ncbi.nlm.nih.gov/books/NBK597369/

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Mental Health in Law Enforcement

Team Lions

Lt. Thomas Plaisance, St. Charles Parish Sheriff, LA

Sgt. Jean R. Valere, Rochester PD, MN

Lt. Ryan Distefano, East Baton Rouge Parish Sheriff, LA

National Command and Staff College

Session #035

May 8, 2026

Abstract

Law enforcement officers operate in stressful environments characterized by repeated exposure to traumatic events resulting in hypervigilance, elevated stress, high rates of post-traumatic stress symptoms in comparison to the general population. Mental health encompasses psychological, physical, emotional, spiritual well-being and its decline leads to chronic stress, depression, suicidal ideation, alcohol abuse, and impaired decision-making. All these factors play critical roles in officer well-being and adherent risks to the community. Law enforcement leadership must prioritize mental health awareness and implement early intervention systems to address a growing crisis. This research examines how mental health challenges affect the profession, leadership , situational awareness, judgment, physical health, job performance, and officer accountability. Team Lions will evaluate department-level training needs to include Peer support teams, Employee Assistance Programs (EAP), Chaplaincy programs, and explore training programs such as Crisis Intervention Training (CIT) and Emotional Intelligence and Resiliency. We will use information from professional law enforcement literature, National Command and Staff College Learning areas, insight from mental health professionals, and assess federal guidance such as the Law Enforcement Mental Health and Wellness Act, to assess their effectiveness in promoting officer wellness and community safety.

Introduction

Law enforcement officers are looked upon to be a mainstay of humanity, protecting us from dangers and enforcing laws that keep society functioning across the globe. From a young age, children are taught to look for these protectors when they need help, but who looks after law enforcement officers when they find themselves in crisis? Front-line protectors are preconditioned by cultural expectations to remain stoic, steady and emotionless in the face of dangers and in the aftermath of tragedy and critical events, returning to work as if nothing happened. During the regular course of the day, first responders can encounter all manners of tragedy, from automobile accidents, deaths, homicides, and sexual assaults. Putting your emotions in check, to remain professional and supportive of crime victims, can later lead to mental health issues if the trauma is not properly dealt with.

In this research paper, Team Lions members will discuss what the mental health signs and symptoms are and how personal well-being, family and the workplace, can be affected. We will discuss the recognition of post-traumatic stress disorder as a mental health diagnosis. We will discuss leadership theories and style that may prove to be more effective in helping with employees who present symptoms of post-traumatic stress and support mental health approaches. We will also identify resources and programs available nationwide to law enforcement officers who find themselves struggling with a mental health crisis. 

Emergence of the Diagnosis

            Post traumatic stress disorder was originally codified by the American Psychiatric Association as a distinct mental health disorder in 1980, in the third edition of the Diagnostic and Statistical Manual of Mental Disorders (APA, 1980). At the time, this was not a newly discovered ailment because symptoms of post-traumatic stress (PTSD) had long been documented as early as the 19^th century. Catastrophic events such as railway collisions have affected civilian survivors who showed symptoms (Birmes et al, 2003). Civil War veterans were often diagnosed with “irritable heart” or “effort syndrome” after displaying signs of heart palpitations, sleeplessness, and/or shortness of breath (IOM, 2008, p. 75). Others were diagnosed with exhaustion or various heart conditions, at times, merely described as “soldier’s heart” or “shell shock” by World War I (IOM, 2008, p. 75). These soldiers would sometimes display blindness, muteness, or amnesia.

By World War II, the diagnosis of “battle fatigue or combat exhaustion” was coined to avoid stigma or imply that soldiers may recover after simply given time to rest (IOM, 2008, p. 75). These soldiers were often treated near the front line and shortly after, returned to combat. The primary symptoms noted were “restlessness, irritability, aggression, fatigue, sleep difficulties, anxiety, startle reaction, tension, depression, personality changes, memory disturbances, tremors, difficulty concentrating, alcoholism, preoccupation with combat experiences, decrease in appetite, psychosomatic symptoms, irrational fears, and suspiciousness” (IOM, 2008, p. 75). In modern day, those of us working in law enforcement should be familiar with these symptoms. If an officer has worked for any significant amount of time, they have either experienced symptoms or have observed symptoms in coworkers who have experienced stress of the job. Under the modern lens of medical practitioners, these symptoms and conditions are categorized as post-traumatic stress disorder, or psychiatric disorders linked to a specific trigger, a traumatic event. Traumatic triggers are known to include combat, natural and accidental disasters, automobile and airplane crashes, and victimization or abuse. No trauma is greater or less than the other, be it primary or secondary trauma. Primary trauma is caused by firsthand experiences, on the job and/or in officer’s personal life. Secondary trauma is caused by exposure to the traumatic experiences of others, including crime victims, colleagues, and anyone else whose traumatic experiences officers are exposed to. Both types of traumas affect people differently, but they create scars no matter what.  Law enforcement professionals continue to face higher rates of sleep deprivation, chronic pain, obesity, mental health challenges, and suicide compared to the general population (DOJ, 2025). In a Police1 article, it tells us that 1 in 4 officers (25%) reported experiencing symptoms of PTSD, anxiety, or depression during their careers. The same survey found that 80% of officers reported that chronic stress affected their well-being. The suicide rates among officers are nearly double that of the general population.  At what point do those scars start to hurt and affect us physically, mentally and emotionally?

Warning Signs, Effects, Human Factors and Challenges

            If we are to properly address the mental health issues relating to PTSD, we must remain vigilant in recognizing the early warning signs and symptoms. The US Department of Health and Human Services (n.d.) tells us that if one is experiencing recurring memories, or reliving the triggering event, it may be a symptom of PTSD. Nightmares or flashbacks are common among those suffering from this trauma (USDHHS, n.d.). An often-reported symptom of a traumatic event is going out of the way to avoid trigger circumstances, people or places that remind a person of the traumatic episode/event. Those suffering from PTSD find that they may begin to have more negative thoughts and feelings than prior to the event. People tend to recall a specific way they felt prior to the trauma and then having reflect their state of mind both before and after the experience. People may feel numb and lack positive feelings towards friends and family or constantly being on “on edge” and “keyed up”. This state of hyperarousal presents as “jittery” or always alert and on the lookout for danger.

According to the Neuro Launch Editorial Team (2024), hyperarousal occurs when the body’s sympathetic nervous system (SNS) responsible for the fight or flight response, remains overactive for prolonged periods. It is important that officers self-reflect and focus on self-care because that is an attitude too often neglected by law enforcement officers. We find ourselves in a profession which many see more as a calling than a career, and by default, it is easy to feel like putting the weight of the world on our shoulders. It can be easy to just simply “carry on” through our own struggles.

Human Factors

Public Safety agencies must consider the human factors that can be affected by work schedule, work-life balance, secondary employment and depending on the position, being physical and mentally ready, at any given moment, is important. Human factors such as physical conditioning, fatigue and stress all play a significant role in how ready we are to tackle the stressors of the job. Harrington (2017) highlighted a need for job safety for officers and the community by understanding some fundamental principles and concerning factors. The three human factors: physical condition, effects of fatigue and stress, all affect officers’ daily interactions. During critical incidents, stress can intensify fight or flight responses, causes heighten senses, increased heart rate, rapid breathing, muscle tension, always feeling “on guard” even when no real threat is present, poor decision-making, and can even lead to dramatic hormonal changes that can nurture chronic illnesses later in life.

Reporting Data Efforts

            In a study, about 75% of law enforcement officers surveyed reported having experienced a traumatic event, but less than half of those reported to their agency or asked for help (Fleischmann et al., 2016, p. 153). Only 28% of law enforcement officers with mental health needs seek treatment, citing stigma as a primary barrier (Dubois, 2026). Nearly half of the officers reported knowing one or more coworkers who changed after experiencing a work-related trauma, and about half reported knowing an officer who had committed suicide (Fleischmann et al., 2016, p. 154).  Depression has become common amongst those of us wearing the badge. The same study found that more than 10% of participating officers had experienced suicidal thoughts during their careers (Fleischmann et al., 2016, p. 154).  10% of the officers also stated that if they found themselves in a state of crisis, they would not seek help by participating in a peer counseling program (Fleischmann et al., 2016, p. 154). When coping mechanisms fail, suicide becomes a common response for law enforcement officers.

Recent rates show that more than 150 police officers die annually by suicide (Bash, 2026). We have even seen an occurring phenomenon known as “suicide clusters”, in which groups of current and former employees of the same department, commit suicide, in a matter of days or weeks. One such instance occurred in November of 2023 in Los Angeles, during a 24-hour period, when four LA County Sheriff’s Deputies took their lives (Salvatore, 2026). In early 2024, in Denver, Colorado, three officers committed suicide and, in the beginning of 2025, four current and former Texas Deputies, killed themselves over the course of six weeks (Salvatore, 2026). Failing to address the issues of post-traumatic stress disorders not only affect individual law enforcement officers, but also their families. Although studies seem to vary, anecdotal evidence suggests that divorce rates among law enforcement professionals could reach as high as 80% (Buscho 2019). While rates of domestic violence within law enforcement marriages and relationships are hard to track, many departments, in the region, including the St Charles Parish Sheriff’s Office, specifically screen for domestic violence during pre-employment polygraph examinations. 

Challenges: Psychological, Emotional Wellbeing and Media

According to Johnson, Russo & Papazoglou (2019) “Police work can be physically demanding and emotionally depleting and can lead to the inability to relate and empathize, cynicism, and a loss of fulfillment in one’s work” (p.187, para.1). Law enforcement officers are asked to wear various hats and substitute in many roles. Those hats and roles bring tremendous pressure and responsibility. How we handle that pressure, stress and responsibility can and will be the difference between a long or short career, good or poor health, good or toxic relationships. We often forget the personal investment officers put into each incident and outcome. Emotional investment often carries the same burden as the people we are helping. On the importance of preparing before trauma occurs, Conroy and Orthmann (2014) explained “When you are in the middle of a traumatic response, you won’t have the ability to develop a plan. Your objectivity may be gone, and you may not think clearly” (p. 119). There is significant need for emotional based training as the skills learned will improve decision making, communication, empathy, compassion and improve overall wellbeing. Officers often take a little bit of trauma from each incident and carry it throughout their careers. When this happens where do we turn for answers and what do we do to try to fix it and feel better?

Effects of Media on Mental Health

Public scrutiny is an expected and accepted part of the job, as police are the most visible arm of the criminal justice system, however officers expect reporting on their actions to be fair and accurate. While established news media has professional guidelines to adhere to, users of social media often say and post things with little to no oversight. Tucker, Bratina and Caprio (2022) tell us that law enforcement officers face many opportunities to have their actions “go viral” (p. 107). Videos of police use of force to effect arrests or detentions can sometimes be shared to present an uncontrolled narrative, turning an otherwise unnoteworthy event that can spiral into controversy, protests and even riots. All these are a source of stress for the officers involved. Tucker et al (2022) noted in a study that police officers faced added levels of stress due to the public criticism for their actions following high profile events when video was shared online, leading to depression and chronic stress (p. 110).

Stress Related Case Examples

Over the past two decades, all members from Team Lions have experienced traumatic events, in the line of work. From officer-involved shootings to a domestic incident with a gun, and a traffic stop, all have lasting effects leading to symptoms of mental health. Here are some examples of primary and secondary trauma from a personal level.

Officer #1

The event that sticks with me the most occurred on July 17, 2016. After working a 12-hour night shift, my wife came into our bedroom frantically crying and screaming for me to wake up. Once awake, I will never forget the frantic phrase that she repeated. “Wake up, Wake up! They are killing your friends!”

After gathering my bearings, I grabbed my phone to see multiple missed calls from work. There was an active shooter in my jurisdiction, and two officers had already been killed, and the suspect’s location was still unknown. Without hesitation, I started to get dressed and asked my wife to start the car and to bring me my gear. She did everything I asked while begging me not to go. Within minutes, I was dressed and had my police canine loaded in the car. Before leaving, we said a quick prayer, and I rushed to the scene. Over the next 18-hours, I experienced everything from dead bodies to crying mothers and children. Although we were able to eliminate the threat, so much damage had already been done. In the coming days, I attended multiple line of duty funerals as I continued to work my regular patrol shifts.

In the weeks preceding this tragic event, my agency did advertise through emails that peer support was available. Although this resource was available, I didn’t really know what it was all about. My supervisor at the time was very “old school” and believed that what we experienced was just part of the job. He did not demonstrate any leadership style that was helpful to process the event. If I had to assume, I would say that his thoughts were that as a leader, he was showing up and leading by example and pushing on with the job. His resilience was inspiring to keep working, but in no way helpful to our mental health. Not only did I not have the immediate leadership from my supervisor, but I did not consider the mental stress that my spouse and children were dealing with. It has been almost 10 years since that event, and I now know that my family and I should have spoken to a mental health professional. I did not recognize the symptoms of sleep, anxiety, or hypervigilance. With better understanding, I pledge to be a magnus leader for my agency and my family.

Officer #2

I responded to a domestic call after my partner asked for assistance. I thrive on being in the fold with my team, so I responded to offer help. I found my partner standing in the hallway, in front of a back bedroom door, and yelling at people inside to open the door. I then saw a young man in the kitchen, obviously in distress and not engaging. My partner asked me to talk with the young man for more details. I attempted to communicate as the young man paced back and forth, in the kitchen and said, “my mom and her boyfriend are in there, get in there.” He stared at the door each time he moved near the hallway. I walked near the door and heard two voices, a man and a woman. The voices were speaking a different language that we could not understand. The young man again said, “get in there”, but did not offer reasoning. After a short time, overheard a loud yelp from the women, in a significantly higher pitch that not consistent with prior noises, then silence and a loud scream.

I decided to breach the door and when it opened, stood a man holding a female by the top of the head by the hair with one hand and holding a handgun in the other, near her head. The female was now screaming louder and had a look on her face that I will never forget. Not sure when I did, but I moved inside the room by muscle memory. The man raised the hand up with the gun, so I reacted and lunged at the male arm to grab the handgun. I don’t remember when I drew my sidearm, but I did. The man pulled his hand back as I moved to the right and used my left hand to grab the gun.  My partner moved to the left side and could hear him yelling to let her go. I used my left shoulder against the man’s body and was able to fully grab the top of the gun from his grasp. I pulled hard enough to dislodge the gun from his grasp. I could not fully remember when I threw the gun down or when I re-holstered my sidearm, but my partner and I were now handcuffing him. I cleared the weapon by releasing the magazine and ejecting a live round.

Once things calmed down, I walked out and found myself breathing heavily, beginning to sweat more, and then breathing more rapidly. I did some box breathing as I walked to my squad to grab an evidence box. I stood at the back of the squad and continued to take deep breaths to calm myself down. As a SWAT team member, I have been involved in multiple warrant services, but my body never had that response. By the time I walked back to the house, I was sweating more and delegated some work to others who had arrived on scene. We later conducted a debrief and again the following day, in an After-Action Review (AAR). A week later, during SWAT training, we conducted a box drill for a training block, and the very first drill was like the call that I experienced. For the drill, operators had a hood over your head and once pulled up, you had to quickly scan the room and identify a threat and react. Once the hood was removed, I turned around and saw a male holding a pistol to the head of a kneeling person. Again, my body reacted and I tackled the suspect’s upper arms and the gun went flying. Once I changed rooms, I again began breathing quicker, felt a warm sensation to my body and had to take long breaths to calm myself down. I began thinking about the domestic call and placed myself right back in the situation and had the same feeling all over again.

That evening, I could not sleep as I began to think about not only the SWAT training but also about the prior gun call. I had not fully processed the events for weeks and did not think about how much that call affected me. A couple weeks went by and found an article about two NYPD officers being shot, during a similar domestic call. The suspect shot both officers through a closed door while they stood in the hallway, near the door. Again, was thinking about the call, what I could have done better, and what I did wrong. I sent the article to the partner who was on that call with me that afternoon. I struggled to sleep for some time, disconnected from my normal routine. I was short and irritable constantly with my family and during that time, I had a change in my work schedule which compounded my stress. My wife expressed me being disconnected, but I assured her, it was from being tired and changing schedules. For several calls for service I was involved in, I became more concerned with hallways and/or standing near doors. I didn’t fully understand all the characteristics I was experiencing but I was not sleeping, often felt tired, and with weight gain came persistent injuries. With some time to process and some therapy sessions, I am better able to process the primary and secondary trauma that I experienced. I help teach active bystandership courses, and that seems to help talk about my experience, to recognize and identify stressors and triggers of trauma.

Officer #3

In August of 2010 as a 2-year patrol veteran, I found myself fighting for my life on the side of the road just minutes away from where I still live today. I went in service at 9:30 pm and shortly after turning in some paperwork from the previous shift, went out to try and write a traffic ticket or two before the roads were dead overnight. While parked on the shoulder a vehicle passed me at a high rate of speed, 54mph in the 35 zone. While following the vehicle, I observed it crossing the center line twice before coming to a stop in the parking lot of a closed convenience store. Upon approaching the pickup truck, I observed an aggressive pit bull in the rear cargo area. I feared this animal would jump from the truck and attack me, so I asked the driver to place the animal in the cab of the vehicle before I continued with the traffic stop. The driver complied, and as I requested his driver’s license and vehicle information, I noted that he appeared to be intoxicated. The driver stated that he had alcohol earlier in the evening but when requested, he refused to complete a field sobriety test. I determined he would be taken into custody based on my observations and offered a breathalyzer test at our correctional center.

            While attempting to place the subject in handcuffs he refused multiple orders to turn around and place his hands behind his back, it was then that I retrieved my taser and ordered him to the ground, laying prone face down. With one cuff placed on his left wrist, the pit bull then leapt from the passenger window of the vehicle, which I didn’t know was left open. I now found myself being attacked by the aggressive animal and having to disengage with the driver who was also resisting. What occurred next I remember only in flashes and is not fully clear. I retrieved my pistol and shot the dog in the shoulder. As I was trying to holster my weapon, I found myself being attacked from the rear by the driver. He grabbed for the gun which was only partially secured in the holster, and I made attempts to secure it. At some point, I observed that the magazine had fallen out of the weapon, and knowing only one bullet remained I forced the slide to rack and clear the pistol before letting him take the weapon so that I might go to my taser or other force options on my belt. Before I could do that, however I was struck on the back of the head and the aggressive pit bull returned to the fight despite its injury.

I ended up on the ground fighting off the driver and his dog simultaneously. I was struck on the head and bitten by the animal leaving scars both physical and mental. A man and his son from a nearby trailer park came to my aid, striking the driver on the back of his head with a small boat paddle. This allowed me to retrieve my taser and ultimately detain the driver who was arrested and convicted of attempted murder of a peace officer and disarming a peace officer. The animal was never recovered but seen by residents in the area for days limping and covered in blood. I was out of work for weeks due to stitches on my hands and face and had trouble sleeping during this time. Images of the altercation would suddenly come back to me and keep me up at night. It wasn’t until I returned to work and completed a shift that I felt “normal” again and was able to sleep through the night. I have presented the dashcam footage of this incident to our academy cadets numerous times, explaining to them the things I did wrong and how I would have handled it today with the benefit of hindsight. It gets easier to see each time, but my heart still races while having to rewatch this footage.

Leadership Strategies and Adaptation

Policing strategies can have a significant impact on not only crime and disorder, but also the quality of life for the public and the people who took the oath to serve. Law enforcement officers (LEO) leaders must understand their own personality tendencies to increase self-awareness, thoughtfulness, and reflectiveness to support their subordinates. A subordinate’s perspective of their leader’s effectiveness is based on their judgment of the leader’s integrity. The leaders’ perception and the subordinates’ perceptions of the leader’s effectiveness are very much correlated. When measuring effectiveness, an effective leader must be intentional in observing consistent patterns of behavior in their subordinates. An integrated leadership style approach creates the comprehensive framework we need to influence systematic and individual factors to mitigate LEO’s mental health.

Effective Leadership Styles Involving Mental Health

Leadership plays a vital role in shaping how law enforcement officers perceive mental health, overall wellness, and help-seeking behavior. In law enforcement culture, where toughness, emotional control, and self-reliance are often emphasized leaders must intentionally create an environment in which mental health is viewed as a component of officer safety rather than a sign of weakness. As we discussed earlier, leadership is important because of the stigma preventing many officers from seeking help. According to Van Hasselt et al. (2020), law enforcement officers are at risk for mental and physical health problems due in part to trauma exposure and coping strategies reinforced within police culture, including depression, alcohol misuse, cardiovascular disease, relationship conflict, PTSD, and suicide. If these issues are not addressed, they can affect not only the officer’s personal life but also their ability to safely and effectively perform their duties. The most effective leadership approach for proactive officer mental health awareness is not a single style. Instead, it involves a combination of transformational, servant, and authentic leadership. Transformational leadership facilitates cultural change, servant leadership demonstrates care for personnel, and authentic leadership establishes the trust necessary for officers to engage with wellness initiatives.

Transformational Leadership Theory

Transformational leadership is essential for creating cultural change within law enforcement organizations. According to Denton (2025), this leadership theory is designed to inspire and engage followers to achieve more than they thought possible. In the context of officer mental health, transformational leadership reframes wellness as a critical component of officer safety and operational effectiveness. This leadership approach is particularly important because many officers have been conditioned to believe that seeking help could damage their reputation, credibility, or career progression. Transformational leaders challenge this perception by reframing mental health as a performance issue. Stress, fatigue, burnout, and trauma exposure can negatively affect reaction time, emotional regulation, communication, threat perception, and decision-making.

Transformational leadership also shifts mental health discussions away from compliance-based training and toward meaningful cultural change. Rather than simply requiring attendance at wellness training, transformational leaders communicate the operational importance of mental health, emphasizing improved decision-making, reduced errors, stronger family relationships, increased resilience, and enhanced officer safety. This reframing is supported by research indicating that behavioral health concerns including depression, PTSD, substance abuse, and relationship strain are prevalent within law enforcement and can influence performance (Van Hasselt et al., 2020). By directly addressing these issues, transformational leaders create an environment in which mental health is integrated into professional readiness.

Servant Leadership and Officer Support

A servant leader ensures that officers feel support within that culture and prioritizes the well-being, development, and needs of personnel, emphasizing trust, empathy, and service. In law enforcement, trust in leadership is a critical factor influencing whether officers seek help. Servant leadership emphasizes listening, empathy, and support, which fosters an environment where individuals feel valued and comfortable expressing concerns. This approach encourages open communication by prioritizing the well-being and growth of others (Greenleaf, 1977).

Servant leadership is effective because it shifts leadership focus from purely operational outcomes to the holistic well-being of officers. Leaders who adopt this style actively monitor indicators such as fatigue, burnout, behavioral changes, and stress-related symptoms. Servant leadership also plays a critical role in strengthening interpersonal relationships within law enforcement agencies. When leaders demonstrate genuine concern for their personnel, it fosters a sense of loyalty and mutual respect. This relational foundation enhances communication, making officers more likely to report concerns related to stress, fatigue, or emotional strain.

Authentic Leadership and Trust

Authentic leadership is essential for reinforcing the transformation leadership theory. This leadership style is characterized by transparency, self-awareness, ethical behavior, and consistency between words and actions. Authentic leadership is particularly important in law enforcement because officers are highly perceptive of leadership credibility. Normore (2017) explained that authentic leaders create change when they adapt their message to the beliefs and values of their followers. Research supports the relationship between authentic leadership and organizational outcomes. Kleynhans et al. (2022) found that authentic leadership significantly predicts employee flourishing through trust in leadership. Similarly, Maximo et al. (2019) demonstrated that authentic leadership positively influences psychological safety, trust in supervisors, and work engagement. Authentic leadership does not require leaders to compromise professionalism or authority. Instead, it involves acknowledging the challenges of policing while maintaining command presence. By doing so, leaders create an environment in which officers feel comfortable discussing mental health concerns and seeking assistance when needed.

Authentic leadership further strengthens organizational trust by promoting transparency in decision-making processes. When officers understand the reasoning behind policies and initiatives, they are more likely to perceive leadership as credible and trustworthy. This transparency reduces skepticism and increases engagement, particularly in areas such as mental health where trust is essential. Another important aspect of authentic leadership is consistency. Officers closely observe whether leadership actions align with stated values. Inconsistencies can quickly undermine trust and discourage open communication. Authentic leaders mitigate this risk by maintaining alignment between their words and actions, reinforcing their commitment to officer wellness. Authentic leadership also supports the development of psychological resilience within the organization. By fostering an environment in which officers feel safe to discuss challenges and seek support, leaders contribute to improved coping strategies and overall mental health outcomes. This approach not only benefits individual officers but also enhances team cohesion and operational effectiveness.

Blending Leadership Styles

Although each leadership style provides unique benefits, their true effectiveness lies in their integration. The transformational leadership theory establishes the vision and drives cultural change, servant leadership ensures that officers feel supported, and authentic leadership builds the trust necessary for meaningful engagement. Together, these approaches create a comprehensive framework that addresses both systemic and human factors influencing officer mental health. If leaders are to consider themselves as Magnus leaders, they hold a moral and ethical responsibility to prioritize officers’ mental health. The need for strong, credible leadership is paramount to confront mental health issues and the tragic consequences that may result from unidentified and untreated mental injuries and illnesses among officers. From a practical standpoint, this integrated leadership approach can be implemented through several strategies. Agencies can incorporate mental health messaging into training, policy development, and daily operations. Leaders can actively participate in wellness programs, reinforcing their importance through visible support.

Law Enforcement Efforts and Initiatives

Leaders regularly assess feedback, monitor morale, and adjust strategies to balance productivity with empathy, which are characteristics of authentic and human-centered leadership. We must have systems in place to strengthen morale and officer wellness. When leaders understand human factors, it helps with mentorship, coaching, agency culture and foster an environment that can withstand crisis. Developing self-awareness, self-management, social awareness and relationship management skills can lead to significant improvements in officer wellbeing, reduced misconduct, and better community relations. To integrate deep changes within the law enforcement profession, here are some recommendations for leadership and policy makers:

• Secure funding via federal grant programs such as Law Enforcement Mental Health and Wellness Act (LEMHWA) for long-term wellness support.
• Normalize mental health care through leadership messaging and culture to reduce stigma.
• Provide resilience training for emotional regulation, work-life balance, and family involvement.
• Implement Employee Assistance Program (EAP) technology for timely detection of wellness concerns and intervention opportunities.
• Foster Peer support networks anchored in confidentiality and structured training.
• Collaborate with Behavioral Health Providers through Crisis Intervention Training (CIT), Crisis Response Teams (CRT), and other community mental health initiatives.
• Continue to evaluate programs with data analysis of use, outcomes, and officer feedback.

Federal Initiatives

U.S. Department of Justice, Office of Community Oriented Policing Services (COPS) (2024) detailed that the Law Enforcement Mental Health and Wellness Act (LEMHWA) program was designed to help fund the delivery of and access to mental health and wellness services for law enforcement officers and their families through the implementation of peer support, training, family resources, suicide prevention, stress reduction, clinical support, and other promising practices for wellness programs. Agencies have opportunities to seek funding to increase capacity to provide mental health, wellness training and resources to law enforcement officers and families, by implementing peers support networks for both crisis and non-crisis incidents. Lastly, it helps agencies increase capacity to address and reduce stigma associated with mental health and wellness with support and education.

Crisis Intervention Team (CIT)

Law enforcement officers are often the first responders to crises involving individuals who are experiencing a mental health crisis and play an important gatekeeping role in determining if an individual should be arrested, or if that individual may be better served by being referred for psychiatric treatment. Law enforcement officers were often untrained or unprepared to assume this position of providing this type of service. The National Alliance on Mental Illness (n.d.) (NAMI) noted that Crisis Intervention Team were designed in 1988 in Memphis, TN after a police officer shot and killed a man with serious mental illness. CIT has spread rapidly to create connections between law enforcement, mental health providers, hospital emergency services, and individuals with mental illness. CIT consists of a rigorous 40-hour curriculum delivered over five days and trains officers to recognize symptoms of mental illness, apply de-escalation techniques, pursue treatment-focused resolutions, and better serve individuals in crisis. Officers learn to identify signs of PTSD, substance use, and suicidal ideation to facilitate pre-arrest diversion to mental health resources.

The goal of CIT is to reduce arrests of individuals who would benefit more from the mental health system. CIT training typically does not include any modules on officers’ own exposure to trauma, stress responses, and self-care related to such trauma. Furthermore, although CIT has been extensively studied about officer-level outcomes, none of the CIT research conducted to date has examined how CIT might help officers with their own mental health and psychological resilience. It does however improve officer knowledge, attitudes, and enhance self-management skills.

Departmental Level Efforts and Progressive Changes

As discussed earlier, mental health care and addressing the stigma is of upmost importance. The law enforcement community should also think more critically about mental health as an important component of overall officer safety and wellness. We’ve discussed trauma, stress and other aspects of mental health and highlighted significant data. We will discuss how policies, training and progressive models can be used to reduce stigma, promote help-seeking, and bolster self-care for officers. While training programs exist, stigma and cultural expectations of resilience often hinder officers from seeking help. Confidentiality concerns and career repercussions further limit utilization. More importantly, critical incidents often affect everyone’s emotional well-being, so being self-aware can be difficult to identify because of circumstances on scene. Creating spaces for all rank officers to share their opinions, perspectives, experiences, and ideas as they relate to strengthening relationships with each other and the community will create a sense of ownership, leading to increased engagement. Creating active bystandership training encompasses and internal commitment to engage officers and drive departmental change.

Leadership must actively normalize wellness efforts, model vulnerability, and publicly support participation in mental health programs. Officers are most often reminded to work on marksmanship, rules and statutes, and other tactical skills. Often missing was training in communication or self-assessment and emotional awareness. The difficulty in identifying emotions may be affected by a lack of emotional intelligence. The Office of Community Oriented Policing Services (COPS) (2024) highlights five components that are essential for establishing an agency culture that supports officer well-being:

• Training officers of all ranks on community engagement and the principle that law enforcement, community safety and wellness are intimately linked.
• Developing strategic approaches to establishing buy-in from the top down.
• Building officer trust and engagement internally so that they believe in and champion agency principles.
• Engaging communities in building positive relationships and community-based strategies for improving safety and wellness.
• Embracing opportunities for growth in the culture of law enforcement to foster community partnerships.

Emotional Intelligence (EI)

Teaching emotional intelligence (EI) will help both leadership and officers fully embrace emotional and spiritual wellness. Training must be top-down for effectiveness and providing training to improve officers’ EI will help them manage their emotions. Dudley (2024) explains, “By improving self-awareness, social awareness and relationship management, emotional intelligence training is helping officers make better decisions under stress, communicate more effectively with their teams and the public, and improve overall wellbeing on and off the job.” Chief Robinson (2017) stated, “Emotional Intelligence is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.” Emotional intelligence training focuses on the following aspects:

• Self-awareness to recognize and understand moods, emotions, drive as well as effects on others.
• Self-regulation is the ability to control and redirect disruptive impulses and moods, to suspend judgement, and think before acting
• Social Skills is the ability to manage relationships, build personal and professional networks and find common ground and build rapport.
• Empathy is considering others’ feelings and what they are going through and treating people according to their emotional reactions
• Motivation is being driven to achieve for the sake of achieving; Propensity to pursue goals, energy and persistence.

When emotional intelligence and deliberate team skill development are integrated with adaptive systems, agencies become more resilient, capable of evolving continuously while remaining grounded in ethical and community-centered values (Goleman, 2018).

Resilience Training, Family Readiness and Outreach

According to the American Psychological Association (2020), building resilience involves adapting well to adversity and stress. Emotional resiliency is the capacity to adapt, recover, and grow in the face of stress, adversity, or emotional challenges. Emotional resilience isn’t about avoiding pain; it’s about developing the inner strength to move through it and grow. Having strong resiliency not only supports your own mental and emotional health, but it also helps you maintain healthier relationships and provides clarity and focus on your daily life. The less emotionally overwhelmed officers are the more brain space for problem-solving, creativity and thoughtful decision-making. Advantages of developing emotional resiliency includes, mental health comping skills, personal growth to encourage problem-solving skills and physical health for overall better well-being.

We have already discussed ways to improve emotional intelligence, but Chowdhury (2019) outlined strategies for building emotional resilience that are interconnected: Psychological: Self-awareness and self-compassion to help manage stress; Social: Strong support networks, such as friends, family, and colleagues to provide emotional support through difficult times; and Physical: Maintaining good sleep, nutrition, and regular exercise supports mental and emotional functions, which enhances resiliency.  Emotional intelligence and resiliency both play critical part in maintaining control on your emotional triggers and developing coping strategies to move beyond to learn, adapt and go through difficult experiences. Family Outreach programs are another pillar for maintaining emotional stability and prioritizing your personal and family well-being. Your family will see things most others will never see or understand. No one walks out of this profession alone because your family and loved ones walk right alongside you as they will experience vicarious trauma through you. Be intentional by involving families to be prepared for the challenges, difficulties and the complexities of the job. Family will be better prepared to support you and your well-being as your primary support system. 

Peer Support and Chaplaincy Systems

            Internal initiatives such as Peer Support are designed for peer-to-peer intervention. It is designed to be 24/7 service to provide confidential support to law enforcement officers and families. The range of personal and professional backgrounds of team members can be vast, and it is designed to provide help and emotional support through times of personal and professional crisis. Peer led support programs have shown to have results in maintaining a healthy moderation of stress relief habits, reduce of sick time, reducing incidents in the workplace, minimizing excess usage of alcohol after a critical incident, reduce in complaints and use of force, and improving morale and job satisfaction, which in turn lengthen careers and reduction in resignations or early retirements.

Dubois (2026) highlights that nearly half of law enforcement officers report anxiety symptoms, while over a third meet the criteria for PTSD, 65% of agencies offer mental health training to officers, but only 30% provide ongoing support and 90% of agencies face difficulties in hiring mental health professionals for officer support, so it is of upmost importance that agencies find ways to support officers. Dr. Rhodes (2026) noted that wellness is a state of complete physical, mental, and social well-being. We know that when one area is weak, then other areas are affected as well. We must also highlight the effectiveness of spiritual wellness. Spiritual wellness focuses on meaning, purpose, and alignment with personal values. There needs not be a specific religion, but you need a belief system to a higher power to align your beliefs and values.  

According to COPS (2024) agencies with chaplaincy programs or resiliency training see measurable reductions in disciplinary actions and burnout. Chaplains first appeared in military and correctional settings, providing moral and spiritual support to soldiers and inmates. Agencies recognize chaplains as part of officer wellness, peer‑support groups, and community‑relations strategies to provide a faith-based support network. Chaplains act as a bridge between the department and community, especially faith communities. With confidentiality, chaplains may provide emotional and spiritual support for officers dealing with stress, trauma, or personal difficulties. They may respond to line‑of‑duty deaths, officer‑involved shootings, major accidents, traumatic scenes, or help guide critical incident debrief. It is important to have those relationships in place before major crises such as those law enforcement officers faced, the pandemic or wide-scale protests. The benefits of a chaplaincy program will show an increase in trust in wellness resources, reduced stigma around seeking help, stronger officer morale and sense of purpose, improved family relationships and resilience, and healthier overall agency culture.

Building Resilience

We’ve explored how mental health impacts law enforcement and identified critical resources and policy strategies to strengthen officer well-being and community safety. How do we build resilience to enhance mental health and adapt to life-changing situations? Much like working out and building muscle, increasing your resilience takes time and being intentional. The American Psychological Association (2012) provided four components to focus on: Connections, Wellness, Health thinking, and finding a purpose and meaning.

Build your connections

Prioritize relationships: connect with empathy and understanding to remind yourself that you are not alone. Focus on finding trustworthy and compassionate people who validate your feelings. Join a group to build those one-on-one relationships, by being active in civic groups, faith-based community groups and other organizations, they provide social support and sense of purpose.

Foster Wellness

Take care of your body because stress is just as physical as it is emotional. Promote positive lifestyle, like proper nutrition, ample sleep, hydration, and regular exercise to strengthen your body and reduce stressor of the job. Practice mindfulness, yoga or other spiritual practices, prayer or meditation can help build connections and restore hope. Avoid negative outlets and don’t mask your pain with alcohol, drugs, or other substances (Putting a bandage on a deep wound). Give your body the resources it needs to manage stress.

Finding Purpose

Help others in need by volunteering or simply supporting a friend in their time of need as it may help gain that sense of purpose, foster self-worth and connect with others. Be proactive by acknowledging and accepting your emotions during hard times. Be intentional in reminding yourself that you can muster motivation and find purpose even during stressful periods in life. Set goals and incrementally move towards them. Develop realistic goals and some something regularly even if it is a small accomplishment. 

Seeking Help

            According to the Neuro Launch Editorial Team (2024), seek help when symptoms are present for two to four weeks without improvement. Concentration is impaired enough to affect work, or basic daily tasks. Flashbacks, intrusive thoughts, feelings or reliving past experiences. You have thoughts of harming yourself. If you are experiencing thoughts of suicide or self-harm, contact the 988 suicide and crisis lifeline by calling or texting 988 (US). The crisis text line is available by texting HOME to 741741. If you are outside the US, the International Association for Suicide Prevention maintains a directory of crisis centers worldwide. Build those connections and develop appropriate strategies for moving forward. It is important to get professional help.

Conclusion

Law enforcement officers are facing unique professional stressors such as hypervigilance, elevated stress, and traumatic exposure daily which contribute to higher rates of post-traumatic stress disorder (PTSD) symptoms compared to the general population. Mental health encompasses psychological, emotional, physical and spiritual well-being, and when compromised, it can lead to chronic stress, depression, suicidal ideation, and alcohol misuse. Prioritizing awareness and early intervention are essential. This paper explored how mental health impacts law enforcement and identified critical resources and policy strategies to strengthen officer well-being and public safety.

Law enforcement professionals are met with prolonged acute and chronic mental health stressors that impair performance and risk officers’ lives. National initiatives like LEMHWA and DOJ best-practice directives support funding, training, and interagency collaboration. Effective department-level programs including emotional and resilience training, chaplaincy, peer support, CIT, EAP, are all inclusive wellness strategies. To sustain these strategies, leadership must cultivate and foster officer care, facilitate training enrollment, ensure confidentiality, and integrate measurement metrics. An all-inclusive approach addressing mental, emotional, and cultural components is essential for safeguarding officers and the communities they protect. The IACP (2017) recommends that every law enforcement agency should adopt and adapt an oath of honor to their own circumstances. The IACP’S Law Enforcement Oath of Honor (2017) reads, “On my honor, I will never betray my badge, my integrity, my character, or the public trust. I will always have the courage to hold myself and others accountable for our actions. I will always uphold the constitution, my community, and the agency I serve.”

References

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The Integration of Technology Across Divisions in Modern Day Law Enforcement

 

Lieutenant Trey Roberts, Livingston Parish Sheriff’s Office

Lieutenant Eric Jones, East Baton Rouge Sheriff’s Office

Lieutenant Amie Williams, East Baton Rouge Sheriff's Office

Team Tigers

National Command and Staff College

Session #035

May 08, 2026

Abstract

Technology has become a foundational element of modern law enforcement, transforming how agencies operate across all divisions.  Each division, from Patrol to Investigations, Communications, Community Engagement and Administration has increasingly become dependent on these technological tools to carry out their duties efficiently and effectively.  Although these technologies have proven to enhance operations, there remains a need to better understand how they function across divisional lines and how agencies can optimize their use while addressing the challenges they present.  Recognizing ever-increasing advancements, especially in artificial intelligence, agencies must also be vigilant by taking proactive steps in preparing for this future technology and for our future leaders. 

Our research approach involved collecting information through interviews with knowledgeable colleagues that have professional backgrounds the subject matter, reviewing online professional law enforcement publications, departmental policies, examining relevant case law and media, as well drawing from our own professional experiences.  Through our research, we will identify key technologies which span multiple divisions, note how they improve operational efficiency and effectiveness, identify challenges, concerns and how integration can be improved as well as how leadership can address these issues.

Introduction

Technology in law enforcement has changed tremendously over the last two to three decades.  Looking back, many of us started our careers handwriting reports, using map books to navigate, and traveling to a substation just to make phone calls.  These antiquated methods worked but lacked efficiency, speed, and the connectivity that modern technology now provides.  As our society continues to advance technologically, law enforcement agencies must continue to advance also in order to remain effective, relevant, and anticipate the challenges of our ever-increasing VUCA (volatility, uncertainty, complexity, and ambiguity) environment.  As noted by the National Institute of Justice (2020), technology has become a vital tool in modern policing, improving the ability of law enforcement agencies to prevent crime, improve efficiency, and strengthen accountability. With this said, it is incumbent upon law enforcement leaders to pave the way for our new generation by taking a vigilant approach in understanding these technologies, learning how to optimize their usage across divisional lines, while also considering ethical concerns and maintaining public trust. 

Purpose of the Capstone Research

            The purpose of this study is to identify key technologies used at agencies that span multiple divisions.  We will analyze how these technologies improve operational efficiency and effectiveness.  Additionally, we will evaluate challenges, concerns, and how integration between divisions can be improved.  We will also open discussion points concerning potential future technologies, such as advancements in artificial intelligence, while giving suggestions to address these concerns from a leadership standpoint. 

Key Technologies Integrated Across Multiple Divisions

            Technological advancements are quickly transforming how law enforcement agencies function as a whole.  In his article, Christian Cochran (2025) emphasized that this rapid expansion comes with the promise of reducing crime through proactive measures as well as providing more efficient opportunities to solve crimes faster.  Some key technologies spanning across multiple divisions in law enforcement agencies include body-worn cameras, drones/robotics, advanced report writing systems and Investigative Support Units capable of real-time observation through strategically positioned cameras.  Each of these tools, in and of themselves, bring their own operational benefits.  However, as technology continues to advance, we are not only finding ways to expand them across divisional lines, but we are also starting to integrate them upon one another.  Doing this connects divisions in ways never thought possible, helping agencies and divisions work safer and better together. 

The History and Integration of Drones and Robots

            There are several different kinds of robotics used in law enforcement; two of the most common are unmanned ariel vehicles (Drones) and unmanned ground vehicles (Robots).  The East Baton Rouge Sheriff’s Department (2024) describes the unmanned ariel vehicle as any craft capable of sustaining directed flight, whether preprogrammed or remotely controlled, and all of the supporting or attached systems designed for gathering information through imaging, recording or any other means; UGV’s are essentially the same but maintain their position on the ground and can be equipped to manipulate or move objects.  These tools are quickly becoming some of the most integrated technologies in law enforcement operations today.  For law enforcement, a drone’s value lies mostly in their speed and ability to give a real-time bird’s eye view of scenes and situations, keeping responding officers out of initial harms way.  Robots, on the other hand, are mostly deployed in hazardous situations, reducing the need to unnecessarily put law enforcement officers at risk in certain situations.    

            These technological tools did not start this way.  According to Axon Enterprises, Inc. (2023), unmanned aerial vehicles have been around since the late 18^th century and first appeared in the form of unmanned air balloons.  Additionally, the first mechanical UAV, which was an airplane guided by radio, was used by the military during World War 1.  When it comes to law enforcement use, the first documented civilian drone case was in 2005 for a missing person in the State of Texas.  Unfortunately, the missing person was not located by using the drone, but the case demonstrated its potential and helped contribute to broader interest in the technology.  Since these times, drones (UAVs) have evolved, becoming smaller, faster and much more technologically advanced. 

           According to Axon (2023), robots entered the law enforcement realm in the late 20^th century; many being transferred from the military to law enforcement agencies through donation programs.  In their early form, robots were used mostly for bomb handling and disposal.  At that time, their roles and form were simple: a remote-controlled device containing a camera and a mechanical arm.  Over time, these devices have continued to grow in their capabilities and are now used in a much wider range of law enforcement operations.

            In the early to mid-2000’s, when many of us started our careers, these technologies were not available for our everyday use.  When a “hot call” was dispatched, units responded with simply the tools on their belt and the information provided through dispatch.  It was even dispatchers that set up perimeters for officers when looking for a fleeing suspect.  In today’s time, drones and robots have changed the game in a big way and are being incorporated more frequently throughout law enforcement agencies’ day-to-day operations.  According to Haye Kestello (2025), drone programs in law enforcement nationwide have exploded up to 6,000+, from just a handful only 5 years ago. For uniform patrol officers, drone technology has increased

situational awareness due to its ability to provide a bird’s eye view within seconds of deployment in an area.  This real-time overhead view not only shows potential routes and perimeters for smart approach and staging, but it also shows potential areas for suspect movement.  This technology can also cut back on the number of units needed.  Additionally, with a drone in the air, searching for a suspect or even a missing person, more ground can be covered in a much quicker amount of time.  Robots can also improve efficiency by helping resolve high-risk situations more quickly, allowing officers to return to their normal duties sooner.  Investigative

and Community Engagement Divisions are also incorporating drones and robotics into their everyday operations.  Based on our collective experience, we have seen them being used for crime scene documentation, search and rescue operations, traffic enforcement, intelligence gathering, monitoring large crowds and community events.  All of these implementations lead to more effective and efficient law enforcement operations.

            The Special Weapons and Tactics Team (SWAT) is another division that has greatly benefited from the use of these technologies in our modern times.  The deployment of drones and robots during high-risk operations can prevent immediate exposure of members to danger and prevent them from proceeding into situations blindly.  Additionally, during active shooter incidents, suspect apprehensions, and hostage situations, drones can be deployed inside of structures to obtain real-time information such as building layouts, suspect and victim locations, to observe movement, and other hazards, which can support safer tactical decision-making.  From our experience, it also gives crisis negotiators greater intel for conversations and call outs of suspects.  Robots can be used in similar fashion, being deployed to open doors and move items to provide clearer paths for officers or further search by a drone. 

Drone and Robotics Concerns and Challenges

           The incorporation of Artificial Intelligence into first responder drone and robotics programs is becoming more common.  And, although not currently being used in our area, AI with facial recognition capabilities is a possibility and raises important questions related to privacy, data retention, accuracy, oversight, and community trust.  Lieutenant X (personal communication, April 2026), former Axon employee, explained that some corporations, like Axon, have taken a stance against incorporating automatic facial recognition capabilities with their products due to privacy issues; they did not want to create giant databases which stored individual’s features and characteristics.  However, it was explained that these products do store captured images for a period of time, which can be placed in other programs for identification purposes. These technologies also have the capability to perform use of force tactics.  Lieutenant X (personal communication, April 2026) stated, Axon also started incorporating use of force capabilities on some of their products but due to public push back that idea was halted.  

As capabilities continue to develop, agencies are falling behind in establishing clear policies, training standards, and accountability measures before deploying the technologies.  Additionally, as noted by Craig Allen (2025), there is no specific legislative framework governing law enforcement use of drones, only laws and policies broadly governing law enforcement investigations and intelligence gathering.  With this said, there have been some key case law established concerning domestic surveillance over residential and industrial areas.  According to the Americans for Effective Law Enforcement (AELE, 2025) these cases included California v. Ciraolo which raised the question of warrantless searches in public air-space, Florida v. Riley which established that police do not need a warrant to observe property from public air space if it can be seen by the naked eye, and Dow Chemical v. United States, which raised the question if warrantless aerial photograph was constitutional.   The AELE (2025) also advised that “the Court held that the fly-over at issue was not a search prohibited by the Fourth Amendment, as the areas surveilled were open to the public view.”  Additionally, there was an incident in Dallas where a suspect provoked law enforcement to remotely engage in the use of deadly force by way of a robot carrying a bomb.  This action kicked off a national discussion about the use of lethal robotics in law enforcement.  Although these cases raised concern and addressed some Fourth Amendment issues related to robotics, they still do not provide comprehensive framework for modern and future drones and robots in law enforcement, particularly as their capabilities expand.  Currently, companies are diligently working on advancements in robotics, which includes first responder drones.  This idea includes the deployment of drones at the initial onset of a call, many times allowing them to arrive as primary units.  These drones, due to arriving more quickly, have the capability to relay information back to responding units, such as activity at the scene and possible suspect descriptions.  As of now, drones and robots are manned by humans but there is work being done to make them fully autonomous.

            In addition to legal logistics, concerns of cost come into play, especially for smaller agencies with smaller budgets.  Storage and infrastructure for digital evidence can be expensive, and costs often increase over time as more video is generated and retention requirements expand.  Beyond storage, agencies must also budget for training, maintenance and repair, batteries and replacements, and software subscriptions, all of which require ongoing funding.  Agencies may also face added personnel time and expense associated with reviewing, redacting, and responding to public-records requests for video.  Finally, much of the electronic equipment used by law enforcement becomes outdated within a couple of years and must be replaced, this makes long-term planning and sustainable funding essential.

Adaptive Leadership and Emotional Intelligence Regarding Drones and Robots

With advancements comes responsibility and leadership must spearhead change to address those advancements.  Due to drones and robotics advancing so quickly, leaders cannot treat their integration as a one-time equipment purchase; it’s an ongoing, rapidly changing process.  This process will require an agency with adaptive leadership who recognizes when challenges are not purely technical, like buying hardware and writing a policy.  Rather, it’s adaptive; involving helping their employees change habits to offset workflow issues, learn decision-making skills, express expectations, show transparency, and require accountability.  At the same time, emotional intelligence is going to be important when it comes to how leaders

manage this change.  By staying self-aware and composed under pressure, listening to concerns from front line personnel, the community, and communicating the “why” behind new procedures this change process is possible.  When leaders combine the use of this new technology with adaptive leadership with emotional intelligence, they are better positioned to guide responsible innovation, maintain trust, and keep the focus on what these tools are really for, to support, not

replace, sound police work.  Lieutenant X (personal communication, April 2026) added that the integration of all this technology while good cannot replace boots on the ground and human intuition.  Officers should not solely depend on these tools to complete their investigations and job duties because they are only as good as technology allows them to be.  As Dr. Terry Anderson (2017) emphasized in the National Command and Staff College curriculum that effective leadership requires the ability to deal with complexity, break it into manageable pieces and then intervene with continuous alertness to its impact. 

The History of Body-Worn Cameras and Report Writing in Law Enforcement

While law enforcement has long relied on precise paperwork and open and transparent recordkeeping to hold itself accountable for its actions and support the criminal justice system. Two essential components of this work are police report writing and body-worn cameras (BWCs).  According to the National Institute of Justice (2020), though report writing has been around since organized policing, BWCs represent a new technological breakthrough that has had a far-reaching influence on policing today. Collectively, these tools contribute to transparency, evidence gathering, and the future of policing.

Police report writing originated from the work of structured police in the 19th century. Detailed logging took place, with officers making arrests, documenting events, and documenting

the daily routine of officers’ activities in official, necessary record-keeping required for communication within departments and for use in court proceedings. The foundational texts of these early reports established the principles of modern policing accuracy and accountability. With the rise of technology, report writing progressed from pen-and-paper documentation to typewritten reports in the early 20th century and to computerized systems in the late 20th and early 21st centuries. Currently, many agencies employ digital report management systems that enhance efficiency, accessibility, and accuracy (Bureau of Justice Statistics, 2018).

 Body-worn cameras are not quite this old, and unlike before, their use is also recent. BWCs evolved from earlier recording technologies like dashboard cameras, which were used in patrol cars. By the early 2000s, officers began using wearable recording devices, which enabled them to capture audio and video from the point of view and make sound recordings more easily. In response to calls for transparency and accountability after highly publicized law enforcement incidents in the 2010s, BWCs increased notably. BWCs aim to improve evidence collection, increase officer accountability, and foster trust (National Institute of Justice, 2012). In fact, almost half of all law enforcement agencies currently using BWCs (Bureau of Justice Statistics, 2018) were in use in the United States in 2016.

Body Cameras and Report Writing in Modern-Day Law Enforcement

 Policing with BWCs has positively influenced how report writing works. Officers now have what they call video recordings as evidence to support written reports, which increases the credibility and validity of the documentation. This is especially helpful in stressful (or complex) circumstances when memory might be compromised or distorted. Yet, the incorporation of BWC

footage into report writing has also sparked controversy. Indeed, some studies, including Michael D. White (2014), suggest that, in the process of preparing reports, officers have the opportunity to examine videos before writing them, and this can help increase the extent to which reports are accurate because this can be achieved by obtaining accurate details about the incidents in advance. Others warn that it could influence an officer’s independent recollection, potentially opening the door to bias.

These developments, notwithstanding, are the essential tenets of report writing accuracy, objectivity, and completeness are unchanged. Police reports remain the basis of criminal investigations, prosecutions, and judicial decisions. BWCs never substitute for or supersede written information; they complement written documentation and add an extra layer of evidence. Both tools, combined, strengthen the quality of the criminal justice system by ensuring that all activities of these people are thoroughly recorded and transparent.

In modern law enforcement, BWCs and electronic report-writing software are part of daily work. BWCs enable recording of officer interactions as they occur, in real-time audio and video, while report writing produces a clear, structured, and organized narrative that recounts the whole event in which the officer is involved. These tools, coupled effectively, bring accountability and make sound decision-making easier. According to research from the National Institute of Justice (2022), BWCs and officers' behavior can help with evidence collection, increase transparency, and improve decision-making, but their net effect on officer behavior and use of force remains the main topic that needs further research in this area.

Credible Leadership in the Utilization of BWCs and Report Writing

 Leadership contributes greatly to the successful implementation and use of BWCs and report writing systems. As credible leaders it is our job to be concerned with the outcome of our subordinates’ work production, to actually roll up our sleeves and work together to accomplish goals (Long, 2017).  Law enforcement leaders must establish policies on when cameras should be used, how footage is stored, and who is allowed access to it. Having clear policies makes it consistent, allowing officials to deal with lawsuits and privacy disputes more easily. In addition, leaders must train thoroughly so officers understand both the technical operation of BWCs and how to integrate video evidence into reports.

These tools also contribute to improved supervision and accountability.  As a lieutenant in uniform patrol, I, Lieutenant T. Roberts, can review written reports and BWC footage, to assess how officers are performing, evaluate their compliance with police performance policies, and identify areas for improvement. They are also useful during internal investigations and when complaints are made against officers. Transparency of documentation also reinforces community relations by building trust in law enforcement agencies.

Future Implications of BWCs and Report Writing

Looking ahead, technology is expected to significantly change how BWCs are utilized and how reports are written. Artificial intelligence (AI) may be one of the latest emerging technologies for this purpose, and AI can help you enhance report writing, especially since AI has made history; such technologies, including report writing, will be used increasingly. AI systems developed with BWC footage may produce draft reports, reducing the administrative burden on officers who use them and making them more efficient. Nevertheless, this development raises concerns regarding accuracy, bias, and loss of critical thought in report-making.

The management of the large volumes of video data generated by BWCs is also of great concern. There is a great need for agencies to invest in efficient, secure, cloud-based storage solutions to process the vast amounts of data. Furthermore, future developments in camera technology may improve police capabilities, such as real-time facial recognition and automatic

event detection. This raises important ethical and privacy concerns that require nuanced consideration by policymakers and law enforcement officials.  

Investigative Support Unit

Investigative Support Units (ISUs) originated from early detective branches and private agencies into specialized federal and corporate teams in the 20^th century. Technology is a vital part of keeping agencies in lock step with the ability to respond to calls for assistance, critical incidents, or interact at community-based events. Historically, the communications equipment and the information generated by the equipment was segmented into different databases to pull from. Tobia (2017) stated, “change is hard, especially if it’s empowered to focus on the short-term success”. During an interview with Captain J, Lieutenant T, and Lieutenant S (personal communication, April 2026), of the EBRSO ISU Division, it was learned that Axon has found a way to streamline the equipment and process of cultivating the information obtained from multiple devises and searching platforms. Axon Fusus is a real-time intelligence and operations platform that integrates or combines live video, alerts, dispatch data, and other public-safety inputs into one interface, helping officers and analysts see incidents

faster and respond with better situational awareness. It cuts search time for the responding deputy and allows more patrol investigative time.

According to Lieutenant T and Lieutenant S (personal communication, April 2026), some of the programs used and integrated into Fusus are FLOCK safety cameras, vigilant, unmanned aircraft system (UAS), unmanned ground systems, Verkada systems, project NOLA camera system, computer aided dispatch (CAD), body/unit cams, artificial intelligence, and idiCORE. All of these systems and equipment are utilized or can be requested for use by law enforcement personnel. Another aspect of Axon Fusus is geospatial awareness. Axon indicates that Fusus uses a real-time map interface with device and alert overlays, allowing users to see locations, alerts, and video connections together. This is especially useful in dynamic situations where location matters as much as the video itself. For example, command staff can track an officer’s global positioning, view nearby cameras, and observe alerts from license plate readers (LPRs) or sensors in the same workspace.

Axon Fusus provides the ability to integrate those views to better support dispatch decisions and more precise coordination, both interdepartmental and across agencies, during emergencies. According to Axon (2024) the system also includes communication and alerting features. The product guide references in-platform communication through chat and alerts, while the mobile app allows users to view live device locations, alerts, and livestreams on the move. These features extend the platform beyond passive monitoring and make it more useful for active operations in the field. Because the platform is cloud-based, it can also support remote access from multiple locations rather than being tied to a single control room.

Law enforcement agencies depend on trust, visibility, problem-solving, and communication between officers and the people they serve.  According to Axon (2024), for law enforcement, the importance of Axon Fusus lies not only in faster response, but also in the manner it supports collaboration with residents and businesses through voluntary camera sharing

and camera registration programs. Axon Fusus supports those goals by allowing agencies to build a shared public-safety picture that includes city cameras, business cameras, privately owned cameras, and other connected sources, while keeping participation voluntary and permission-based. In practice, this means officers can get a clearer view of what is happening before they arrive, while community members remain in control of whether and how their cameras are shared.

Law enforcement agencies are often tasked with preventing crime, improving neighborhood relationships, and responding to quality-of-life issues. In my, Lt. E. Jones’s, division, Community Policing, we are often tasked with investigating blight properties, and complaints of unauthorized shelters on public property inhabited by unsheltered people. Fusus can strengthen those efforts by helping officers identify patterns, verify calls for service, and locate relevant footage without spending hours canvassing door to door before, during, or after an incident. That efficiency matters because community policing is not only about enforcement; it is also about being visible, responsive, and present in ways that build public confidence.

 Organizational Change Battle Plan

According to Axon (2024), Axon Fusus has the ability to combine video and data on a single map-based platform, giving command staff and field officers a common operational picture. This technology reduces the time spent switching between systems and searching separate camera databases, which can be especially useful when handling a blight property complaint, a missing person case, a suspicious person report, or a neighborhood disturbance. It’s also helpful when developing community service events. Harrington (2017) stated, “no single thing can change without influencing the entire system.” The platform’s “single pane of glass” approach allows users to see multiple connected feeds at once and make quicker decisions. This

faster resolution can reduce anxiety and tension in the neighborhood because residents see that incidents are being addressed promptly and professionally. This system has been used in the security efforts of making sure the state fair in Baton Rouge was secured, or a grand opening of a place that will have a large crowd and dignitaries was secured before, during and after the event.

Axon Fusus is marketed for several public safety settings, with real-time crime centers being one of the clearest cases. The platform is also described as useful in corrections settings, where a single operations center can access live and recorded video from multiple facilities

through one interface. That flexibility makes the system relevant not only for urban policing but also for detention environments and other security operations.

Axon (2024) claims that the platform’s cloud approach can also reduce the need for expensive on-premises upgrades. Axon says Fusus can work with existing cameras and head-end equipment, using CORE devices to connect systems rather than replacing everything outright. In corrections, the company claims that many facilities can run hundreds of cameras on a single cellular connection, which shows how the platform is built to lower bandwidth and infrastructure barriers. For agencies with limited budgets or aging systems, that phased deployment model may be especially attractive.

 Community Trust and Transparency

For law enforcement agencies, the most important benefit may be that Axon Fusus can be implemented in a way that emphasizes consent, transparency, and local partnership. Long (2017) stated, “credibility creates the foundation for all leadership activities and endeavors. It will determine whether you are successful.” Community Connect is a voluntary program in which residents and businesses choose whether to register or share their cameras, and access is governed by permission and logged use. This allows businesses to set parameters of access. For example, their cameras will only be accessible if 911 is activated. It can be activated by a panic

alarm feature that allows automatic activation of Axon Fusus. Schools will have an SOS feature for school incidents such as active shooters or violent disturbances on the campus. It also integrates a mapping system that allows ISU to see the incidents in real-time. That design helps

address a major concern in public safety technology which is the fear that surveillance will feel intrusive or one-sided.

According to our experiences, trust and transparency work best when people believe law enforcement personnel are partners rather than distant authorities. A voluntary camera registry can make it easier for officers to know which homes or businesses may have useful footage after

a crime, saving time and reducing frustration for both officers and residents. At the same time, the community keeps control over access, which helps preserve trust and supports the legitimacy of the policing effort.

At the same time, systems like Axon Fusus raise legitimate policy and governance questions. Because the platform can integrate public and private camera feeds, agencies must consider privacy, access control, retention, and oversight carefully. Public interest groups have also criticized the broader trend of law enforcement integrating private surveillance cameras into real-time monitoring networks. That means the success of Axon Fusus depends not only on technical performance but also on whether agencies establish clear rules for use, transparency, and accountability.

Proactive Communication

Law enforcement agencies often operate with limited personnel, so any tool that saves time can have a meaningful impact. Axon Fusus can reduce the need for manual camera searches, repeated phone calls, and broad neighborhood canvassing by helping officers quickly locate relevant video sources in a specific area.  Nash (2017) stated, “the highest ideal of law enforcement is to bring peace out of disorder. To bring harmony out of disharmony.”  That efficiency allows officers to spend more time on proactive engagement, problem-solving, and follow-up with residents. According to Axon (2025), that coordination can help officers manage events in a calmer, more informed way, which may improve both outcomes and public perceptions of professionalism. Imagine this technology coupled with a first responder UAS

during a mall shooting. Not only would you see the real-time drone footage, but you would also see the location of the drone which would provide responding law enforcement with exact GPS

location of the incident and /or violator if detected, in one view of the Axon Fusus mapping system.

An obvious benefit of Axon Fusus is speed. By unifying live video, alerts, dispatch data, and field information, the platform can shorten the time between a signal and a response.  It can also improve collaboration because officers, dispatchers, and command staff can work from the same operational picture. In environments where seconds matter, that kind of shared awareness can improve decision-making and may increase the effectiveness of limited personnel.

A second benefit is modernization without total replacement. Axon emphasizes that Fusus can preserve prior investments and allow phased rollouts by site, division, or region. That reduces disruption and helps agencies update their systems gradually rather than taking on a

costly full-scale conversion. For organizations that already own cameras, sensors, and related tools, this compatibility can be one of the system’s main strengths.

Community Leadership and Implicit Bias

Any technology used in law enforcement must be handled carefully. Axon Fusus is no exception to that ideology. According to Police 1 (2025), even though the platform is designed around voluntary sharing and configurable permissions, agencies still need policies for access,

retention, auditing, and oversight. Without those safety guard rails, the same system that supports trust could create concerns about surveillance, misuse, or unequal monitoring.  EBRSO has a strong policy that pertains to the access and usage of this type of technology.  As a leader, is important to build an alliance with the community in order to solve problems.  This approach enhances quality of life for all citizens within our communities.  Snyder (2017) stated, “the servant leader is not motivated by money, prestige, or singular recognition. He or she is motivated by the opportunity to serve.”

According to Axon (2024), law enforcement agencies should pair Axon Fusus with clear public communication. Residents should understand what the platform does, what it does not do, who can access footage, and under what conditions footage is reviewed. When agencies are transparent about those rules, Axon Fusus becomes less of a surveillance tool and more of a community coordination tool.

Progressive Leadership in Technology

The future of law enforcement is bright. A healthy demand to embrace technology in law enforcement should be at a premium. This requires a progressive form of leadership who is able to be a catalyst for these advancements, taking into consideration risk management as well as maintaining positive organizational morale.  Long (2017) stated, “we are all potential change

agents.  To change those around us, we must first go through the process of developing moral power.”  We must embrace the possibility of technology becoming voice activated in the

form of augmented reality. According to Axon (2025), this will help deputies/officers to be more hands free yet closely connected to the electronic resources at their disposal. This can be accomplished by providing deputies/officers with headsets that have heads-up displays for navigation, suspect identification, and real-time information. Voice activation allows the deputies/officers to stay in the moment, head forward, eyes focused on dealing with the public, driving a unit, and solving a crime.

Another aspect of futuristic advancement of technology in law enforcement is artificial intelligence generated predictive analytics. This is the process that uses statistical algorithms and historical data to identify the likelihood of future outcomes. Technology, such as Axon Fusus, could not only compile the information from several platforms, but also have the ability to

predict the next possible location of a burglary ring, car theft ring, armed robbery occurrences, etc. This could also be used to predict where a suspect would strike next, the location where it would happen, the time frame when it happens, most common entry/exit point, how many people may be present, weapon involvement, threat level, etc. This transitive information could be used

in every division with a request to ISU.  Digital forensics and cyber security are another level of future advancement. While policing becomes more digital, agencies need to insulate themselves against cyber-attacks and protect the information stored in the cloud database.

Discussion Points Concerning Future Advancements

Concerning Public Trust: How much privacy are citizens willing to sacrifice for safety?

• How will the agency explain the purpose and limits of each piece of technology?
• What data will be collected, who can access it, and how long will it be retained?
• How will the agency provide oversight and public reporting to maintain accountability?

Concerning Training: What training and competency standards are required to ensure technology is used safely, legally, and consistently across divisions?

• What skills must operators and supervisors demonstrate before using the technology?
• How will training reinforce sound judgment about when to use or not use technology?
• How will the agency train and enforce legal, ethical, and privacy expectations?

Concerning Agency Policy: What policy structure is needed to govern deployment, documentation, data handling, and accountability as capabilities advance?

• Does policy clearly define approved uses, prohibited uses, and required approvals?
• What documentation and supervisory reviews are required for each piece of technology?
• How will the agency manage evidence, retention, and cybersecurity risk?

Concerning Finances: How can agencies plan, fund, and sustain technology programs without undermining other core public safety priorities?

• What is the total lifecycle cost to buy, maintain, and replace technology?
• How will the agency fund evidence storage, redaction, and records-request workload?
• What measures will show the technology is worth ongoing investment?

Law Enforcement Leaders Looking Forward:  What Now?

            As leaders in law enforcement now, preparing for the future and integration of even greater technological advancements is important.  This will require a subsystem of deep change.  The years of figuring things out as we go or creating policies when needed are over.  To make deep, lasting changes, leaders must build a culture and organizational structure that evaluates technology before it is deployed, not after it becomes controversial.  This includes clearly defining the operational purpose for any new tool, establishing policy and training standards, and assigning ownership for oversight, audits, and accountability when the technology fails, is misused, or creates unintended consequences.  Leaders must also be transparent with the community by proactively sharing what the technology is, when it will be used, what data is collected, how long it is retained, who can access it, and how the public can raise concerns, if some should arise.  Just as importantly, agencies should invite community input through structured engagement (such as advisory groups, public listening sessions, and policy review) so that implementation reflects community values and procedural justice principles.  Finally, leaders must measure impact, publish outcomes when appropriate, and be willing to pause, revise, or

discontinue a technology when it undermines credibility or fails to deliver public safety value.  These actions move agencies from simply adopting technology to responsibly governing it, strengthening trust while remaining prepared for the next wave of innovation.

References

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Recruitment and Retention within Law Enforcement

Team Wolves

Lieutenant Billy Thomas, Livingston Parish Sheriff’s Office

Lieutenant Markus C. Sylvester, East Baton Rouge Sheriff’s Office

Lieutenant Lonnie Senior, Saint Charles Parish Sheriff’s Office

National Command and Staff College

Session #35

May 8^th, 2026

Abstract

Recruiting and retaining personnel in law enforcement is an increasingly critical challenge faced by agencies worldwide. Shifts in public perception regarding law enforcement have led to heightened scrutiny, potentially deterring prospective recruits. Additionally, the competitive job market offers numerous appealing alternatives for individuals seeking service-oriented careers, often in the private sector, which may provide comparable compensation without the inherent risks associated with policing. Furthermore, the demanding work environment of law enforcement, characterized by exposure to violence, high-stakes decision-making, and community pressures, contributes to burnout and job dissatisfaction among current personnel. To address these issues, law enforcement agencies must adopt effective recruitment strategies, including enhanced community engagement to improve public perception and thereby attract a diverse and committed workforce, while simultaneously implementing retention programs that support officer well-being and job satisfaction. This Capstone project will highlight approaches to recruiting and retention and provide solutions to both.

Introduction

Recruitment and retention must remain central priorities for law enforcement leadership. Across the profession, agencies are experiencing a decline in the number of qualified applicants while simultaneously facing increased attrition among experienced personnel (Orrick, 2018). This imbalance has created staffing shortages that impact operational effectiveness, officer safety, and public trust.

In Louisiana, these challenges are further complicated by economic limitations, disparities between rural and urban agencies, and shifting societal expectations of policing. Agencies must not only attract qualified candidates but also retain them long enough to justify the substantial investment required to train and develop personnel (Meade, 2016).

Recruitment and retention are not independent processes but are deeply interconnected. Hiring individuals who align with an agency’s culture, values, and mission increases the likelihood of long-term retention (Therwanger, 2017). At the same time, organizational initiatives such as wellness programs, leadership development, and career advancement opportunities play a critical role in sustaining a stable workforce.

This paper explores the challenges of recruitment and retention within Louisiana law enforcement. This research will propose strategic solutions grounded in leadership, organizational culture, and workforce development.

Purpose of the Capstone Research

The purpose of this capstone is to take a closer look at the ongoing challenges surrounding recruitment and retention in law enforcement. Many agencies are dealing with fewer applicants, higher turnover, and increasing difficulty keeping experienced personnel. These issues impact not only staffing levels but also morale, effectiveness, and the ability to serve the community.

This research will explore why people choose not to enter the profession, and why others leave it. It will examine factors such as pay, work-life balance, leadership, stress, public perception, and generational differences in the workforce. The goal is to better understand what today’s workforce is looking for and where agencies may be falling short.

The project will also highlight strategies that are working, including examples from agencies in Louisiana, to show what can realistically be applied at the local level. By comparing different approaches, the research will identify practical ways for agencies to improve their recruitment, hiring, and retention of personnel.

In the end, this capstone aims to provide real-world recommendations that leaders can use to strengthen their workforce, improve retention, and build a more stable and effective organization.

Significance of the Capstone Topic

This topic matters because staffing is the backbone of any law enforcement or public safety agency. If agencies cannot recruit or retain good people, everything else suffers, including response times, officer safety, morale, and the overall quality of service to the community.

Right now, many agencies across the country, including in Louisiana, are feeling the pressure from fewer applicants and more people leaving their jobs. When experienced officers walk away, they take years of knowledge and leadership with them. At the same time, fewer recruits are coming in to fill those gaps. That puts more stress on the officers who are staying, which can lead to burnout and even more turnover.

This topic is also important because the workforce is changing. What attracts people to a career and what keeps them there has changed. Factors like work-life balance, leadership, agency culture, and public perception of the profession all play a larger role now.

Looking at recruitment and retention helps agencies figure out what is working, what is not, and what needs to change. In the end, this research is important because it focuses on how agencies can stay strong, keep good people, and continue to serve their communities effectively.

Literature Review

Recruitment Strategies

Successful recruitment in law enforcement is possible today. However, it requires effort, experimentation, and a commitment to continuously improving the recruitment process in law enforcement agencies. This plays a pivotal role in ensuring the safety and security of our communities. In recent years, there has been a growing emphasis on the need for a more diverse and inclusive police force that can better understand and represent the communities they serve. We will analyze law enforcement agencies' current recruitment strategies and evaluate their effectiveness in attracting diverse, qualified candidates.

Community Leadership in Recruiting

Community outreach and engagement programs, partnerships with educational institutions, social media workshops, cultural competency, and diversity training show promise. However, the effectiveness of these strategies heavily relies on broader efforts to address systemic issues within law enforcement, improve community perceptions, and combat educational disparities. If the community perceives the police force as unresponsive or untrustworthy, recruitment efforts may yield limited results. Building trust and credibility with these communities takes time with concerted efforts beyond recruitment campaigns (Gabliks, 2018). Historical and systemic issues within law enforcement can deter qualified candidates from diverse backgrounds. High-profile cases of police misconduct and brutality can create negative perceptions that are difficult to overcome through recruitment strategies alone. Addressing these issues through police reform and cultural changes within agencies is essential for attracting diverse candidates (Gabliks, 2018). While educational partnerships can increase visibility and attract candidates, there may be disparities in access to quality education across different communities. Addressing this disparity is crucial in creating a level playing field for candidates from various backgrounds. Despite diversity training, unconscious biases can still influence recruitment decisions.

Agencies must continuously evaluate their processes to ensure they do not inadvertently exclude qualified candidates because of biases related to race, religion, color, creed, gender, or other factors. Current recruitment strategies adopted by law enforcement agencies show progress in this area. Most agencies require their officers to complete annual ethics training and provide additional training that targets awareness of this type of bias.   

Community engagement, educational partnerships, online presence, and diversity training are steps in the right direction. A more comprehensive approach to diversity and inclusion is essential to create a police force that reflects. This allows you to understand the diverse communities it serves, fostering trust and building stronger relationships between law enforcement and the public.

Transformational Leadership

The leadership style that most complements diversity in recruiting is the Transformational Leadership Approach. This style inspires people to exceed expectations by fostering an environment of collaboration and support. Dr. Anthony Normore (2017) describes this leadership approach as follows: “a need to understand and adapt to the needs and motives of our followers.”  

By educating recruiters and police officers about the importance of diversity and inclusion, they aim to create an environment that values and respects candidates from different cultural backgrounds. This strategy also helps identify potential biases in the selection process, ensuring a fair and inclusive evaluation of candidates.

Emotional intelligence is crucial, the ability to understand and manage your own emotions while also recognizing and responding to others. In law enforcement recruitment, it plays a big role in how agencies connect with applicants and choose the right people for the job.

Recruiters who show emotional intelligence create a better experience for candidates. Instead of making the process feel cold or overly formal, they communicate clearly, listen, and treat applicants with respect. That kind of interaction can influence whether someone chooses your agency over another, especially in a competitive hiring environment.

 Recruitment Through Outreach

            One of the recruitment strategies utilized by law enforcement agencies involves community outreach and engagement programs. These initiatives build trust and connections with diverse communities by participating in community events, job fairs, and workshops. The idea is to portray the police force as an inclusive, understanding entity that encourages qualified candidates from diverse backgrounds to consider a career in law enforcement. Law enforcement agencies have started partnering with educational institutions, including colleges and universities, to promote careers in policing. These partnerships often include internship programs, campus recruitment drives, and scholarships for aspiring candidates. By targeting students from diverse backgrounds, agencies aim to attract young talent and foster long-term diversity within the force.

According to Eriks Gabliks in his Police One article titled 3 Winning Recruitment Strategies for Police Agencies, law enforcement agencies have recognized the importance of maintaining a robust online presence in today's digital age. They use social media platforms, dedicated career websites, and online job portals to reach a wider audience and engage with potential candidates. This approach aims to provide transparent information about the application process, requirements, and benefits of a career in law enforcement, thereby encouraging qualified individuals from diverse backgrounds to apply (Gabliks, 2023).

Authentic Leadership

Authentic leadership, rooted in Leadership Theory, focuses on being real, transparent, and consistent in how leaders communicate and operate. In law enforcement recruitment, this approach is increasingly important as agencies compete for qualified candidates in an environment where trust and credibility matter.

Today’s applicants want more than just a paycheck; they want purpose and leadership they can believe in. Agencies that practice authentic leadership are more effective because they present an honest view of the profession. This includes both the rewards, such as serving the community, and the challenges, like stress, long hours, and public scrutiny. Being upfront helps attract candidates who are prepared and committed.

Authentic leadership also ensures that what is promised during recruitment matches the actual work environment. From an Organizational Behavior perspective, employees are more likely to stay when leadership is consistent and trustworthy. If agencies promote wellness and support, those values must be visible in daily operations, or retention will suffer.

Using real officer experiences in recruiting also builds credibility and helps applicants better understand the job. In the end, authentic leadership strengthens recruitment by aligning messaging, culture, and community trust.

In a place like Louisiana, where relationships, reputation, and word-of-mouth still carry significant weight in law enforcement circles, authentic leadership is not just a theory; it is a culture within operations.

Social Media in Recruiting

Another powerful recruitment strategy is to leverage mainstream social media platforms to capture the attention of younger generations, as digital engagement has become a dominant trend in recruiting. According to a 2019 study by the International Association of Chiefs of Police, many agencies have expanded their online presence by developing dedicated recruitment websites separate from their primary agency pages. These platforms allow agencies to clearly outline employment requirements, testing dates, and upcoming recruitment events while also providing a centralized location for frequently asked questions.

The implementation of a dedicated recruitment website enhances transparency and improves communication throughout the hiring process. It also reduces the administrative burden on human resources personnel by proactively addressing common applicant inquiries. Beyond websites, recruitment teams must strategically develop digital content, including billboards, social media campaigns, newspaper advertisements, and recruitment videos, that accurately reflect the agency’s culture and the diversity of the communities they serve.

The use of modern technology is essential in presenting this information effectively. Highlighting key benefits such as competitive salaries, health insurance, retirement plans, and career advancement opportunities within job postings can significantly increase applicant interest. Additionally, emphasizing ongoing training and professional development reinforces the idea that law enforcement is not merely a job, but a long-term career with opportunities for growth, specialization, and leadership.

 

Factors Influencing Officer Retention

Officer attrition and retention are critical, complex issues for most law enforcement departments across the U.S. Some officers leave the profession through early retirement. In contrast, others abandon the profession early on altogether (Davis, 2023). This issue should not be overlooked and must be addressed internally with departments. Most departments and their leadership personnel have failed senior officers and employees by falling behind in this area. Senior leaders should become more progressive and willing to listen to employees' needs (Davis, 2023). While every department faces unique issues, some are consistent across the profession. Departmental culture and reputation can play a massive factor in internal recruiting. Culture and reputation are often directly linked to the quality of leadership and decision-makers within departments, shifts, or units (Davis, 2023). Politics and trending issues within a state, community, or department can discourage officers and cause them to seek a new career. Some political issues can be addressed internally, but many significant issues need more departmental control or influence. More significant issues usually affect everyone in law enforcement across the U.S. (Davis, 2023). To counter this current trend, departments must identify and address it as a significant need. Furthermore, develop long-term strategies that enable flexibility for sustained sustainability.

Compensation is an evolving topic throughout the law enforcement community. In recent years, competitive salaries have been hindered by nationwide inflation. Law enforcement departments must be aware of this and maintain flexibility to compensate their current employees adequately. The rise in day-to-day expenses necessitates cuts into every employee's budget. Officers seek an opportunity to make fair compensation while maintaining a balanced home life. The current rise in inflation in ordinary prices is highly volatile. High fuel prices can strain budgets and affect overtime pay if not properly planned for. Inflation affects the cost of vehicles, technology, and other resources needed to run and maintain effective and efficient departments.

Organizational culture can lead to departmental success or a downturn toward steady decline or future failure. Leadership and career development often set the tone for a department's culture. Solid and authentic leaders are more likely to listen, be open-minded, and be willing to be flexible to an ever-evolving workforce. Those leaders understand themselves and their subordinates and lead by setting a solid example. Authentic leaders are genuine to their values and beliefs. Authentic leaders are confident and strong. These leaders are highly valued and add value to a department's culture. According to Gordon (2019), "When all employees are free to express who they truly are because an authentic leader models the behavior, a truly inclusive culture is achieved.” Leadership development is a crucial component in building a strong and sustainable culture.

Ultimately, hard-working, knowledgeable, satisfied, and optimistic officers and employees form a strong culture within a department. Strong officers want to be challenged with diverse work experiences and to see a path for growth.

The Challenging Environment of Law Enforcement

            The challenging work environment that law enforcement officers face greatly hinders their ability to recruit and retain them nationwide. The day-to-day reality of police work encompasses various challenges that can be both physically exhausting and mentally taxing. The working environment within law enforcement is marked by unpredictable scenarios, high-pressure encounters, and the immense responsibility of ensuring public safety.

            A prominent feature of police work is the unpredictability of daily interactions. Officers may find themselves in situations that can rapidly evolve, ranging from typical traffic stops to critical incidents involving armed individuals. This need for constant vigilance leads to heightened stress, as officers often must make swift decisions with significant consequences for their own safety and that of others involved.

            The stakes in law enforcement can be alarmingly high. Officers are frequently exposed to dangerous situations, requiring them to manage not only their own safety but also the safety of civilians. The potential for violent confrontations adds a layer of intensity to their daily routines, increasing psychological stress. Moreover, such encounters can leave lasting emotional scars, making it crucial for police departments to provide mental health support for their personnel.

            Law enforcement often requires officers to work irregular hours, including nights, weekends, and holidays. This challenging schedule can disrupt personal lives and affect mental well-being, leading to issues like fatigue and burnout. Furthermore, the physical demands of the job, including pursuing suspects or managing crowd control, can exact a toll on officers’ health over the long term.

            The work environment of law enforcement is multifaceted and challenging, characterized by unpredictability, high-stakes encounters, and rigorous physical and mental demands. Recognizing and addressing these pressures is essential to supporting the recruitment and retention of law enforcement officers.  

Deputies Wellness Programs and Their Impact on Recruitment and Retention

Proactive officer wellness programs are no longer optional; they are a strategic necessity for law enforcement agencies seeking to recruit, develop, and retain high-quality personnel. In an era marked by declining applicant pools and increasing attrition, agencies that fail to prioritize wellness risk undermining both operational effectiveness and long-term leadership development. Without a steady influx of qualified candidates, agencies face significant challenges in succession planning and organizational continuity.

As noted by Erickson (2023), the law enforcement profession is currently experiencing a generational crisis in recruitment and retention. Many urban jurisdictions across the United States are grappling with critical staffing shortages, which in turn contribute to increased workloads, officer burnout, and diminished service delivery. Within this environment, wellness programs serve as a key differentiator. Agencies that visibly invest in the physical and psychological well-being of their personnel are more likely to attract candidates who value organizational support and long-term career sustainability.

Wellness initiatives also play a decisive role in retention. Rhodes (2024) emphasizes that comprehensive wellness programs enhance officers’ physical health, mental resilience, interpersonal relationships, and overall job satisfaction. These outcomes foster a sense of belonging and organizational loyalty, both of which are critical in reducing turnover. When officers perceive that their agency is genuinely invested in their well-being, trust in leadership increases, and commitment to the organization strengthens.

Despite these benefits, officer wellness has historically been underprioritized in public safety. A reactive approach, addressing issues only after they manifest, has proven insufficient. Instead, agencies must adopt a proactive, systems-based model of wellness that integrates both physical and mental health strategies. Physical wellness initiatives may include fitness programs, health screenings, nutritional guidance, and opportunities for on-duty exercise. Mental wellness efforts should encompass access to employee assistance programs, peer support networks, mental health education, and confidential counseling services. Importantly, these initiatives must be normalized within agency culture to reduce stigma and encourage participation.

The impact of wellness programs extends beyond internal organizational outcomes. Officers who are physically healthy and psychologically resilient are better equipped to engage in effective decision-making, emotional regulation, and procedural justice. This has direct implications for community relations. Increasingly, agencies are recognizing the connection between officer wellness and outcomes such as reduced use-of-force incidents and improved de-escalation practices. Specialized units such as crisis intervention or critical incident response teams- reflect this shift, emphasizing training in communication, empathy, and problem-solving rather than enforcement alone.

For agencies in Louisiana, where many departments face resource constraints and recruitment challenges, investing in officer wellness is particularly critical. A strong wellness framework not only enhances officer performance and satisfaction but also strengthens community trust in a region where law enforcement legitimacy is continually scrutinized. Ultimately, agencies that institutionalize wellness as a core organizational value position themselves for long-term stability, improved morale, and a sustainable pipeline of future leaders.

Personal/Professional Experiences with Recruitment and Retention

In the region of Louisiana, where all team members work, one department just received a significant pay rise. That department is the Baton Rouge Police Department. The Baton Rouge Police Department now has the highest starting salary in Louisiana. According to the Baton Rouge Police recruiting website, a new police officer will be paid $58,000.00 while in the academy and can earn up to $71,542.00 after their first year (2026). This has caught the attention of many officers and deputies in the area, including our home departments. As a result, our home agencies are being forced to adjust their budgets to allocate more funds to employee salaries. If not, they are at real risk of losing employees and of understaffing, which puts the public and other employees in danger.

An issue affecting the Livingston Parish Sheriff’s Office is the loss of personnel to the East Baton Rouge Sheriff’s Office. The East Baton Rouge Sheriff’s Office is a larger agency with more advancement opportunities. It also offers pay incentives for lateral officers. Over the past few years, Livingston Parish has lost several deputies to the East Baton Rouge Sheriff’s Office due to a lack of advancement opportunities within the department. Those deputies were assigned to specialized divisions and paid higher salaries, all while still residing in Livingston Parish.

Conclusion

When the leader’s focus is on retaining a sworn officer, creating a highly functioning agency with an established culture is the first step. After focusing on bringing in new members who fit the agency's mold, the agency should also have a quality wellness program and a focus on succession planning to create an environment where members want to stay and grow with the agency.

Succession planning allows for the established culture to continue even when leadership changes. Because of the upfront costs of outfitting and training a new member, retaining new members helps leaders balance their budgets and allocate funds to other projects. Familiarity with agency members leads to community trust. When you combine the growth of community trust, increased funding for additional programs, and a strong brand built on retention, the difficulty of finding quality recruits will decrease.

References

• Baton Rouge Police Department. (2026). https://geauxbrpd.com/police-officer/.
• Davis, K. (2023). Emerging recruiting and retention challenges in public safety. The Leadership Key. https://www.clickorlando.com/news/national/2023/04/07/study-seeks-to-understand-police-recruiting-and-retention
• Erickson, S. (2023). Addressing the challenges of recruiting and retention in law enforcement. America First Policy Institute. https://americafirstpolicy.com/issues/addressing-the-challenges-of-recruiting-and-retention-in-law-enforcement
• International Association of Chiefs of Police (n.d.). The state of recruitment: A crisis for law enforcement. https://www.theiacp.org/sites/default/files/239416
• Meade, B. (2016). Recruiting, selecting, and retaining law enforcement officers. National Policing Institute. https://www.policinginstitute.org/onpolicing/recruiting-selecting-and-retaining-law-enforcement-officers
• Normore, A. (2017). Approaches to leadership Module 2, Learning Area 1. National Command and Staff College.
• Orrick, W. (2018). Recruitment, retention, and turnover of law enforcement personnel.  
• International Association of Chiefs of Police. https://www.theiacp.org/sites/default/files/2018-08/BPRecruitmentRetentionandTurnover.pdf
• Rhodes, S. (2024). Officer wellness. National Command and Staff College.
• Therwanger, E. (2017). Think great. Module 6, Learning Area 1. National Command and Staff College.
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