Session # 027 & Session #028, Orange Beach Police Department, AL

 

Implementation of an Officer Resiliency Program

SAC John Scott, Drug Enforcement Administration

Sergeant Ben Causland, Lee County Sheriff’s Office

Sergeant Brandon Perdue, Foley Police Department

National Command and Staff College

Session # 028

January 24, 2025
Top Capstone Winner

Abstract

The well-being of law enforcement officers is critical for effective policing and public safety, especially as they face rising levels of stress, trauma, and danger. The implementation of an Officer Resiliency Program is necessary in combating mental health issues, addiction, and the alarming rates of suicide within the profession. These programs provide essential resources such as mental health training, counseling services, and peer support, aiming to foster a culture that prioritizes officer wellness and reduces stigma around seeking help. Leaders in law enforcement agencies can enhance officers ' resilience and improve community relations with comprehensive strategies, including regular mental health checks and commitment from the administration. By investing in officers' mental health, leaders within law enforcement agencies can ensure a more effective force capable of managing the complexity of modern policing, benefiting both officers and the communities they serve.

Introduction

The well-being of law enforcement officers is a necessary element of effective policing and community safety. In recent years, the challenges faced by officers have grown increasingly complicated, exposing them to high levels of stress, trauma, and danger on a daily basis (Christopher et al., 2020). These pressures can lead to serious issues, including addiction and a tragically high rate of suicide among those in law enforcement. Implementing an Officer Resiliency Program is not only timely but crucial for boosting mental health and promoting long-term wellness within law enforcement agencies.

            Resiliency programs provide law enforcement officers with the resources and support they need to cope with the exceptional demands of their occupation effectively. By equipping officers with tools for resilience—such as mental health training, peer support systems, and access to counseling services—a resiliency program aims to create a culture that prioritizes well-being and addresses the stigma often associated with seeking help. Recognizing the signs of stress and promoting healthy coping mechanisms within the force can make a significant difference in reducing incidents of addiction and suicide, ultimately improving both officer effectiveness and community relations (Moreno et al., 2024). A strong Officer Resiliency Program represents a necessary investment in the most valuable asset of any law enforcement agency: its people

     The Need for Resiliency Programs in Law Enforcement

The need for resiliency programs in law enforcement agencies has become increasingly evident in recent years as officers face mounting pressures from their roles. The nature of police work often involves exposure to traumatic events, high-stress situations, and public scrutiny, all of which can lead to emotional and psychological strain. As a result, many law enforcement officers experience symptoms of burnout, anxiety, and even post-traumatic stress disorder (PTSD). Therefore, implementing comprehensive resiliency programs is essential not only for the well-being of officers but also for the overall effectiveness of the agency (Christopher et al., 2020).

            Resiliency programs aim to provide law enforcement officers with the tools and coping methods necessary to navigate the challenges inherent to their profession. These programs can include training in stress management, mental health resources, peer support systems, and access to counseling services. By cultivating a culture that prioritizes mental health, agencies can help reduce the stigma surrounding seeking help and encourage open discussions about emotional struggles among officers (Janssens et al., 2018). This proactive approach improves individual officer resilience and can improve team dynamics and the agency's image in the public's view.

            Resiliency programs can lead to better community relations. Mentally and emotionally stable and supported officers are more likely to engage positively with the community, leading to improved interactions and a greater sense of trust between law enforcement and the public. When leaders in these law enforcement agencies prioritize the mental wellness of their personnel, it reflects their commitment to serving the community holistically (Moreno et al., 2024). Adopting strong resiliency programs is an investment in officers' health and a strategic move toward building a more substantial and effective law enforcement agency to serve better and protect the community.

Police and Addiction

Addiction within law enforcement agencies is an increasingly concerning issue that impacts not only the individuals involved but also the communities they serve. Law enforcement officers are often exposed to high-stress situations, traumatic events, and uncommon pressures that can lead some to seek alleviation through substance abuse. According to a recent study, "Research suggests that alcohol use, in particular, is a concern for officers. It is often viewed as a common way for law enforcement officers to bond. In one study, surveyed officers said their top reasons for drinking alcohol were to relax/relieve tension and to celebrate" (Lautieri, 2024, para. 1). Alcohol is frequently used as a coping mechanism, as it can temporarily ease the burdens of long hours, trauma, and the mental toll associated with the job. Unfortunately, this can spiral into dependence and addiction, compromising an officer's ability to perform their duties effectively and safely.

The stigma surrounding addiction in law enforcement can create a culture of silence, making it difficult for officers to seek help on many issues, such as post-traumatic stress disorder. In a recent survey conducted, there were around 11% of law enforcement officers reported having PTSD (Lautieri, 2024). Many fear that admitting to having a problem might threaten their careers or lead to disciplinary actions. This can result in a hesitation to engage with available resources, further entrenching the issue. Also, the ramifications of addiction within law enforcement extend beyond the individual officer; they can deteriorate public trust, damage community relations, and reduce the overall effectiveness of law enforcement efforts. Law enforcement agencies must prioritize mental health resources, cultivate an environment of support, and actively address the stigma surrounding addiction to mitigate this imperative issue.

Suicide within Law Enforcement

The diminishing effects on mental health that come from the stressors within law enforcement is a concern that has been prevalent throughout the history of the profession. According to an article published by the Addiction Center in 2019, suicide is so prevalent in the profession of law enforcement that the statistics of officers who died by means of taking their own life is more than triple than that of officers who were fatally injured in the line of duty (Hilliard, 2019). A major factor that plays a role in these statistics is a combination of the ongoing stressors that our law enforcement officers face daily. These officers see the very worst of people from altered mental status, horrific motor vehicle accidents, domestic abuse attacks, and death scenes. Blue H.E.L.P. (Honor. Educate. Lead. Prevent.), a national nonprofit organization, has maintained a comprehensive data on officer suicide at a national level since the early 2000’s. The organization has recorded more than 600 officer suicides between the time frame of January 2016 and August 2019 (P.E.R.F., 2019). During a study that was completed in 2018, 167 police officers took their own lives (Hilliard, 2019). Another study conducted in 2022 showed that suicide was the leading cause of death for law enforcement, as 171 officers took their own lives during that year (Justice Matters, 2023).
            As previously stated, police officers deal with some of the most horrific scenes of any other profession in practice today. They are most often the first personnel on the scene of accidents that may involve dismemberment or death of an adult or child; domestic scenes where women and/or children are badly beaten or deceased; or altered mental status scenes where an individual exhibits chaotic or aggressive behavior that may very well result in the officer taking that person’s life. In many of these incidents, officers attempt to provide life-saving measures until medically trained personnel can arrive. There are times when these life-saving measures are not successful, resulting in the officer witnessing death actively taking place. Dealing with the stressors of these incidents often leads to various substance abuse, such as abuse of prescribed medication, alcohol, and many other combinations. Factoring in the risk of substance abuse along with depression, post-traumatic stress disorder, and other mental health decline can very well lead down a dark road that sometimes results in an officer taking their own life. One of the major factors to consider with law enforcement is that they have readily access to firearms. Individuals who choose firearms as the method of suicide are more likely to be successful over other methods, such as an overdose. According to Dr. Jerry Reed, Senior Vice President at the Education Development Center, “Approximately 90 percent of suicides attempted with a gun end in death, compared to only 10 percent of suicides attempted by all other means combined,” (P.E.R.F., 2019 – para. 4).
            To lower the number of officer suicides, first line supervisors must focus on their people and pay close attention to their everyday interactions with one another. In any agency or organization, it is the duty of the first line supervisor and fellow shift officers to keep a check on each another. It is their job to bring attention and aid when they see a fellow officer showing signs of frustrations, depression, or troubled thoughts. Watching for red flags like sudden temperament changes, changes in diet, consistently showing up to work tired, and so on to name a few. The Bureau of Justice Assistance National Suicide Awareness for Law Enforcement Officers Program has created various training to help aid in the betterment of officer mental health as well as prevention methods for helping to recognize the red flags and preventing suicide. This training is funded through the Bureau of Justice Assistance Initiative Program intitled, Officer Robert Wilson III Preventing Violence Against Law Enforcement Officers and Ensuring Officer Resilience and Survivability Initiative (Justice Matters, 2023). This program has become recognized widely as the VALOR Initiative. The VALOR Initiative provides various education and training to agencies at no cost. The program conducts research for a better understanding of how to help officers improve their mental health by providing resources, partnerships, and innovative new skills to help officers understand pitfalls and cope with the feelings that may very well lead to ideations of suicide. The VALOR program is consistently studying the events that take place in law enforcement on the local, state, and national levels so the most current and advanced practices are available to address the ever-changing issues that play a role in the mental breakdown of first responders. While this is a great initiative to help with officer suicide prevention, an actual implementation of a resiliency program would be most beneficial.  

Implementation of an Officer Resiliency Program
            While every department is unique and has different resources, it is imperative that every department establish and implement an officer resiliency program to combat the dangers and reality of officer addiction and suicide.  With suicide now being the number one officer safety concern for law enforcement, the implementation of an officer resiliency program must be prioritized in the budgeting process and the development of the vision and mission statements of law enforcement leadership (Ford, 2023).  In 2019, the Police Executive Research Forum (P.E.R.F.) held a conference in New York City, New York, where over 100 law enforcement executives gathered to discuss the need for implementing an officer resiliency program and shared some promising programs being implemented across the United States.  Some of these programs included psychological autopsies, peer support, routine mental health checks, wellness programming, making psychological services available, and technological tools (P.E.R.F., 2019).   The P.E.R.F. developed ten overall recommendations to reduce or prevent officer suicides based on the exchange of best business practices across the United States.

P.E.R.F.’s Ten Recommendations

Data Collection

Obtaining more complete information about the extent and nature of police suicides is crucial.  The FBI has begun tracking officer suicides but is still lacking in this area.  For example, their statistics on officer suicide have been significantly underreported compared to reporting from First H.E.L.P., which is a non-profit organization that collects data on officer suicide.  The Law Enforcement Suicide Data Collection Act was passed by Congress in 2020 and mandated that the FBI collect and maintain this data (Dockstader & Lawrence, 2024).  The FBI should collaborate with non-profit organizations in addition to state and local agencies and departments to accurately track this data and share it with the entire law enforcement community.

Psychological Autopsies

Agencies should conduct psychological autopsies on police suicides. These autopsies should involve interviews of friends, family, co-workers, and other available data to shed light on the problems that the officer was facing in order to make necessary adjustments and to use that data to inform their policies, practices, and programs.

Routine Mental Health or “Mental Strength” Checks

Agencies should consider requiring or, at a minimum, offering mental health checks for all employees on a regular basis, such as once a year, to reduce stigma and “normalize” a focus on mental health.  Realizing that this topic can be very sensitive with police officers, great thought will need to be put into how this is messaged to the officers.  A subtle change of referring to “mental health” as “mental strength” can make a difference in the stigma associated with police seeking help from psychologists.  For example, superstar football player Tom Brady and many others have publicly talked about their experience with performance psychologists or “mental strength” coaches.  If elite collegiate and professional athletes can benefit from seeking guidance from these performance psychologists or “mental strength” coaches, why shouldn’t police officers do the same.  Several Division One college programs have their own sports psychologists who focus on athlete’s mental strength, just as the strength and conditioning coach focuses on the athlete’s physical strength.  Police departments can and should look to their community for psychologists willing to do pro bono work with law enforcement and if the budget permits, larger agencies and departments may look at hiring their own psychologist to focus on mental strength and officer resilience.  In fact, making this an integral component of the budget, if possible, is the ideal option.

Leadership from the Top

Police chiefs, sheriffs, and other leaders need to speak out about the issue of police suicides within their agencies and in the community. As with everything, leadership starts at the top and it is crucial for leaders to reinforce the importance of talking about this issue, normalizing the fact that officers are at a great risk, and destigmatizing officers seeking help.  The leadership by police chiefs and sheriffs will set the stone and their messaging needs to be reinforced at all levels of the organization, including middle managers and first-line supervisors.

Gun Removal Policy

Agencies should carefully structure their policies on the decision to take a firearm away from officers who are seeking mental health services, to minimize the risk of suicide, without discouraging officers from seeking help.  Professional psychologists should be involved in making these decisions.  This is another extremely sensitive topic and should not be taken lightly.  Leadership needs to work collaboratively with police psychologists to determine a high threshold for taking an officer’s firearm.  For example, Dr. Denise Jablonski-Kaye, police psychologist with Los Angeles Police Department, said, “My threshold for recommending gun removal is very high. As I sit and talk to an officer, maybe they have some problems, maybe they even have some suicidal ideation, but if I don’t believe that they’re an imminent threat to themselves, I won’t recommend that their gun be taken. They’re going to be getting help from me, and I’m going to use whatever resources I have to embrace this person and make sure that they’ll be safe. In that situation, I do believe that at that moment in time, it may cause more damage to remove the gun, than to allow them to continue to have the gun and be in treatment.” (P.E.R.F., 2019).

Confidential Support Programs and Training

Agencies should offer a range of programs, including employee assistance programs (EAP), trauma teams, and peer support, to assist personnel who may need help, and they should train employees on how to access those services.  Training should also consist of how to identify and support fellow officers showing signs of stress, depression, or behavioral crisis.  By having more personnel in the agency or department training on how to offer support as well as how to identify officers who may be struggling can lead to earlier intervention and a reduction in police suicide.

Easy-to-Access Tools

Agencies should offer confidential, easy-to-access tools (including online tools) for officers to assess their well-being and obtain referrals for assistance.  Several emerging technological tools are available to officers at no cost and are easily accessible at websites such as https://www.justice.gov/archives/asg/officer-safety-and-wellness-resources. Agencies and departments need to be proactive in ensuring that all employees are aware of these resources and reminded about them on a frequent basis such as through agency-wide emails and newsletters.

Regional Partnerships

Law enforcement agencies, especially small and mid-size departments that lack the resources of large agencies, should consider forming regional partnerships for programs such as peer support and Critical Incident Stress Management.  In lieu of regional partnerships, some states offer state-wide support such as the Alabama Law Enforcement Alliance for Peer Support (ALLEAPS), which provides support and resources to Alabama’s law enforcement officers and dispatchers experiencing family issues, financial matters, suicide prevention/intervention, alcohol and/or substance abuse problems, spiritual issues, and other personal concerns.  One of the versatility skills we learned about in module two of this course is coaching other leaders.  It is imperative for leaders who are seeking to implement an officer resiliency program to seek out an external mentor or coach to learn from their experience and apply it to their own needs (Anderson, 2017).

Family Support

Following a police suicide, agencies should reach out to surviving family members, and provide support, including assistance with obtaining any available benefits, and appropriate funeral honors. Family support should be provided throughout an officer’s career.  It cannot be forgotten that the families are the most affected when there is a police suicide, and agencies must prioritize supporting the affected families.

Communications Plan

Law enforcement agencies should devise a communications plan for providing information to employees and to the public following a police suicide.  How and when the law enforcement leader communicates to the agency about a police suicide is extremely important.  All too often misinformation and rumors run rampant after a police suicide, and it is critical to get accurate information out there while protecting the integrity of any investigation and the officer and their family’s privacy.  It may be appropriate to engage the local media to squelch any rumors or misinformation and utilize the tragedy to remind the community about the increased risk that officers face regarding suicide.

While all ten of these steps are useful, the implementation of an officer resiliency program is going to come down to the leader at the helm of the organization.  A credible leader who is respected by both the members of his organization and the community is going to have much more success with implementation.  The leader needs to be the face of the program and ensure consistent and effective communication is maintained about the program but also needs to delegate a leader within the organization to be responsible for the overall implementation of the program.  By delegating this authority to another highly respected leader within the organization and ensuring that individual has the appropriate resources and is empowered to make decisions about the program, the agency head can continue to focus on the overall mission of the organization while knowing that this critical program is being implemented.  The selection of the right leader within the organization to implement this program may require not only organizational changes to the organizational chart but also cultural changes within the organization.

The importance of having a resiliency program in place was very evident when I had an employee die unexpectedly of a heart attack while on an international flight between Asia and the United States.  The employee was traveling with his wife when tragedy struck and the plane had to make an emergency landing in Taipei, Taiwan.  At the time, I only had one agent in Taiwan who was able to respond and assist the employee; however, I had an employee in Bangkok who was trained as a Trauma Team Member (TTM) to respond to these types of incidents.  I immediately flew the TTM from Bangkok to Taipei to begin assisting the widow and the agent in Taiwan as they dealt with State Department, the Taiwanese government, and the airline in order to have the body released for return to the United States.  I was able to approve a business class ticket for our TTM who then switched seats with the widow in order to give her a better opportunity to relax and get some much-needed rest.  The TTM also arranged for EAP resources to be waiting in San Francisco for the widow to arrive.  The TTM and EAP staff arranged for transportation home where they met with the widow and went over the employee’s death benefits and ensured all of the paperwork for insurance, benefits, etc. were in order.  While not your typical type of situation, this was a great example of the importance of being present in the moment for the employee and/or their affected family members is critical.

Conclusion

It is extremely disturbing that police officers are more likely to die from suicide than in the line of duty.  In 2020 and 2021 combined, 266 officers died by suicide, reminding us that law enforcement officers are at a 54% increase in suicide risk when compared to the civilian population (Ford, 2023).  The most recent information found was from a Police1 article that claimed an average of 184 law enforcement officers have died each year since 2016 (Putman, 2024). The implementation of an Officer Resiliency Program is critical for addressing these issues facing our law enforcement officers today. With escalating levels of stress, trauma, and the associated risks of addiction and suicide, prioritizing the well-being of officers is no longer optional but a necessary responsibility of leaders within a law enforcement agency. This issue affects all types of law enforcement departments and agencies regardless of size.  By promoting a supportive culture, offering resources for mental health, and reducing the stigma surrounding help-seeking behaviors, designated leaders in a law enforcement agency can help improve officer resilience and effectiveness. This proactive approach not only benefits the individual officers but also strengthens community relations by fostering trust and understanding between law enforcement and the public they serve. Ultimately, investing in the mental health and wellness of officers is an investment in the safety and security of the communities they protect, ensuring a healthier, more effective police force equipped to navigate the complexities of modern and future policing.

References

• Anderson, T. (2017). Every officer is a leader.  Module 11, Week 4.  National Command and Staff College.
• Christopher, M., Bowen, S., & Witkiewitz, K. (2020). Mindfulness-based resilience training for      aggression, stress and health in law enforcement officers: Study protocol for a multisite,          randomized, single-blind clinical feasibility trial. Trials, 21(1). Retrieved January 20, 2025, from https://doi.org/10.1186/s13063-020-4165-y
• Dockstader, J. & Lawrence, D. (2024).  What suicide data of public safety officers tells us.  Retrieved January 22, 2025, from https://www.cna.org/our-media/indepth/2024/04/suicide-data-for-public-safety-officers
• Ford, T. (2023). Police officer suicide and suicide prevention.  Retrieved January 20, 2025, from https://sites.bu.edu/daniellerousseau/2023/02/28/police-officer-suicide-and-suicide-prevention/
• Hilliard, J. (2019).  New study shows police at highest risk for suicide of any profession. Retrieved January 20, 2025, from Addiction Center: https://www.addictioncenter.com/news/2019/09/police-at-highest-risk-for-suicide-than-any-profession/
• Janssens, K. M. E., van der Velden, P. G., Taris, R., & van Veldhoven, M. J. P. M. (2018). Resilience among police officers: A critical systematic review of used concepts, measures, and predictive values of resilience. Journal of Police and Criminal Psychology, 36(36). Retrieved January 20, 2025, from https://doi.org/10.1007/s11896-018-9298-5
• Justice Matters. (2023). Saving lives through resilience training. Retrieved January 20, 2025, from Department of Justice: https://bja.ojp.gov/news/feature-stories/saving-lives-through-resilience-training
• Lautieri, A. (2024, November 21). Addiction in law enforcement professionals | adcare. Retrieved January 21, 2025, from Adcare.com. https://adcare.com/addiction-demographics/law-enforcement/
• Moreno, A. F., Karanika-Murray, M., Batista, P., Hill, R., Rubiol-Vilalta, S., & Oliveira-Silva, P. (2024). Resilience Training Programs with Police Forces: A Systematic Review. Journal of Police and Criminal Psychology, 39(39). Retrieved January 20, 2025, from https://doi.org/10.1007/s11896-023-09633-y
• Police Executive Research Forum (2019). An occupational risk: What every police agency
  should do to prevent suicide among its officers. Retrieved January 20, 2025, from https://www.policeforum.org/assets/PreventOfficerSuicide.pdf
• Putman, J. (2024). Report finds 184 law enforcement, corrections officers die by suicide per year on average.  Retrieved January 21, 2025, from https://www.police1.com/officer-suicide/report-finds-184-law-enforcement-corrections-officers-die-by-suicide-per-year-on-average       

*****

Law Enforcement Shift Schedule Analysis

Acting Chief Bernie Woodward, Flagler County Sheriff’s Office

Sergeant Robert B. Bugg, Opelika Police Department

National Command & Staff College

Session #28

January 2025

Abstract

This case study examines the effectiveness of two common shift schedules being used by law enforcement agencies across the nation, the Pitman Schedule and the 4 On 4 Off Schedule. The Pitman Schedule and the 4 On 4 Off schedules both operate with 4 squads, working 12-hour shifts. Although they share similarities, they are unique in structure and patten with consideration to days off.  The study investigates key performance indicators such as response times, crime rates, officer fatigue, and citizen satisfaction across the different shift configurations. The analysis aims to identify potential inefficiencies, areas for improvement and recommend optimal shift schedules that enhance public safety, improve officer well-being, and optimize resource allocation. The findings of this study have the potential to inform evidence-based decision-making regarding shift scheduling practices within the law enforcement community.

Introduction

            It is the ongoing mission of every law enforcement agency to continue to push for improvement.  As the needs of the community change, so too must the law enforcement bodies that protect the community adapt to the shifting needs.  In this research paper we will discuss shift work, one of the basic building blocks of the organization and yet still one with multiple options.  Specifically, we will be comparing two of the most common types of police shift work, the Pitman Shift Schedule and the 4 On 4 Off Schedule.  Too often agencies adopt a policy or method of police work and treat it as a ‘forever solution’ or the leave it to the idea of ‘this is the way things have always been done.’  The goal of this project is to find the superior schedule method for a mid-to-large size agency, and identify if one of these two Shift Schedules is a better decision over the other.  Some of the primary areas of concern in selecting a best practice schedule are maintaining 24/7 coverage of police services, minimizing fatigue and burnout, maintaining auxiliary services (such as community events), and not interrupting pay rate to employees.

Both schedules are characterized by their 12-hour shifts consisting of at least four squads.  Where they differ is the scheduling of the work week cycle, hours worked per pay period, and the balance between days worked and days off.  In terms of these schedule types, they almost always exclusively apply to sworn personnel at agencies, with variations for some types of sworn personnel in specialized assignments. 

            Chief Bernie Woodward of the Flagler County Sheriff’s Office currently has a modified Pitman Schedule in place at his agency.  He will detail some of his personal and professional insights concerning this schedule, what works well for his agency in its deployment, and any flaws or faults perceived within it.

            Conversely, Sergeant Robert B. Bugg of the Opelika Police Department will discuss his department’s use of a 4 On 4 Off schedule for its patrol division.  He will detail some of his personal and professional insights concerning this schedule, what works well for his agency in its deployment, and any flaws or faults perceived within it. 

Pitman Schedule Analysis

Introduction

The Pitman Schedule, a unique work schedule characterized by extended shifts followed by extended rest periods, has garnered significant attention in various sectors, including law enforcement. This case study examines the potential implementation, benefits, and challenges of the Pitman Schedule within the context of modern policing.   

Background

The Pitman Schedule was designed to provide 24-hour coverage and involves four teams working 12-hour shifts. This creates a recurring pattern, allowing for extended periods of uninterrupted work and subsequent recovery. The Pitman Schedule, which the Flagler County Sheriff’s Office has been practicing for over 20 years, has become the favored scheduling model for our agency. The rotation ensures that officers have every other weekend off which is a great benefit for work life balance. In a calendar year, officers are scheduled to work half of each month which means they only work half of the year in total.

Law Enforcement Demands: Policing is inherently demanding, characterized by irregular hours, unpredictable events, and high levels of stress. Traditional shift work (e.g., rotating 8-hour shifts) can lead to various challenges, including:

Sleep disturbances: Frequent shift changes disrupt circadian rhythms, leading to sleep deprivation, fatigue, and increased risk of errors.   

• Health issues: Shift work has been linked to various health problems, such as cardiovascular disease, digestive disorders, and mental health issues (Ma, C.C, et al., 2015).    
• Family and social life disruptions: Irregular schedules can strain family relationships and social interactions. I, Acting Chief B. Woodward, can personally relate to these challenges as I worked shift work while raising a family. There were often times where my schedule limited my ability to partake in family events due to my schedule and when I was able to adjust, many times it was with little to no sleep. 
• Reduced alertness and increased errors: Fatigue can impair cognitive function, increasing the risk of errors and accidents.   

Potential Benefits of the Pitman Schedule in Law Enforcement

Improved Alertness and Reduced Errors:

• Extended focus: Longer shifts can allow officers to maintain better focus and concentration during critical periods, potentially leading to improved response times and reduced errors.
• Reduced fatigue-related incidents: Extended rest periods can allow officers to recover fully, minimizing fatigue-related errors and improving overall safety.

Enhanced Officer Well-being:

• Improved sleep quality: Consistent sleep patterns during extended rest periods can significantly improve sleep quality and overall well-being. In our organization, our shifts rotate from dayshift to nightshift every 12 weeks. This rotation ensures our deputies are not “stuck” on one shift and the rotation is long enough where deputies are shifting back and forth from days to nights with no consistency.
• Reduced stress: The predictable schedule can reduce stress associated with constantly changing shifts and improve work-life balance.   
• Improved physical and mental health: Consistent sleep and reduced stress can contribute to better physical and mental health outcomes.

Increased Efficiency and Productivity:

• Reduced shift change disruptions: Fewer shift changes can minimize disruptions to operational continuity and improve overall team coordination.
• Improved resource allocation: The schedule can optimize resource allocation by ensuring adequate staffing during peak demand periods.   

Enhanced Community Engagement:

• Increased visibility: Longer shifts can allow officers to maintain a more consistent presence in specific communities, fostering stronger relationships with residents.
• Improved community policing: Extended shifts can facilitate more in-depth community engagement and problem-solving initiatives.

Challenges and Considerations for Implementation

Operational Challenges:

• Staffing and scheduling: Implementing the Pitman Schedule requires careful planning and staffing considerations to ensure adequate coverage during all shifts.   
• Supervisory challenges: Managing officer performance and well-being during extended shifts requires effective supervisory strategies and support systems.
• Public safety concerns: Concerns may arise regarding potential public safety implications, such as potential for officer fatigue during extended shifts.

Individual and Social Challenges:

• Social disruption: Extended shifts can disrupt social lives and family routines, potentially leading to social isolation and relationship strain.   
• Personal health considerations: Some individuals may not be physically or mentally suited for the demands of extended shifts.
• Potential for burnout: While extended rest periods can mitigate burnout, the demanding nature of the work itself still presents potential risks.  This could create a financial burden for a department with a smaller budget, or, because of its consistency, allow for easier budget creation.

Ethical Considerations:

• Officer well-being: Ensuring the well-being of officers must be a paramount concern, requiring robust support systems, regular health assessments, and opportunities for mental health support. Our agency, the Flagler County Sheriffs Office, provides a wellness application that is available to all employees at no cost. The program provides support for 11 areas to include: mental, emotional, family, financial, social, spiritual, physical, occupational, relational, leadership and resilience.
• Fairness and equity: The schedule must be implemented fairly and equitably, considering the diverse needs and preferences of officers. For initial implementation, a bidding could be conducted for preference by seniority.

Legal and Regulatory Considerations:

• Labor laws: Compliance with relevant labor laws regarding hours of work, overtime, and rest periods is crucial.
• Collective bargaining agreements: Implementation may require negotiations with labor unions to address concerns and ensure agreement. The union(s) that have represented deputies at the Flagler County Sheriff’s Office have consistently favored the Pitman Scheduling as opposed to 8 or 10 hours shifts.
• Pay period in a two-week pay cycle is always 84 hours which consistently has 4 hours of built in over-time. 

Potential Pilot Programs: To assess the feasibility and effectiveness of the Pitman Schedule in law enforcement, pilot programs in selected agencies could be implemented. These programs would allow for data collection, evaluation, and refinement of the schedule to address specific challenges.

Modified Pitman: At the Flagler County Sheriff’s Office, in recent years an internal study was completed which identified the peak hours of calls for service. It was discovered that most calls for service were consistently between 11:30am and 10:00pm. With this information, the Flagler County Sheriff’s Office implemented two additional squads that work 10.5 hours shifts, 8 days out of the 14-day pay cycle. These two additional shifts of 7 Deputies mirror both rotations and overlap on Wednesdays. We hav seen a successful decline in calls holding during peak hours and Wednesdays are used for specialized unit training days as there are extra personnel working.

Research and Evaluation

Data Collection and Analysis:

• Officer performance data: Track key performance indicators (KPIs), such as response times, arrest rates, and use-of-force incidents. This may take time to have comparative data between two scheduling models but the results should be considered as a determining factor for a final decision to be made.
• Officer well-being data: Collect data on officer sleep quality, stress levels, physical health, and mental health.
• Citizen satisfaction data: Gather feedback from citizens on officer visibility, responsiveness, and community engagement
• Growth: Growth within a community will require law enforcement agencies to monitor shift schedules and adjust accordingly for the future. For example, a new commercial district with nightlife or sports venues would increase calls for service for those areas and agencies would have to adjust accordingly. What works today, may not work as well tomorrow and leadership must adjust the sails to provide service to the community.

Qualitative Research:

• Officer surveys: Conduct surveys to gather feedback from officers on their experiences with the schedule, including their perceptions of its impact on their well-being, performance, and work-life balance.
• Exit interviews: When a deputy or officer separates from an agency, it is important to solicit feedback on scheduling. Consideration should be given if an agency is losing personnel because of scheduling. This data could be beneficial to the future of an agency as retention is a concern in law enforcement agencies across the country. 
• Focus groups: Conduct focus groups with officers, supervisors, and community members to gather in-depth insights and perspectives on the implementation of the Pitman Schedule. Focus groups can enhance communication between officers and supervisors providing a valuable forum for exchanging prospectives and building trust (Creswell, 2013).

Recommendations for Implementation

Thorough Planning and Preparation:

• Conduct a comprehensive needs assessment to determine the feasibility and suitability of the Pitman Schedule for a specific agency.
• Develop a detailed implementation plan, including staffing, scheduling, training, and support systems.
• Engage in open and transparent communication with officers and their representatives throughout the planning and implementation process.

Prioritize Officer Well-being:

• Establish robust support systems, including access to mental health services, fitness programs, and wellness initiatives.
• Implement regular health assessments and provide opportunities for feedback on the schedule's impact on officer well-being.
• Ensure adequate rest and recovery periods between shifts.

Continuous Monitoring and Evaluation:

• Continuously monitor officer performance, well-being, and citizen satisfaction data.
• Regularly evaluate the effectiveness of the schedule and make necessary adjustments based on data analysis and feedback.
• Conduct ongoing research to improve understanding of the long-term impacts of the Pitman Schedule on officers and the community.

Focus on Community Engagement:

• Develop strategies to maintain community engagement and build trust during the implementation of the schedule.
• Communicate proactively with the community about the rationale for the schedule and its potential benefits.

Conclusion

The Pitman Schedule presents a potential alternative to traditional shift work in law enforcement, offering potential benefits such as improved alertness, enhanced officer well-being, and increased efficiency. However, successful implementation requires careful planning, consideration of potential challenges, and a strong focus on officer well-being.

4 On 4 Off Schedule Analysis

            The 4 On 4 Off schedule is defined as a “type of work schedule where employees work four consecutive days or nights, followed by four days off” (Samel, 2024).  It is characterized by its long work days consisting of 12 hour shifts, worked for four days in a row, and followed by four ‘off’ days away from work.  Using this type of shift schedule, a department is able to make use of four squads or shifts and maintain 24/7 coverage. 

            The positive attributes of this schedule are its “work-life balance, predictability, reduced burnout, and its operational coverage” (Samel, 2024).  Concerning work-life balance, at face value and without considering other subjective qualifiers such as having weekends off or not, it is the most balanced system in that you work for four days, and then you conceivably have four days in a row off.  This in turn leads to the schedule style’s predictability, in that if nothing else changes, one could map out their entire work schedule from now to infinity, knowing what four days they will be working, and what four days they will have away from work.  Samel discusses that this leads to reduced burnout, as the extended time off of four days allows for adequate rest and recuperation, and this is true, however, there will always be other mitigating factors of any schedule and an officer’s ability to recuperate.  Lastly, operational coverage allows for a department making use of this schedule to maintain that all important 24/7 police coverage for response. 

            The negative attributes, or cons, of the 4 On 4 Off schedule are generally characterized by its “long shifts, potentially unsociable hours, inconsistent weekly workload, and work intensity” (Samel, 2024).  Twelve-hour shifts are long shifts, and as each day begins a new shift, the attrition of fatigue adds up by the fourth day.  Concerning ‘potentially unsociable hours,’ if one works Night Shift, such as Opelika’s 1745-0600 shift, you will be working when most of the community you serve is asleep or preparing to rest.  An inconsistent weekly workload is subjective, as the predictability of the shift style runs counter to this, but for those working a regular business hours work schedule, it can be jarring trying to keep up with those who do work a 4 On 4 Off shift.  There is also concern of pay period calculations, in a 4 On 4 Off Schedule based on a two week long pay period, you have some pay periods that consist of 6 working days, some with 7 working days, and some with 8 working days, causing variation in the pay received by your employees and calculated in an agency’s budget.  Lastly, work intensity can be a challenge on the officer’s morale and performance to keep up the high level of expertise required over a four day, twelve hour shift period.    

4 On 4 Off Schedule as it applies to Opelika Police Department

            The Opelika Police Department (OPD) makes use of the 4 On 4 Off schedule solely with its patrol division.  In this way, OPD maintains 24/7 patrol coverage for emergency response maintaining four patrol shifts each named for a corresponding letter of the phonetic alphabet, Bravo, Charlie, Echo, and Golf.  Each shift is, when at full staff, lead by one Lieutenant who serves as the Watch Commander, two Sergeants who manage and lead the shift personnel, and approximately 10 personnel of patrolman/patrolwoman rank.  The shifts are paired in the following combinations, Bravo Shift and Echo Shift, and then Charlie Shift and Golf Shift.  The shift work periods are established as 0545hrs-1800hrs (Day shift), followed by 1745hrs-0600hrs (Night shift).  This provides a slight overlap where the oncoming shift is able to be appraised of any important events encountered by the leaving shift, as well as a brief period of officer saturation.  Each shift works its corresponding shift, Day or Night, for a period of four months.  After that four months shifts that are on the Day shift period swap to Nights, and those on Nights swap to Days.  This provides a fair and equitable distribution of the officers that work on either shift, as everyone will work the same amount of night/day shifts, assuming no shift swapping occurs between the shifts. 

            Concerning what works with this schedule specifically to OPD is that it provides a fair distribution of night and day shift, it provides 24/7 coverage of police personnel, and it provides a very consistent scheduling for officers to determine their work shifts versus off time.  A large majority of the officers that have worked on this schedule enjoy it, and for everyone currently assigned to the patrol division at OPD, it is the only shift pattern that they have ever known.  Indeed, because of this there will be a challenge in affecting any change to the OPD schedule system, as Doctor Rosalyn Harrington taught “people tend to be unprepared and antagonistic about change, although change is the only constant” (Harrington, 2017).  As an additional note, the OPD Communications Division works the same 4 On 4 Off schedule as the Patrol Division, and each team of approximately 4 dispatchers is tied directly to a corresponding patrol shift.

            Some additional considerations and coverage specific to OPD are the Administrative Division, School Resource Officer Division, Training Division, Investigations Division, Vice and Narcotics (V&N) Section, and the K9 Division.  Each of these shifts helps provide a comprehensive or unique role in regards to coverage to assist the Patrol Division, but none of them work the 4 On 4 Off shift schedule.  The Administrative Division consists of Supply, Records, Evidence, Building Maintenance as well as the command staff of the department.  This section works a more ‘regular’ schedule of 0800hrs-1700hrs during the work week.  A drawback of this in relation to the 4 On 4 Off schedule is that these sections never directly interact with the night shifts.  Training and the School Resource Officer Divisions also work a similar schedule of 0700-1600hrs, and also never intersect with the night shifts.  Investigations and V&N work a schedule of 0800-1700, with some personal working on a modified swing shift schedule, working until approximately 1900hrs.  Those personnel on the swing schedule do have some interaction with the night shift and provide additional coverage, however, it does not match the 100% coverage that the 4 On 4 Off schedule provides for patrol.  Lastly, the K9 division, as of the writing of this paper, does a modified ‘swing shift’ of 1600hrs-0100hrs Monday through Friday.  This provides additional coverage and assistance to patrol during the busier hours of the work week. 

            All of those additional resources, however, share a common hinderance in that they do not provide for 24 hours of coverage.  While it is true that for Opelika, call volume does drop later in the day and into the early morning hours, there are times that auxiliary personnel such as Investigations could be needed to respond to an after-hours response.  OPD adjusts for this by having on-call scheduling, this is scheduling where select personnel are subject to being called in at a moment’s notice, with an allowance for response time. 

            Another piece of pertinent information for anyone unfamiliar with the OPD style of 4 On 4 Off would be its handling of court, overtime details, community events, and training.  With the exception of training, and community events, which sometimes overlap with or are coordinated with on duty shifts, all four of those areas of work are scheduled on an officer’s workdays.  This disrupts the ‘4 off days’ of the work-life balance, and reduces its effectiveness as a positive factor of the schedule.  Each shift, as a general rule, will attend court at least 1 Wednesday each month, though this is sometimes 2 Wednesday’s each month with a month skipped in-between.  According to Amanda Burgett, OPD’s Community Relations Specialist, OPD conducted 165 community events in 2022, 179 in 2023, and 174 in 2025 (Burgett, 2025).  That means there were approximately 172 community events, each year, over the past three years.  While it is true that these are sometimes covered by the working shift or auxiliary sections such as the School Resource Officers, it is equally true that they are often covered by officers in the patrol division on their regularly scheduled ‘off days.’  Training classes are also frequently scheduled for off days, particularly large classes that require a whole shift’s participation.  All of these contribute to the build up of fatigue as it interrupts the positive effects of having four ‘off days’ in a row following the 4 days of 12 hour shifts.

Recommended Modifications to 4 On 4 Off Schedule

            We have discussed the basic interpretation of a 4 On 4 Off Schedule and how it applies to our sample organization, Opelika PD.  For any agency that seeks to implement this or a similar schedule I recommend some changes to the general structure.  Firstly, for divisions such as investigations, K9, traffic, V&N, etcetera, consider assigning them to shifts that correspond to your patrol shifts.  This will provide 24/7 coverage for those additional services to aid your patrol division, while reducing or eliminating additional response time created by an on-call system.  This can also prevent what Dr. James Ford described as “operational exclusion,” which he described as officers only seeing one another at shift change or backing each other up on calls, but which can also extend to different sections, particularly night shift, being left out of the loop of the day-to-day events (Ford, 2017).  A lot of this of course will be tied to the individual resources of your department, what auxiliary sections are available, and the ability to cover multiple shifts with those additional resources. 

Comparison of Pitman versus 4 On 4 Off Schedules

            The Pitman and the 4 On 4 Off Schedules share some common features while also offering some key features that separate them.  They both make use of four squads or shifts, working a twelve-hour long shift, thus allowing for 24/7 coverage with minimal personnel.  Where they most obviously diverge is their scheduled ‘work week’, with the 4 On 4 Off schedule allowing for a constantly rotating work week, where one might work 4 Saturdays in a row as the on/off schedule works itself out.  The Pitman Schedule, however, is inherently designed to allow an officer to have every other weekend off.  Both schedules keep the same approximate hours of work per year, thus causing no difference in salaries barring any unrelated to schedule or outside factors.  The Pitman Schedule is a bit more complicated when determining future schedule, but after the pattern is established, much like the 4 On 4 Off Schedule, it allows for near infinite mapping of one’s work/home life schedule. 

            Either schedule is beneficial to a medium to large size agency that can field four separate squads of patrolmen and women to provide the desired 24/7 coverage of proactive police personnel.  Interestingly, in a study conducted by Doctor Ford, the following information was discovered concerning the 12-hour work shift:

            Among all of the municipal police officers surveyed in Morris County, this study found

            that there were no statistically significant differences in the areas of job satisfaction,

            health issues, and social and domestic situations between the officers working the

            8 and 12-hour shifts. (Ford, 2017)

Based on that research, both the Pitman and 4 On 4 Off Schedule’s use of 12-hour long shifts has no meaningful impact on the areas of work performance or satisfaction that is often attributed to fatigue.  Meaning that while fatigue remains a concern for all law enforcement professionals and administrations, shift length in and of itself does not appear to be a contributing factor.    

Implementation

            No matter which schedule method is decided upon for your agency, due to their predictability of scheduling and use of four squads, both methods are fairly efficient to implement, or even change to within a budget year.  Pitman Schedule makes use of an 84 hour pay period, while the 4 On 4 Off Schedule makes use of a rotating 72, 84, or 96 hour pay period which will be the primary concern for adjusting for within a budget year.  Care should be applied to ensure that officers are not losing a significant amount of pay due to the adjustment of overtime, while also ensuring that any change does not exceed the agency’s yearly budget for payroll. 

            So far as scheduling the shifts to either schedule, both follow a guideline of applying two ‘shifts or squads’ into an ‘A’ team and a ‘B’ team.  When ‘A’ team is working days and nights, ‘B’ team is off duty, and vice versa, covering both a day and night shift.  For examples of what a Pitman Schedule looks like, refer to Attachment A.  For examples of what a 4 On 4 Off Schedule looks like, refer to Attachment B.  Note, that in Attachment B it also provides a ‘C’ team scheduling, which would be administrative or civilian workers or anyone else comprised of a Monday-Friday type schedule.

            Neither of these schedule types directly affect or interrupt the public or communities served by their law enforcement agencies.  Police coverage remains 24/7 so the community’s needs are met.  Too, there is no social upheaval caused by a change in scheduling, nor any perceived concern with political figures or actions, outside of maintaining communications with governing bodies to make them aware of the changes, such as a proposal to a city council or county government.  The exception to this is if there is going to be a major budgetary change required, especially if an agency is moving from an 8- or 10-hour shift style to either the Pitman or the 4 On 4 Off Schedule type.  Accounting services would likely need to be consulted to ensure there are no major offsets to the governing body’s budgets.

Ultimately what works best for a department should be considered on an individual basis, with regards to personnel allotment, budgetary concerns, but especially the demands placed on personnel outside of their regular work schedules.  At face value, both of these schedules allow for officers to ‘work half the year’ but it does not paint the full picture of additional requirements placed on the modern officer.  These additional requirements can include mandatory court appearances, community events, necessary or voluntary training, and other miscellaneous details. 

Before implementing any change, top administration should prepare its mid-level management and supervisors on the change, why it is necessary or desired, and to get them on-board with being a positive influence for change. Captain Dugan put it well when he said, “the most critical aspect for enhancing organizational adaptability is with a nurturing environment” (Dugan, 2017).  By being on-board with the change leaders can assist their shifts in adjusting to any changes made by the agency’s administration.      

Attachment A

Attachment B

NOVEMBER
	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31
	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	W
A
B
C
DECEMBER
	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31
	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T
A
B
C
JANUARY
	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31
	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F
A
B
C
FEBRUARY
	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	26	27	28	29	30	31
	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M	T	W	T	F	S	S	M
A
B
C

 

References

• Burgett, A.  (2025) Personal communication. 01/21/2025.
• Creswell, J.W. (2013). Qualitative inquiry & research design: Choosing among five approaches. Sage Publications.
• Dugan, K. (2017).  Credible leadership.  Module #4, Week #5.  National Command and Staff College
• Ford Jr., J.  (2017) Job satisfaction, health issues, and social and domestic situations: comparing the effects of shift work on criminal justice.  Capella University
• Harrington, R. (2017). The organizational change battle plan.  Module #4, Week #8.  National Command and Staff College
• Ma, C. C., Andrew, M. E., Fekedulegn, D., Gu, J. K., Hartley, T. A., Charles, L. E., Violanti, J. M., & Burchfiel, C. M. (2015). Shift work and occupational stress in police officers. Safety and health at work, 6(1), 25–29. Retrieved January 21, 2025 from https://doi.org/10.1016/j.shaw.2014.10.001
• Samel, M. (2024).  4 On 4 Off Shift Pattern Explained: How It Works, Pros and Cons & Implementation Tips.  Retrieved January 21, 2025, from https://parim.co/blog/4-on-4-off-shift-pattern

*****

Recruitment and Retention Strategies in Law Enforcement

Commander Kenny Goncalves. Lee County Sheriff’s Office, FL

Lt. Charles Varnado, Fairhope Police Department, AL

 

National Command and Staff College

Session # 28

January 21, 2025

Abstract

The law enforcement profession faces significant challenges in recruiting and retaining qualified officers. This capstone project examines the critical issues contributing to this crisis and explores evidence-based strategies to address them. By analyzing current literature and best practices, this study identifies key areas for improvement, including recruitment tactics, organizational culture, leadership development, and officer well-being initiatives. The findings provide actionable recommendations for law enforcement agencies to attract and retain high-quality personnel, ensuring public safety and effective community policing.

Introduction

Law enforcement agencies nationwide are experiencing a recruitment and retention crisis, impacting their ability to effectively serve and protect their communities (International Association of Chiefs of Police [IACP], 2022). This shortage stems from various factors, including negative public perceptions of policing, competitive job markets, demanding work conditions, and generational shifts in career expectations (Peak & Madensen, 2020). The high cost of officer turnover, including recruitment, training, and lost experience, further exacerbates the problem (Police Executive Research Forum [PERF], 2019). This study explores these key challenges and proposes effective strategies to enhance recruitment and retention within law enforcement agencies across the nation.

Literature Review

In recent years certain challenges for police related to recruitment and retention have become obvious. Those challenges include benefits and compensation; perceived attitude related to policing as well as the perception of police themselves. With the competing forces in the private market also creating a diminished applicant pool, the challenges have been compounded. Looking forward, police agencies and sheriffs’ departments have been caught without a manageable plan to address aspects of this shortage crisis. To be certain negative public perception goes all the way back to the Rodney King incident and subsequent riots, as well as the more recent Freddy Gray incident. Policing presents inherent stress and many challenges to experienced officers and new recruits as well. The typical structure of police schedules does not coincide with young new work force desire for flexible schedule and work life balance. Advances in technology have helped offset some of the losses in qualified recruits as well as helping attract new recruits. Furthermore, the defund the police movement has negatively impacted recruiting efforts across the nation.

An article from the International Chiefs of Police (IACP, 2019) titled The State of Recruitment: A Crisis for Law Enforcement in part states “Millennials and Generation Z - loosely defined as individuals who range from high school age to their late 30s - are more apt to value work-life balance than their Baby Boomer counterparts. This translates into young people hoping for more flexible hours and guaranteed time off. Mandated overtime and missing holidays with family are less appealing to Millennials and members of Generation Z. Other shifts in U.S. culture, such as student loan debt, childcare challenges for complex schedules, and the need for double incomes makes police work a stressful occupation for families today” (IACP, 2019).

According to Orrick (2008), “To determine the number of officers required to serve the needs of the community, the department should conduct a staffing analysis (p 1). There are several formulas available for projecting the number of employees needed. Assuming the department receives appropriations to fund additional positions, the projected need is added to the number of current vacancies. At the same time, the average turnover should be determined. To estimate the anticipated vacancies, planned and unplanned turnover must be considered. Planned attrition includes persons who are known to be leaving the department in the next 12 –18 months (i.e., retirement). Reviewing the average number of persons who resigned in the past 24 – 36 months can be used to estimate the number of unplanned turnovers” (Orrick, 2008, p 1). Combined, the staffing projection, current vacancies, and estimated number of turnovers should be sufficient to have a gauge of what staffing needs to be for further development” (Orrick, 2008).

Fitness programs targeting and incentivizing police officer should be a major component to police recruitment and retentions programs at every police and sheriff’s department large and small. Implementing fitness and wellness programs can significantly enhance law enforcement agencies’ recruitment and retention efforts. A notable example is the Sigma program, which focuses on preventing cardiac illnesses among officers (Levin, 2023). More than 7,500 officers have participated, leading to a 74% reduction in cardiovascular insurance claims and a 62.5% decrease in musculoskeletal claims (Levin, 2023). These health improvements not only lower agency costs, but also boost job satisfaction, making such programs valuable tools for retaining current staff and attracting new recruits” (Levin, 2023).

Additionally, the International Association of Chiefs of Police emphasizes the importance of developing fitness programs tailored to law enforcement needs (IACP, 2022). Their guidelines suggest that well-structured fitness initiatives contribute to the overall health and well-being of officers, which in turn supports retention and recruitment by fostering a positive work environment (IACP, 2022).

For a comprehensive understanding of strategies to address recruitment and retention challenges, the U.S. Department of Justice report, “Recruitment and Retention for the Modern Law Enforcement Agency,” offers over 50 recommendations. These include modernizing hiring processes and investing in officer health and wellness programs, underscoring the role such initiatives play in building and maintaining a robust law enforcement workforce. (Dept of Justice, 2023).

Further challenges to recruitment and retention of police officers are the generally negative view the public has of police officer misconduct vs. how law enforcement officers view other law enforcement officer’s misconduct. In 2017, the Pew Research Center conducted a comprehensive survey revealing significant disparities between police officers and the public regarding high profile incidents of police misconduct. While 67% of officers considered these events as isolated incidents, 60% of the public perceived them as indictive of a broader systemic issue between law enforcement and the Black community (Pew Research Center, 2017).

Incidents such George Floyd’s death while in police custody, have had tangible effects on policing dynamics. Approximately 86% of officers reported that such events have made their jobs more difficult, with 72% noting increased reluctance among colleagues to engage in proactive policing, such as stopping and questioning individuals who appear suspicious (Pew Research Center, 2017).

Role of Leadership

            Leadership plays a pivotal role in both the recruitment and retention of law enforcement officers. Effective leadership sets the tone for the entire organization, influencing its culture, values, and overall attractiveness to potential recruits and current personnel. In recruitment, strong leadership fosters a positive external image of the agency, attracting qualified candidates who seek a supportive and professional work environment. Leaders who actively engage with the community, promote transparency, and demonstrate a commitment to ethical policing create a desirable reputation that draws in high-caliber applicants. Furthermore, leaders who prioritize diversity and inclusion in their recruitment efforts build a force that reflects the community it serves, enhancing trust and legitimacy.

In retention, leadership is even more critical. Leaders who cultivate a supportive and respectful organizational culture where officers feel valued, heard, and appreciated are more likely to retain their workforce. This involves providing opportunities for professional development, recognizing achievements, and fostering open communication. Effective leaders also prioritize officer wellness, understanding the unique stressors of police work and implementing programs that address physical, mental, and emotional health (Normore, 2017). They create a culture of trust and accountability, where officers feel empowered to make decisions and are supported in their efforts. Conversely, poor leadership, characterized by micromanagement, lack of transparency, or a tolerance for misconduct, can lead to low morale, burnout, and high turnover rates. Ultimately, strong leadership is the cornerstone of a successful law enforcement agency, driving both the recruitment of talented individuals and their long-term commitment to serving their communities.

Emerging Technologies and Data Analysis

            Emerging technologies and data analysis are rapidly transforming law enforcement, offering powerful tools to enhance both recruitment and retention. In recruitment, agencies are leveraging technology to reach a broader pool of candidates. Online platforms, social media campaigns, and virtual career fairs allow for targeted outreach to diverse demographics, showcasing the agency's culture and values in an engaging way. Data analytics can further refine these efforts by identifying ideal candidate profiles based on past hiring successes, optimizing recruitment strategies for maximum impact. For instance, some agencies use applicant tracking systems (ATS) with AI-powered screening to efficiently process applications and identify top candidates (Mello, 2023).

For retention, technology plays a crucial role in improving officer safety, efficiency, and overall job satisfaction. Body-worn cameras (BWC) and in-car video systems enhance transparency and accountability, potentially reducing complaints and building public trust (Lum & Koper, 2016). Advanced data analysis tools can identify crime hotspots, predict potential risks, and optimize patrol deployments, leading to more effective policing and reduced officer stress. Furthermore, technology can streamline administrative tasks, freeing up officers to focus on core duties. Access to real-time information through mobile devices and improved communication systems enhances situational awareness and officer safety. Finally, data analysis can be used to monitor officer well-being, identifying patterns of stress or burnout and allowing for timely intervention. By embracing these technologies, law enforcement agencies can create a more attractive and supportive work environment, improving both recruitment and long-term retention.

The Recruitment Challenge

Several factors contribute to the difficulty in attracting qualified candidates to law enforcement.

• Negative Public Perception: Highly publicized incidents of police misconduct have eroded public trust and created a negative perception of the profession (Pew Research Center, 2017). This negative image discourages many potential candidates from considering a career in law enforcement (Carter, 2016; Gallup, 2021).
• Competitive Job Market: The current labor market offers numerous career opportunities, making it challenging for law enforcement agencies to compete with other sectors that offer higher salaries and less stressful work environments. (IACP, 2019).
• Demanding and Stressful Work: The inherent nature of police work involves exposure to traumatic events, long hours, shift work, and the constant potential for danger, contributing to high levels of stress and burnout (Violanti et al., 2017).
• Rigorous Hiring Process: The extensive background checks, psychological evaluations, and physical fitness tests involved in the hiring process can deter some applicants. (PERF, 2014)
• Data and Statistics on Recruitment
• A 2022 survey by the Police Executive Research Forum (PERF) found that police agencies across the U.S. saw a 5% decrease in sworn officers in 2020-2021. Further, applications for police officer positions have decreased significantly in many jurisdictions, with some agencies reporting a decline of over 50% in recent years (PERF, 2022).

 

The Retention Challenges

Retaining experienced officers is equally crucial. High turnover rates lead to a loss of institutional knowledge, increased training costs, and decreased morale.

•           Stress and Burnout: The chronic stress associated with police work can lead to burnout, impacting officers’ physical and mental health and increasing their likelihood of leaving the profession.

•           Lack of Support and Recognition: Insufficient support from supervisors, limited opportunities for professional development, and a lack of recognition for their contributions can lead to job dissatisfaction and attrition.

•           Compensation and Benefits: While compensation has improved in some areas, it may not adequately reflect the risks and sacrifices associated with the job, particularly when compared to other professions requiring similar levels of education and training.

Data and Statistics on Retention

A study by the Bureau of Justice Statistics (BJS) found that the average tenure for police officers is approximately 12 years (Reaves, 2015). However, many officers leave the profession well before retirement age, often due to stress, burnout, or seeking alternative career paths.

Recruitment Strategies: Expanded Ideas

Beyond traditional methods, agencies should consider the following:

• Community-Oriented Recruitment: Engage with local communities, particularly underrepresented groups, to build trust and promote positive perceptions of law enforcement.
• Targeted Social Media Campaigns: Utilize social media platforms to showcase the positive aspects of police work, highlighting community engagement, problem-solving, and opportunities for personal growth.
• Early Intervention Programs: Partner with schools and youth organizations to introduce young people to the values and rewards of a career in law enforcement.
• Internship and Ride-Along Programs: Provide opportunities for potential recruits to experience firsthand the realities of police work.
• Streamlined Hiring Process: Reduce bureaucratic hurdles and expedite the hiring process to attract qualified candidates. (Dept of Justice, 2023).

 

Retention Strategies: Expanded Ideas

Effective retention strategies should address the holistic well-being of officers:

• Enhanced Compensation and Benefits: Offer competitive salaries, comprehensive health insurance, retirement plans, and other benefits that reflect the demands and risks of the profession.
• Officer Wellness Programs: Implement comprehensive wellness programs that address physical, mental, and emotional health, including stress management training, peer support groups, and access to mental health professionals.
• Leadership Development and Mentorship: Invest in leadership training for supervisors and create mentorship programs to provide guidance and support to junior officers.
• Career Development Opportunities: Offer opportunities for specialized training, career advancement, and tuition reimbursement for continuing education.
• Family Support Programs: Recognize the impact of police work on officers’ families and provide support services, such as family counseling and childcare assistance.
• Flexible Work Schedules: Where possible, offer flexible work schedules to promote work-life balance and reduce burnout.
• Recognition and Appreciation Programs: Regularly recognize and appreciate officers’ contributions through awards, commendations, and other forms of acknowledgment (IACP, 2019).

The Role of Technology in Recruitment and Retention

Technology can play a significant role in both recruitment and retention efforts.

• Online Recruitment Platforms: Utilize online job boards, social media platforms, and virtual career fairs to reach a wider pool of candidates.
• Data Analytics: Use data analytics to track recruitment efforts, identify effective strategies, and measure the success of retention programs.
• Virtual Reality Training: Implement virtual reality training simulations to provide realistic and engaging training experiences.
• Body-Worn Cameras and In-Car Video Systems: While controversial, these technologies can enhance transparency and accountability, potentially improving public trust and officer safety (Mello, 2023).

Targeted Outreach

Reaching diverse populations and underrepresented groups is crucial for building a force that reflects the community it serves (National Institute of Justice [NIJ], 2021). This involves partnering with community organizations, attending career fairs, and utilizing social media platforms to engage potential applicants.

Highlighting Positive Aspects of Policing

Emphasizing the rewarding aspects of law enforcement, such as community service, making a difference, and career advancement opportunities, can attract individuals seeking meaningful work (IACP, 2022).

Streamlining the Hiring Process

Lengthy and complex application processes can deter qualified candidates. Agencies should streamline procedures, utilize technology for online applications and assessments, and provide clear communication throughout the process (PERF, 2019).

Leadership Development

Effective leadership plays a vital role in officer morale and retention. Investing in capstone leadership training programs that focus on communication, mentorship, and fostering a positive organizational culture is essential (Peak & Madensen, 2020).

Officer Well-being

The demanding nature of law enforcement can take a toll on officers' physical and mental health. Implementing comprehensive wellness programs that address stress management, mental health support, and work-life balance is crucial (NIJ, 2021).

Competitive Compensation and Benefits

Offering competitive salaries, benefits packages, and opportunities for professional development is essential for attracting and retaining qualified officers in a competitive job market (PERF, 2019).

Recognition and Appreciation

Recognizing and appreciating officers' contributions through awards, commendations, and regular feedback can boost morale and foster a sense of belonging (IACP, 2022).

 

Personal and Professional Experiences

Reflecting on early experiences with the Fairhope Police Department, I vividly recall being introduced to the Explorer Program around 2007. This initiative was a groundbreaking effort in community outreach, specifically designed to engage high school students, fostering their development as future first responders, with a strong emphasis on careers in law enforcement. One particularly remarkable success story from this program is Brady McLaughlin.

Brady’s journey is a testament to the program’s vision and impact. He embraced the opportunities provided by the Explorers, advancing to the rank of Sergeant before graduating high school. Afterward, he seamlessly transitioned into a career with the Fairhope Police Department, serving as a dispatcher, corrections officer, and police officer. His trajectory culminated in his appointment as a Chief of Police, later expanding his influence through work with the state police.

Today, Brady has pivoted to entrepreneurship, achieving extraordinary success as the founder of a business specializing in AEDs and bleeding control kits. As a multimillionaire and a leader in his field, he stands as a shining example of what can be accomplished through programs like the Explorer Program. His story not only highlights the potential for individual growth but also underscores the long-term value of investing in youth development within the law enforcement community.

The Junior Cadet Academy at Matanzas High School in Flagler County serves as a valuable program for developing character and shaping young citizens. By instilling discipline, promoting teamwork, and emphasizing civic responsibility, the academy cultivates essential qualities that benefit participants regardless of their chosen career paths. The structured environment, with its focus on physical fitness, drill exercises, and classroom instruction, fosters self-discipline, respect for authority, and a strong work ethic. These attributes are not only crucial for success in law enforcement but also translate seamlessly into other professions and personal endeavors.

Furthermore, the academy provides exposure to law enforcement principles and practices, offering students a realistic glimpse into the profession. ¹ This exposure can inspire some to pursue careers in law enforcement, equipping them with foundational knowledge and a strong sense of service. However, the program's impact extends beyond those who choose policing. By emphasizing leadership, communication, and problem-solving skills, the academy empowers all participants to become productive and engaged members of society. Graduates emerge with a heightened sense of civic duty, a commitment to integrity, and the confidence to contribute positively to their communities, whether they wear a badge or pursue other paths.

Conclusion

Addressing the recruitment and retention crisis in law enforcement requires a comprehensive and multi-faceted approach. By implementing the strategies discussed, agencies can attract and retain high-quality individuals committed to serving their communities. This includes targeted recruitment efforts, fostering a positive organizational culture, investing in leadership development, prioritizing officer well-being, and providing competitive compensation and benefits. By prioritizing these areas, law enforcement agencies can build a stronger, more resilient workforce capable of meeting the challenges of modern policing.

References

• Bureau of Justice Statistics. (Various years). Law Enforcement Management and Administrative Statistics (LEMAS). U.S. Department of Justice.
• International Association of Chiefs of Police. (2022). Recruiting and retaining a 21st century police workforce. IACP.
• International Association of Chiefs of Police. (2019). The state of recruitment: A crisis for law enforcement. Retrieved January 21, 2925, from https://www.theiacp.org/sites/default/files/239416_IACP_RecruitmentBR_HR_0.pdf
• International Association of Chiefs of Police. (2019). Law enforcement fitness program: Development considerations. Retrieved January 22, 2025, from https://www.theiacp.org/sites/default/files/2022-09/262242_IACP_Fitness_Program_508c.pdf
• International Association of Chiefs of Police. (2019). The state of police recruitment: A crisis demanding action. IACP.
• Lum, C., & Koper, C. S. (2016). An evidence-assessment of body-worn cameras. Criminology & Public Policy, 15(3), 693-727.
• McCabe, J. (2012). An analysis of police department staffing: How many officers do you really need? Retrieved January 21, 2024, from https://icma.org/sites/default/files/305747_Analysis%20of%20Police%20Department%20Staffing%20_%20McCabe.pdf
• Mello, J. (2023). How AI is changing the landscape of HR. SHRM.
• National Institute of Justice. (2021). Officer safety and wellness. NIJ.
• Normore, A., et. al. (2017). Ace track leadership program course materials. National Command and Staff College.
• Orrick, W. D. (2008). Best practices guide: Recruitment, retention, and turnover of law enforcement personnel. Retrieved January 21, 2025, from https://www.theiacp.org/sites/default/files/2018-08/BP-RecruitmentRetentionandTurnover.pdf?utm_source=chatgpt.com
• Peak, K. J., & Madensen, T. D. (2020). Policing America: Challenges, issues, and trends (9th ed.). Pearson.
• Pew Research Center. (2017). Behind the badge. Pew Research Center.
• Levin, C. (2023). This health program can promote agency savings while boosting recruitment and retention. Retrieved January 22, 2025, from https://www.police1.com/police-products/fitness-mental-health-wellness/articles/this-health-program-can-promote-agency-savings-while-boosting-recruitment-and-retention-EJpLP4aXLWgvCVlN/
• Police Executive Research Forum. (2023). Responding to the staffing crisis: Innovations in recruitment and retention. Retrieved January 21, 2025, from https://www.policeforum.org/assets/RecruitmentRetention.pdf
• Police Executive Research Forum. (2019). The workforce crisis in law enforcement. PERF.
• Reaves, B. A. (2015). Census of state and local law enforcement agencies, 2012. Bureau of Justice Statistics.
• Violanti, J. M., Fekedulegn, D., Hartley, T. A., Andrew, M. E., Burchfiel, C. M., & Mnatsakanova, A. (2017). Police stressors and health: A state-of-the-science review. Trauma, Violence & Abuse, 18(2), 181–202.
• U.S. Department of Justice (2023). Recruitment and retention for the modern law enforcement agency. Retrieved January 22, 2025, from https://portal.cops.usdoj.gov/resourcecenter/content.ashx/cops-r1136-pub.pdf

*****

Field Training for the 21^st Century

Sergeant Damian Rehorn, Fairhope Police Department

Lieutenant Byron Stival, Bella Vista Police Department

National Command and Staff College

Session # 28

January 23, 2025

Abstract

Since 1972, formalized field training programs have been around in Law Enforcement.  As times have changed, some changes in these programs have been made over the years.  In many cases, however, the programs have become stagnant, limited to one area of training, failed to meet the expectations of the community, and do not make the best impressions of their respective agencies as the new generation of law enforcement officers enter the profession.  Too many programs start after the officer walks through the door, before going to the academy, and are graded harshly in areas wherein the learner does not yet possess knowledge.  Furthermore, programs are not designed to teach and develop new officers as leaders.  Finally, Field Training Programs are often limited to only training new police officers and not ensuring that newly hired but previously certified police officers are properly trained. Field training programs should be standardized, complete, and structured around coaching, teaching, and properly evaluating all newly hired employees to ensure they are correctly trained. Through research using various methods such analyzing various department policies, professional industry literature, and surveys from other agency leaders, we will identify the need for and structure of a modern field training program.

Introduction

            At the time of this writing, and for all the time before it, America is a nation that is policed by its citizens. Unlike many counties in the world, our police officers are not federally controlled government agents that are dispatched to areas that they may not be familiar with. Nor are they bourgeoisie political appointees seeking the trappings of government office and the power of regulatory control and inside access. No, in America our police officers are noble, well-intentioned, hard-working, and professional. And they are citizens. While the attributes that set these citizens apart from the rest of the citizenry are plenty, but aside from inherent traits like ethics, morals, courage, and trustworthiness, is the training that these citizens undertake in preparation for this most paramount role in our society.

Police officers of any ilk in the United States must go through some type of basic law enforcement training academy to qualify as a full-time, duly sworn law enforcement officer. Depending on the type of service chosen (municipal, county, state, federal, other), there is a prescribed curriculum of training that is recognized as the basic standard. For federal officers, that may be an academy such as those found at the Federal Law Enforcement Training Center in Glynco, Georgia. For those aspiring public safety agents who wish to work at the state or local levels, that basic standard is set by the governing board of accreditors for the state in which he or she is seeking employment. POST, as it is typically known, stands for Peace Officers Standards and Training. As of 1987, it exists in every state to ensure that minimum standards for all new police officers are set and enforced (Carnley, et. Al, 2022).

Once these basic standards are met, it would be irresponsible at best and tragic at worst, to assume that the aspiring lawman (or lawwoman) were ready to begin working immediately. First, the basic standards are just that, basic. Basic does not mean simple, and it does not mean anyone can do it. But it is most certainly the case that people whose personality, or worse yet, intentions are not best suited for this job can achieve minimum standards. Because of that fact, there must be another safeguard for the community. Secondly, to stop the training process there would place our system of law enforcement on par with the other systems throughout the world wherein a person who meets a minimum standard and puts on a badge is assigned to work in area, without any thought as to if the person understands the area, the people, the laws (aside from the black and white text), or the challenges and fears facing the community. Third, even though a basic academy has the best intentions, they sometimes lack training properly as we are at the mercy of how the instructor teaches, are in their best element to teach that area, and even has personal knowledge of the topic they are instructing on.  Lastly, states are comprised of large areas, often with millions of people. There is no way for a basic minimum standards curriculum to accurately and adequately teach new police officers all the things one would need to know so that he or she could be successful. In today’s society, we can ill afford to have police officers that are ill-equipped, under trained, or perhaps worse, un-caring and emotionally un-intelligent policing our streets. No more, can we allow Memphis PD plain-clothes unit-style debacles to blacken our eyes. It should not be acceptable when there is a way to avoid it. We avoid it locally, in our own agencies.  

The San Jose Model

Above are some of the reasons that highlight why field training programs are necessary today. As with all things, we know better now than we did in the past. In the early 1970’s, the nations first organized field training program was developed and implemented in San Jose, California (Carnley, et. Al, 2022). It was not for any of the above-mentioned reasons, however, at least not directly. In San Jose, the problem was that as they began to identify officers that did not possess the requisite skills necessary to be a police officer (despite having presumably met the minimum standards at the time), they had no legitimate reasons supported by documentation to terminate them (Carnley, et. Al, 2022). The age-old maxim that the mother of invention is necessity once again proved true. As an industry, law enforcement discovered that documentation of training in the initial stages of a police officers career development was crucial. The San Jose Model, as it would become known, not only standardized the documentation of the field training program, but it became the template for how agencies across the nation trained its new officers for decades to come.

The San Jose Field Training Model is a 16-week training program, designed to be completed after a student (officer trainee) completes the police basic minimum standards academy for his or her respective governing body.  Over the course of these 16 weeks, the student will be trained on and evaluated in 29 specific categories (Kellams, 2023). This evaluation and feedback on training performance will be conducted daily and recorded on a form known as a daily observation report (DOR). This DOR, which is completed by the Field Training Officer and reviewed with the student at the end of each day, is completed using a standardized criteria obtained from the standardized evaluation guidelines (SEGs) (Konrath, 2015). Today, this task is easier and more efficient. Media plays an effective role in not only being a training aid to Field Training Officers (more on that later), but also assisting in the documentation, maintenance, and storage of the DORs, testing materials, and any other program tools. Online and web-based services such as LEFTA, and Power FTO have revolutionized the way field training documentation is conducted. Prior to these technologies, DORs were handwritten every day. Handwritten DORs could often lead to lax attitudes towards documentation for the sake of brevity, ability, comfort, or just plain effort. With electronic forms, accurate and thorough paperwork is easier to control.

Adult Learning and The Need for Change

The development of the San Jose Field Training Program was groundbreaking in law enforcement. That program, and the successful court challenges it has withstood over the years, has become industry standard in many places throughout the United States. Even though other variations of initial agency training exist, such as Police Training Officer (PTO) programs, it is likely that they would not, or would not be as widespread but for the heavy lifting done early on by the pioneers in the San Jose police department in the late 1960’s. As with most things though, we know more today than we did yesterday. Learning, specifically adult learning, is no exception.

Common in initial agency training in most places, DORs are focused on grading students on a numbered scale daily in categories of common police taskings. These numeric values, or the categories in which they are issued do not change from phase 1 to phase 3. The result is that the student will be graded with poor marks early in the program as they do not know what they are doing. As the student progresses through the program, the scores that he or she receives should get progressively higher, and by the end, will be at the acceptable level (program dependent) if the student satisfactorily completes training. This is wrong headed thinking that does not encourage long term success. Instead, there can be numerous detriments to this style of grading scheme. The use of such grading systems may well condition the FTO to gloss over categories that are not applicable for long periods of time. Common categories such as driving skills, control of conflict, self-initiated activity, and interview skills are all criteria that should not be used for a student in phase 1 and for most of phase 2, depending on the way the agency organizes its program. In such cases, the FTO must go through and mark the category with “Not Observed” or “Not Applicable.” This dead space on daily reports breeds complacency, and needlessly so.

Another common issue with the reliance on progressive scoring models is that students are expected to achieve failing marks early in the program so that learning may be measured by the improvement in scores late in the program. To re-state the problem, students ARE EXPECTED TO ACHIEVE FAILING MARKS. The FTO has two options. He or she can tell the student to ignore the failing marks because they will improve with time or ignore it completely and hope the student does not become demoralized. If the student becomes demoralized, then learning is inhibited from the outset, and if the student can become successful in the program they will still not be as well trained or successful as they could have been. We should not be normalizing training scars. If the student is told the secret formula about progressive scoring, then we are left to hope that he or she trusts that process rather than rushing it. When the students begin to rush that process, they begin to learn how to complete tasks but not how to do the job. For example, a victim of a burglary and a victim of a sexual assault are not treated the same way. The crime scene is not treated the same way, questions are not asked the same way, and notifications are not typically made the same way. We must ensure that the student officer, who is trying to earn a better score on the categories of “Interview Skills,” “Field Performance: Stress conditions,” and “Problem Solving / Decision Making” understands that these calls are separate.  These calls must be treated as such, lest we traumatize a victim, contaminate a crime scene, or worse down the road. Completing a task, like response to a sexual assault call in this example, is secondary to learning a skill. We should not be grading the task but rather the learned skill, and we cannot grade a learned skill until it has been taught.

Largely, those entering the law enforcement ranks today belong to the millennial generation. These workers, typically born between 1982-2004, represent a culture shift away from the independence and adaptable generation x (Snyder, 2017). This generation tends to be confident to the extent that it borders on demanding, unsurprising as they are sometimes referred to as the “participation trophy generation”.  Such a mentality, however, isn’t likely to lend itself to being graded harshly in the early stages of Field Training. Another observation of workers in this age range is their ability and willingness to change jobs frequently, so perceived harsh treatment in initial training might ward off what would otherwise be a valuable asset if trained correctly (Synder, 2017). We must also consider that our FTO’s themselves are rapidly becoming millennials as well. So, the technological advances made to FTO programs through software companies play well for this age, continuing with stale grading criteria and categories without a clear need for them is not something they will take well to.

Aside from the grading criteria and grading scale, we must also address the way we teach our student officers as well. As previously stated, we know more about adult learning than we did 40, 30, even 20 years ago. We would be derelict to not advance as science leads us. To not advance our teaching methods would be the intellectual equivalent of carrying a wheel gun as a primary duty weapon today despite the proliferation of semi-automatic handguns! We would be setting ourselves up for failure!

Another common mistake in FTO programs is trying to teach information to students before they have a prior knowledge base. One must have a foundation of prior knowledge before he or she can acquire new knowledge (Brown, Roediger III, & McDaniel, 2014). In many agencies throughout the country, students are competing Field Training Programs prior to completing the basic police academy. Not only does this defy logic, but it runs counter to what we know about learning. Even if we just apply this principle inside of the FTO program, we are left to ask ourselves why we are grading our students at all on tasks that they do not have a basic understanding of? What do we expect them to demonstrate? By grading them on these topics, it does not coincide with one of the approaches to leadership, ethical leadership.  According to Normore (2019), “Ethical leadership directed by respect for ethical beliefs, values, and the dignity and rights of others.  It is related to trust, honesty, consideration, charisma, and fairness.” We need to ensure the testing is a way we can be trusted and fair. The basic police academy is a structured environment with canned scenarios that have a scripted resolution, even if the student doesn’t know that. While that is a good and necessary training method, it is not a substitute for exposure to real world spontaneity and unpredictability.

Periodic testing throughout the FTO program must become a higher priority as well, if we hope to teach students to their maximum potential. Weekly tests are limited in their effectiveness and daily tests are nearly useless. Rather, periodic tests that provide opportunities for difficult recall are best for sustained learning. Testing can alternatively be called retrieval practice, as it is in the 2014 Harvard University Press published book Make it Stick. Retrieval practice that is easy doesn’t help the learning process, but difficult retrieval practice increases the benefit while also weakening the retrieval routes to less important information (Brown, Roediger III & McDaniel, 2014). “Check the block” daily quizzes are likely not helping anyone, but testing throughout all phases of training the requires recall of information both new and old is the best way to increase retention of information.

If an agency wants to improve its existing FTO program, the above listed items should be at the top of the list for review. We should not be grading students on categories in which they are not participating. If we make part of the process arbitrary, we make the whole process arbitrary. We should not be expecting failure and hoping it turns to success. We should be teaching and coaching students, and then evaluating what they have learned, only after we have taught them. We should not expect students to learn something if they do not have basic foundational knowledge. Expecting a student to be a police officer before having been taught the minimum police standards at the academy is unfair and unrealistic. When they return to our agency, expecting an immediate transfer of institutional knowledge into field application for grade is not an efficient teaching technique at best, and at worst it is a learning inhibitor. Finally, we should be testing our students regularly, and with tests that challenge their memory. The more difficult it is to recall the information and the more frequently it is done, the greater the benefit to the student.

In 2020, across the nation, we began to see a push in large swaths of society to “defund the police”. This was no organized movement, so the term took on many different meanings. Largely, it referred to decreasing the budgets for law enforcement agencies in favor of either shifting resources to other areas, or in the most extreme cases, just to spite the police. While that has been seen for the foolish farce that it was, public safety budgeting is still not flushed with cash in most places. As such, training costs are typically kept low. New, innovative training costs money, and many departments will be hesitant to spend that money on something that they feel replaces what they have that already works. But it only works in the sense that it is just good enough. We can and should do better. In today’s increasingly connected world, it has never been easier to train police officers. From social media content creators like Youtube’s Donut Operator (www.youtube.com/@DonutOperator) to training websites like www.policeoneacademy.com, training is at our fingertips at all times. While this certainly does not suffice for new police officers, it is a resource for officers to use to stay current, network, get ideas, and yes, train. If the rest of the law enforcement training world is staying up to date with the developing world, shouldn’t field training for new police officers do the same thing? A recent study by the International Association of Chief’s of Police (IACP) greater than 70% of law enforcement agencies surveyed said it was more difficult to hire now than it was five years ago, nearly 80% said that it was more difficult to find qualified applicants, and nearly 65% who left these agencies were in the first five years of their careers (IACP, 2024). With the difficulty in hiring and the ease of accessing training and development aids, we must be countering the social movement that is drawing people away from this line of work with the highest quality entry training we can provide.

As Donut Operator and Police One Academy are technologies to help law enforcement in the future, there are plenty of media that showers a bad light on officers.  Even though the Black Lives Matter movement started in 2013, they became very well known after the death of George Floyd.  Cities were dealing with terrible riots and police departments were even set on fire.  Even though there are social movements that can cause friction with departments, making proactive changes regarding field training and how we train them keeps those social movements at bay because of the better officer being produced.

In the section that follows, we will examine the implantation of a model field training program for the Bella Vista, Arkansas Police Department. This agency is currently refreshing and modernizing its program and incorporating the principles of modern learning from the very beginning of hire and in the appropriate stages. As the program is laid out, it can serve as a template of sorts for agencies to copy as they seek to implement their own program. While the administrative procedures are not the topic of conversation here, the desired training outcome is spelled out. First, the thoroughness in which Bella Vista PD conducts their training program suggests that the leadership not only has a vested interest in training new officers, but also in mitigating the risk of harm to the city and its employees. Risk is the possibility that something unpleasant will happen (Harrington, 2017). That is easy to imagine if you send un-trained, or under trained police officer armed with a gun and authority into the community. Bella Vista PD rightly recognizes that. They recognize that risk management is a leadership obligation. That basic truth should be passed down through each level of command, all the way to and through the FTO. Hazards can be posed by a myriad of different factors such as human (attitude, fatigue, training), environment (weather), mechanical (vehicles, equipment), and external (other people, laws, politics) (Harrington, 2017). We must guard against all these factors for the good of our officers and teach them to guard against them for the good of our communities. In doing so, we serve to develop future leaders. The FTO’s of today will be the Commanders, Chiefs, and Sheriffs of tomorrow. We must equip them with that in mind. 

Implementation of an Onboarding Program and Field Training Program

            For years, Officers discussed how much of a change was needed in the Field Training Program at the Bella Vista (AR) Police Department.  Eventually, a new Commander took over the program and created a Field Training Officer Board.  This was for a few reasons.  The first reason is the commander that was over the program in the past refused to listen to any ideas of change.   The second reason is the program needed senior FTO’s who were excited to make a difference with the program to have the ability to do what they needed to do with the program.  These officers have the trust and relationship with the officers that can help provide the excitement and backing of the commander down to the FTO’s and the FTO’s feel they can say whatever they want to say without fear of retribution of the leadership.  This is where real change can happen.  Finally, they needed the ability to feel valued, appreciated, and empowered to do this job. 

            The officers themselves came up with the Belle Vista PD FTO program that is being designed right now.  The onboarding process and the Rook School program were created.  This changed the way we did things with new officers.  In the past, when an officer was hired, they did some training and then either sat there on their phones for hours of the day or did manual labor around the department.  This is not a way to make someone feel valued and not a good look on the department from the beginning.  Furthermore, there are some basic areas of the job that are not covered in the academy and can be a little confusing when they go to study.  Those basic understandings are covered in Rook School.

            This program is designed and has shown to help students increase their knowledge base tremendously.  Additionally, this has recharged the officers in the patrol division.  They now feel they are a part of something special and something great.  They have felt empowered to make positive changes at the agency.  They absolutely feel valued, and morale has sprung up to higher levels. 

Onboarding

            A theory on leadership indicates we should be training and developing officers from the time they walk through the door on their first day.  In his book It’s Your Ship, Abroshoff discusses a time when a new member of his team arrived at the ship alone.  They felt alone the entire time.  They didn’t know where to go, who to speak with, or where anything was.  He then implemented a welcome-aboard program by having someone (called a “Running Mate”) meet their new member at the airport, bringing them to the ship, showing them great places to go and where not to go, gave a tour of the ship, and made introductions.  The “Running Mates” were top performers on the ship. This helped the new member feel like a member of the team from the beginning, they understand more, and know where to go.  Abroshoff (2012) said, “I wanted the Benfold’s environment to be exactly the opposite, and it was.  Our new sailors appreciated our efforts, which paid tremendous dividends in the form of workforce enthusiasm and self-confidence. (p. 164)”

            When Officers are first hired, there should be a structured onboarding process.  An officer, preferably a field training officer, should be assigned to the student on their first day.  Everywhere the student goes, the FTO should go as well.  If there are meetings at City Hall, the FTO should take them there, show them restaurants on the way, and sit in the meeting with them.  When they go to the supply clerk, the FTO should be there.  The FTO can make introductions to everyone they meet.  In this case, they become a mentor right from the beginning.

            As they receive department training, the FTO is there to help with the training and answer any questions.  They will take them places to eat lunch, talk about department culture and history, etc.  Once all the mundane training, preparations for the academy, equipment, and other paperwork is completed, a class should be started. 

            This class consists of the very basics and foundations of the constitution, case law, and other statutes.  Learning how to read a statute book is important.  This is where policies and procedures should be gone through and signed off on.  New Officers get to learn about the department’s mission statements, vision statements, and what the core department values are.  Then, the patrol division commander can add expectations, patrol’s values, mission statement, vision statement, and answer any questions.  Officers should start learning what leadership is and develop them then.  Therwanger states we should be training and developing officers from the time they walk through the door. Therwanger (2019) said, “Imagine if your whole organization thought like a leader, acted like a leader, and performed like a leader.  What type of results would you get?  But it starts with planting leadership seeds.”  We truly believe planting those seeds from the moment a new officer walks through the door will create better decisions, thoughts, and performance.

Figure 1-1. BVPD Week 1 Onboarding

           

            Figure 1-1 is an example of how the Bella Vista Police Department starts their onboarding process.  Typically, a new officer starts six weeks before the academy.  We know when the student’s first day is and have an FTO assigned to meet the officer at the front door to the department at 0600.  That FTO takes them to all the above scheduled appointments.  They will remain with them throughout the entire meetings and training sessions.  For the first week, every meeting is required for them for the department and the academy.  This schedule is provided in a binder to the student, so they know exactly where and when they need to be somewhere.  At the end of the day, the FTO meets with the students to conduct an after-action review of the day, answer any questions, and then go over the next day with the officer.  At the end of the week, there will be a discussion about the second week and where they are expected to show up Monday morning.  Over the weekend, the assigned FTO will periodically text the student to ensure things are going well for them over the weekend, if they have any questions, and remind them where to be and when to be at the start of the day Monday morning.  Sometimes, if the student is moving from somewhere else, this is a good time to set up help from other off duty officers to help with the move.

Figure 1-2. BVPD Week 2 Onboarding

 

            Figure 1-2 is an important example to show how the next week flows.  Again, the week is structured, professional, and no question about where to be.  Important needed training will be conducted so the student can be ready for the academy and the field training program when it starts.  Again, the FTO will be with them through the entire process.  At the end of the day, the FTO will meet with the students to conduct an after-action review for the day, go over the next day, sign off on what they have done, and prepare for the next day.

Figure 1-3.  BVPD Week 3 Onboarding

 

            Figure 1-3 shows the start of what the Bella Vista Police Department calls “Rook School.”  At 0600 hours, the students will do 45 minutes of physical fitness every day.  There is an instructor there helping guide them.  They have time to shower, change, and get breakfast.  Then they begin their schoolwork at 0730 hours.  As you can see, there are different topics of learning each day.  Furthermore, their classroom learning is only half a day.  The second half of their day is to try to have them ride out with an officer.  They do not have to be an FTO for this portion.  They are treated as a civilian riding along to avoid any 4^th Amendment issues and they typically do not have a vest yet for this portion.  This allows them to learn the city, meet other officers, and learn other aspects of the job that others can bring.  At the end of the week, they take a test over the covered material.  At the end of each day there are things in their Rook School binder that need to be signed off on indicating they learned the material and do their time card.

            As time goes on, the students continue to learn about other major topics.  They learn patrol tactics, domestic violence cases, the basics of driving while intoxicated investigations, interview and interrogations, and many more topics.  They also learn about leadership and the values of leadership.  This is to start training and developing them as leaders.  They will learn what good ethical decisions are, officer wellness, and stress management.  All lessons and training are extremely basic.  These training sessions are designed to go further basic into the foundation of what the academy teaches so it is easier to learn and understand from there.

            A survey was sent to the members of our class asking about their onboarding programs.  Interestingly, 83% of the class has an onboarding process.  Approximately 40% started recently.   Additionally, 60% of the agencies that have an onboarding process are structured.  Finally, of the five larger cities in Northwest Arkansas, the Bella Vista Police Department is the only one that has a structured onboarding process.

Phases of Training

            In the same survey, we asked how long or how many phases each department has.  All agencies have at least a 12-week program.  Four agencies have at least a 13-week program.  The remaining two agencies are the DEA and the Bella Vista Police Department.  The DEA has a 6-month program at four phases.  The Bella Vista Police Department is moving to a five-phase program at 28 weeks.  The fifth phase is for a remedial process without having to have permission from the Chief in the event someone needs more work or more exposure.  Otherwise, the student could get released after the fourth phase at 24 weeks.  According to the San Jose Police Department (Unknown), their field training program is 16 – 20 weeks long (para.2).  Furthermore, according to the New York Police Department Field Training Program Guide (2015), their field training program is six months long and is divided into three sixty-day phases (pg. 3).  

            The leadership theory to the Field Training Program is to develop leaders, to develop resilient offices, and to develop ethical decision makers.  This is for both a continuation of the Field Training Officer and the student.  The role of the FTO has gone from a more authoritative role to a teacher role.  Therefore, hazing and being extremely stern has changed to a coach, teacher, consultant, and mentor.  Keep in mind, this is also because of the generational issues we have with the newer and younger officers coming into the workforce.  Versatility skills from the FTO are going to be extremely important here.  One area of the versatility skills is Assessment and Shifting into the Role.  There are many roles the FTO will need to have for the student.  In the communication area it deals will a casual and information conversation like work partners or associates.  In the counseling area this deals with more feelings.  In the area of coaching this is more of a thinking area for problem solving approaches.  They may have to move into a counseling are of versatility skills for advising with more experience.  The FTO may need to just be a good listener and not offer any advice or coaching.  These skills will also be observed by the student and they will learn from the FTO’s versatility skills.  We also want officers to learn and retain the information as opposed to learning by passing a test. 

            The leadership approach to helping this are areas of emotional intelligence, empathy, communication, and conflict management.  Another leadership approached for the FTO will be in the style approach to leadership.  Even though the different phases will have a task behavior behind it (because there will be tasks to complete), there will need to be relationship behaviors that will need to be built and observed.  That student will eventually become a peer.  That relationship will need to be strong for the culture, morale, and even trust to survive.  We want the student to be able to make judgements with a high level of success.  Finally, the human factors in leadership that can influence safety by focusing on their situational awareness, fatigue, and effects of stress.  Another important factor for organizational subsystem is succession planning.  The ability for both the student and the FTO to sharpen and grow their leadership skills and approaches, they will be better prepared for the future of the department.  If the FTO does well, they will likely be ready for promotions.  Later, because the student received great training and development, they will eventually become officers and future leaders (via legitimate power and not just by their referent power or expert power).  All of these can be broken into at least three phases.

Phase 1

            In this phase, officers are taught emotional intelligence and empathy through learning and observing.  This should be an area of teaching and observing only and should not be driving.  There are only a few tasks that need to be met during this phase.  Scenarios at houses with actors are important during this phase.  This way, they can demonstrate in a controlled environment that they can meet all requirements to handle a call.  If a call for service comes out for a domestic fight in progress, this kind of call could be a phase two and/or a phase three call where the officer handles the call.  The FTO and the student will go to the call, but watch other officers work the call.  The FTO is explaining to the student in a real environment what other officers are doing.  They can show and help the officer listen to specific words or phrases that the officers are using to show empathy and calm the situation down.  They can listen to specific investigative questions to solicit answers.  They get to see how the scene is processed correctly.  This is all done while the FTO is explaining what is going on. During this phase, and every phase of the process, the student will undergo weekly written tests on the knowledge that they were introduced to that week. Each phase of training will end with a written test on material covering all learning up to that point in training.

            The written learning is understood during the instruction at the police department (or elsewhere), the scenario is done in a controlled environment to put skills to practice, and a real-life scenario is there for the student watch officers work a real problem.  This will set them up for success when it comes time to grade them and evaluate them during the phase they handle the call on their own.  Victim’s will feel a more competent and confident officer is handling their situation, there will be less questions later when the student becomes and officer taking calls on their own, and there will be less mistakes (such as 4^th Amendment rights being violated) when they are on their own.  In this phase, the students are tested weekly on areas they have learned and have an end of phase test.  This helps show both progress in learning and the retention of that learning.

Phase 2

            In this phase, we continue the scenarios and instructions.  However, we set the officer up for success by choosing the calls for service we feel they will be able to make judgements and make them successful.  This will keep their confidence boosted because they will be successful in the calls and cases they work.  They can get some softball wins through traffic stops, accidents, theft calls, and other similar calls that should be an easy win for them.  The conflict management skills they have been learning and observing will be used on those easier calls.  They establish a baseline that can be built upon with those small wins without too much stress.         The student will start driving in this phase.  This will also give them more stress to deal with.  In this phase, the students are tested weekly on areas they have learned and have an end of phase test.  This helps show both progress in learning and the retention of that learning.

Phase 3

            At this point, the student should be handling all calls at this point.  They should have enough experiences that has caused them to really strengthen their conflict management skills.  They should have good empathy to get through most situations.  If the FTO has done their job correctly, they can be more of a good listener and less of a consultant or coach.  The one area the FTO is still important, other than continuing to ensure rights are not violated, is the human factors in the student.  The student is still too young in their career to understand what fatigue is and feels like, the effects of stress, and how their situational awareness could be suffering due to some of the experiences at this point.  During this phase, and any other phase an agency may choose to add, the student is handling all calls for service.  They are probably taking so many reports they are having a hard time keeping up.  The students really need the FTO to monitor those areas. Like the other phases, Phase 3 will culminate with a written test that covers all material learned throughout the process. But, as this test will be an end of program test, it will also cover foundational learning information as well, such as case laws, terminology, policies and procedures, etc. In this phase, the students are tested weekly on areas they have learned and have an end of phase test.  This helps show both progress in learning and the retention of that learning.  Furthermore, a final exam from all phases is conducted.

Conclusion

It is only after passing all performance measures, all phase tests, and this comprehensive written test can we be sure that the student has learned what he or she needs to know (that is very different from completed a set of tasks and checked the blocks on a list of things) to be assigned duty as a solo, albeit, probationary police officer. It also important that this standard be applied to all newly hired police officers. As mentioned earlier, applying one standard to every police agency in the nation is impossible, and not in keeping with the type of law enforcement activity we employ in the U.S. With that in mind, there is no way to know that the “experienced” officer an agency just hired is experienced or experienced in the right way. The only way to know is to have them complete the FTO program. But you can only be so confident if your FTO program is based on stale principles that have not evolved in decades. Changes must be made to keep up with the times.

The Bella Vista, Arkansas Police Department recognizes that the community demands more from the police today than ever before. Scenes like the ones that gripped the nation from Ferguson, Missouri in 2014 or Minneapolis, Minnesota in 2020 are not likely to happen in Bella Vista. They are not likely to happen because they are proactive in training the right people the right way, right away. Departments like that tend to hire people that earn the respect of their communities, and those communities appreciate those departments.

References

• Abroshoff, M. (2012). It’s your ship: management techniques from the best damn ship in the navy. Grand Central Publishing.
• Brown, P. C., Roediger, H. L., III, & McDaniel, M. A. (2014). Make it stick. The Belknap Press.
• Carnley, K., Doucet, J., Stack, J., & Lofton, M. (2022). Readiness Network Publishing. Retrieved from: The History and Evolution of Police Training in America: https:// readinessnetworkpublishing.com/wp-content/uploads/2024/04/Capstone-004-The-History-and-Evolution-of-Police-Training-in-America.pdf
• Harrington, R. (2017). Progressive law enforcement leader effectively managing departmental risk. Module #7, Week # 8. National Command and Staff College
• IACP (n.d.). The State of Recruitment & Retention: A Continuing Crisis for Policing. The IACP. Retrieved January 22, 2025, from https://www.theiacp.org/sites/default/files/2024-11/2024Recruitment%26RetentionSurveyResults.pdf
• Kellams, S. (2023). Why field training for security officers is so important. Journal of Healthcare Protection Management, 104-109.
• Konrath, L.A. (2015). FTO or PTO? The San Jose model: correcting misconceptions.
• Normore, A. (2019). Approaches to leadership.  Module 1, Learning Area 1.  National Command and Staff College.
• Nypdmonitor.org (2015). NYPD 2015 field training guide. Retrieved January 22, 2025, from https://www.nypdmonitor.org/wp-content/uploads/2022/09/Final-2015-FTP-Guide.pdf
• Therwanger, E. (2019). Think great. Module 6, Learning Area 1. National Command and Staff College.
• Sjpd.org (2025). Field Training Program. Retrieved January 22, 2025, from https://www.sjpd.org/about-us/organization/bureau-of-field-operations/support-services-division/field-training-program
• Snyder, L. (2017). Generations. Module # 1, Week # 3. National Command and Staff College

*****

The Necessity of Physical Fitness Incentives in Law Enforcement

Cpl. Dylan Pugh, Lee County Sheriff’s Office, AL

Sgt. Johnathan Whaley, Opelika Police Department, AL

 

National Command and Staff College

Session #028

January 20, 2025

Abstract

            As law enforcement officers, we deal with stress daily. According to the Dolan Consulting Group, the average lifespan of a law enforcement officer is sixty-six years (Johnson, 2019). There are many factors to consider. However, work-related stress is one of law enforcement officers' most significant risk factors. For this project, representatives from seven law enforcement agencies were surveyed regarding physical fitness and their departments. Of the seven law enforcement agencies surveyed for this research paper, representatives from all seven agencies stated that they believe physical fitness helps manage stress. Furthermore, representatives from all seven agencies stated that while officers are given time to exercise during work hours, no physical fitness test is performed annually, and there is no financial incentive to maintain physical fitness standards while in service. This research study will show that agencies would benefit from adding a physical fitness incentive to their policy. Also, we will articulate how adding a physical fitness standard will help officers manage stress while performing their duties, improving their work performance and personal lives. We will further discuss the steps we have taken as agency leaders to develop fitness programs.

Introduction

            Business News Daily (Johnson, 2024) states that law enforcement is one of the most stressful career fields. These stresses are related to day-to-day work, post-traumatic stress, poor diet, as well as stressors at home. In 2022, 62 law enforcement officers were feloniously killed in the line of duty, according to the United States Department of Justice report, (COPS, 2023), whereas 170 law enforcement officers died by suicide (Luscynski, 2024).  Obviously, all of these deaths are tragic. Therefore, we assert that agencies must take action to aid their officers in dealing with stress by improving overall physical health.  According to Colins Goldman, "A U.S. police officer is 25 times more likely to die of a heart attack than a police work related death" (para. 12. 2019).

            Regular exercise can help reduce stress by "bumping up the brain's feel-good neurotransmitters, called endorphins" (Mayo Clinic, 2022, para. 5). However, many law enforcement officers do not have time to exercise regularly or are not given any incentive to maintain a physical fitness standard. Therefore, in many cases, officers will allow their physical fitness to suffer, which can, in turn, increase stress. Also, a Finnish study discovered that officers add one pound of weight each year of service (Goldman, 2019, para. 5). By adding a physical fitness program and a financial incentive for maintaining fitness, agencies will see less work-related stress. Furthermore, by adding physical fitness as a meaningful portion of the policy, agencies will see fewer work-related injuries, more career longevity, and better trained and tactically proficient officers.

Physical Fitness and the Leadership Perspective

            As law enforcement leaders, it is important that we set a high standard and a good example for our subordinates to follow. To accomplish this, we must hold ourselves to a high standard. We must be credible and authentic in our leadership and never ask an officer to do something we would not do or have not done. We risk our subordinates losing confidence in our leadership abilities if we place them in a situation we cannot effectively lead them through. Additionally, many within the workforce today are millennials and Generation Z. Both generations like to ask "why" because they want clarification when given a task or an order (Snyder, 2017). Both generations do not believe in the old adage “do I as I say, not as I do” leadership style. Therefore, law enforcement leadership must demonstrate an acceptable level of physical fitness to set a positive example.

Credible Leadership

            Dr. Larry Long stated, "Credible leaders increase the level of satisfaction the subordinates have" (2017). To accomplish this goal, a credible leader must aid his officer in reducing stress. As noted, one of the best ways to manage stress is through regular exercise. Furthermore, a credible leader must hold himself accountable regarding fitness standards so that he may be looked to for guidance. Modeling accountability is a great way to become a credible leader in law enforcement. If leaders can show through their own physical fitness standards and routine that they are accountable and put in the work, then that effort and accountability carry a lot of weight when they ask their subordinates to do the same thing. An out-of-shape supervisor preaching about physical fitness and telling stories about the way they used to run will not possess the same credibility as a supervisor who is in shape and who models credibility and accountability.

Authentic Leadership

            Integrity is very important to law enforcement officers, particularly leaders. As leaders, we are expected always to do the right thing. In fact, as Dr. Anthony Normore stated, "The overriding goal of authentic leaders is to try to do the right thing" (2017). Regarding fitness, the right thing to do is for an authentic leader to encourage his officers to maintain their fitness levels while being honest with them about their health and lifestyle. Of course, he must also be credible and honest regarding his own fitness level. If a leader is constantly telling his subordinates that they must workout and stay healthy, but he is in poor health and has a consistently poor diet, he is not being authentic or credible.                          

Historical Context

            Law enforcement can be a physically demanding job. Therefore, law enforcement agencies have often used physical fitness standards to eliminate new applicants. However, aside from physical requirements for specialized units, such as SWAT, very few agencies have physical fitness requirements for their officers following Basic Law Enforcement Training, despite the knowledge that physical fitness can reduce stress. The Pendleton Civil Service Reform Act, which was enacted in 1883, established a civil service commission to develop competitive examinations for fitness (National Strength and Conditioning Association, n.d.). Further legislation throughout the past 40 years has required some states and agencies to alter their physical fitness standards to protect people from discriminatory hiring practices. Fitness tests must be objective and reflect the physical demands observed in the field. Some states allow respective agencies within their state to make their fitness tests, which have seen discriminatory lawsuits being filed because individuals, including many female applicants, have failed the tests. Alabama has a standard physical fitness test that all agencies within the state use during the hiring phase; however, after candidates are hired and complete a basic academy session there are no standards to ensure that officers maintain a level of acceptable fitness. Being under the umbrella of the state protects each individual agency.

Physical Demands of Law Enforcement

            Law enforcement professionals are expected to help the public, often with physically demanding tasks. These tasks include clearing debris, taking lifesaving measures, or carrying casualties as need be. In many police procedural television programs, such as The Rookie, officers are shown doing heroic tasks on a day-to-day basis. While this may not be entirely true for an average police officer, they are still expected to answer calls for service promptly and professionally at any time of day or night. This can include long hours spent driving a patrol car, which in reality means that law enforcement is a mostly sedentary job. Research has clearly shown that as a population, police officers are generally in poorer health and less physically fit than members of the general population (Snell, 2012).

The Impact of Physical Condition on Job Performance

            According to a study by the FBI, officers who do not project a professional image are more likely to be assaulted (Stegner, 2024). Therefore, a lack of physical fitness can be an officer's safety if his poor physical condition leads to an unprofessional appearance. According to Snell (2017), "Physically fit officers also exhibit better job performance, are more committed to the job, use less time off due to injury or illness, enjoy greater job satisfaction, are less stressed, and have greater psychological well-being than those who are less physically fit" (para. 14).

Fitness Standards and Requirements

            The State of Alabama requires officers attending any police academy to pass the APOSTC Physical Agility/Ability Test sufficiently. This test consists of pushups, sit-ups, an obstacle course, and a 1.5-mile run. A prospective officer must complete 22 pushups in 1:00, 25 sit-ups in 1:00, the APOSTC Agility Course in 1:30, and a 1.5-mile run in 15:28 (APOSTC, n.d.). Law enforcement agencies often use this test to field and eliminate prospective officers. Once applicants have successfully completed the APOSTC Physical Agility/Ability Test and have successfully navigated the hiring process they must attend a 14-16 week basic academy. While at the academy they must pass the APOSTC Physical Agility/Ability Test again during the first week. If they fail the test while at the academy they are dismissed from the academy. Upon successful completion they will continue through the academy where they participate in daily physical fitness. However, very few agencies have a requirement for their officers after Basic Law Enforcement Training. The only exception is officers assigned to specialized units such as SWAT. Each agency determines a Physical Fitness Test for its specialized divisions.

Survey Results

            While beginning research for this project, we surveyed all the officers in the class with a series of questions to gain information regarding their individual agencies' approach to physical fitness. The eleven officers in the class are made up of representatives from seven agencies in three states. The first question asked was: Do you work out regularly? 100% of the class reported that they do work out regularly. The next question was: How many days per week do you work out? Answers ranged from 2-3 days per week to 4-5 days per week, with the majority stating they work out regularly 4-5 days per week. The third survey question was: Does your agency allow time for Physical training (PT) on duty? 100% of participants stated that their agencies allow time to PT on duty, with one participant adding that it depends on calls for service. The fourth question asked was: Does your agency conduct annual PT tests? 100% of participants stated that their agencies do not conduct PT tests in-service. The survey's fifth question was: Does your agency conduct annual PT tests for specialized units? 100% of participants stated that their agencies do conduct PT tests for specialized units, with one participant adding that he believes the test is very easy to pass.  The sixth question was: Does your agency give a financial incentive to maintain physical fitness? 100% of participants stated that there is no financial incentive to maintain physical fitness at their agencies. The seventh and final question asked in the survey was: Do you feel that maintaining physical fitness would help with stress levels? In their opinion, 100% of participants stated that maintaining physical fitness helps manage stress.

Implementing a Physical Fitness Program

            As previously stated, most law enforcement agencies in the United States do not have an in-service physical fitness program, which can lead to severe health issues throughout an officer's career. Many agencies can partner with local gyms or build gyms within the department. However, agencies must also consider that officers may not have time to exercise on their own and should be afforded an opportunity to work out during shifts.

            Even with these changes incorporated, officers still have no financial incentive. Therefore, agencies should consider a financial incentive for officers who maintain fitness standards throughout their careers. This can be done through annual testing, with a raise for passing the test or an additional annual leave day. Of course, this would depend on the agency's financial capabilities and whether or not these tests are mandatory or voluntary. Another incitive option would be to count testing results towards promotions. Adding this layer of incentive would help motivate officers to maintain an acceptable level of physical fitness. Without some type of financial incentive, officers are less likely to participate in a voluntary test.

            Furthermore, expecting a twenty-year veteran to perform as well as a twenty-year-old recruit is unreasonable. Therefore, the use of scaled testing standards such as the Cooper Institute Normative Datasheet can be considered. However, according to Stephen Farrell (2017), the terms "fitness norms" and "fitness standards" should not be used interchangeably. To account for this, testing should be pass/fail, and officers should be able to make up points if they fail in one event. For example, if an agency utilizes a standard 1.5-mile run, Pushup, or Sit-up type test, an officer who cannot run due to physical limitations should not be excluded from the financial benefits. Instead, they should be allowed to score higher in another category, and the overall points should be averaged for their final score.

            Another factor to consider is geographical limitations. Testing should be easily replicated in most conditions. For example, if an agency does not have access to the equipment required for testing, an alternative must be determined.

Legal Considerations

            An issue that may arise from adding a fitness program is the possibility of injury. Workman's Compensation generally covers the expenses of injuries or wages lost while out of work. However, there may be an issue if officers are injured on the clock while exercising.

Lee County Sheriff's Office

            At the Lee County Sheriff's Office, we have begun implementing a Fitness Incentive Program. The plan is to hold PT tests quarterly. Participation in the test will be voluntary; however, if the officer successfully passes, he will receive a 1.5% raise on his next evaluation.

            We have decided against utilizing the APOSTC Physical Agility/Ability Test for in-service officers. Instead, we opted to piggyback off the APOSTC test and created a test that is comprised of a 1.5-mile run, maximum rep pushups in 1:00, maximum rep sit-ups in 1:00, and a 300-meter run. Based on the Cooper Institute Normative Datasheet, participants must have an average score of 50%. Furthermore, if an officer cannot achieve a total score of 150, an additional test can aid him in achieving this goal. The additional test includes a timed sled drag, which requires an officer to drag a 165 lb sled 10 yards in 0:15 or less, and a timed kettlebell carry, which requires officers to carry a 53 lb kettlebell 40 yards in 1:00 or less. These additional tests can give officers 5 points each, which can be added to their total score.

            However, by implementing these tests, we are not only attempting to reward officers who have maintained physical fitness throughout their careers; we are also attempting to encourage officers to increase their fitness. To achieve this goal, we have established a system in which officers can reach the 150-point threshold without having to pass the PT test. Officers may work out inside the Sheriff's Office and gain 1 point. Officers may participate in Open Mat training sessions, held weekly by our defensive tactics instructors; participation grants them 5 points. If, throughout the course of a year, officers accumulate 150 points, they will still be able to benefit from the Fitness Incentive. In this way, we have prioritized physical fitness among our ranks.

Opelika Police Department

            Like the Lee County Sheriff’s Office, the Opelika Police Department has begun working on a physical fitness program that will include an incitive upon successful completion. The physical fitness program will model the APOSTC physical fitness test as it will include a 1.5-mile run, pushups, and sit-ups. However, the Cooper Institution times will be used because they are based on age and gender which allows the participants to have a fair grading scale. Having a fair grading scale is crucial for those who work within the department and for those who take the test. Participation in the test which will be conducted twice a year will be voluntary and those who successfully complete the test will be awarded 1.5 percent. The 1.5 percent will be added to their annual merit raise. The goal of this program is to incentivize officers and personnel to maintain a level of acceptable physical fitness which will increase their ability to perform their duties, will improve their mental health, will increase their stress response, and will improve their personal lives. To accomplish this goal and prepare participants for the physical fitness test the Opelika Police Department holds voluntary group workouts every Wednesday at 7:00 A.M. The goal of these workout sessions is to afford everyone an opportunity to fellowship through fitness and to improve their physical fitness in preparation for the tests.

Lee County SWAT

            In Lee County, Alabama we have a unified Special Weapons and Tactics Team which consists of members from the Lee County Sheriff’s Office, the Opelika Police Department, and the Auburn Police Department. Per policy, all members of the SWAT team are required to complete and pass a Physical Agility Test twice per year. For many years, the test consisted of a 1.5 mile run, maximum rep pushups in 1:00, and maximum rep sit-ups in 1:00. The standards were based on age and gender and consisted of United States Army standards for pushups and sit ups, and United States Air Force standards for the 1.5 mile run.

            It was often noted that the Physical Agility Test was not practical. Therefore, in 2022 senior team leaders decided to change the test and make it more applicable for SWAT officers. The test is now pass/fail. It consists of: 1 mile run, which must be completed in 9:00 or less; maximum reps pull-ups, with a minimum of 5 repetitions; maximum repetition 225 lbs deadlifts, minimum repetition of 10; 50 yard 90 lbs sled push, with a minimum time of :40; and maximum rep burpees in 1:00, with a minimum of 12 repetitions. The test was developed based on common knowledge and experience. Additionally, the test is comprised of movements that are objective and reflect physical demands that SWAT operators observe during their duties.

            The SWAT team has utilized this test since April 2023. The SWAT officers have responded well to this change. Despite being a pass/fail test, officers insisted on having a scoring system in order to be more competitive. Therefore, we also created a score sheet which is only based on time and repetitions. Following the scoring of the test, the officer with the highest score is given a Championship Belt. There is no financial incentive to scoring higher than anyone else, however, it seems, the bragging rights of carrying the belt, is enough for officers to be competitive.

Officer Wellness

            Officer wellness is crucial for law enforcement personnel and that is ever present today. Gone are the days where leadership can simply state “suck it up and deal with it”. The growing number of yearly suicides which has typically been higher than the officers feloniously killed illustrate the importance of officer wellness programs and the need to take care of your employees physical and mental health (Johnson, 2019). Several agencies throughout the state of Alabama have partnered with Alabama Law Enforcement Allegiance for Peer Support (ALLEAPS) to train personnel on mental health and how to help those who have gone through critical incidents. Both the Opelika Police Department and the Lee County Sheriff’s Officer have been proactive and have started officer wellness programs. Trained ALLEAPS personnel are on call and can be called out to conduct defuses to assist those that have gone through critical incidents. The defuses aim to educate those who have gone through critical incidents on what they can expect mentally, physically, emotionally, and privately after the incident. Additionally, defuses allow officers to know that someone within the law enforcement community cares about them and their wellbeing. If further assistance is needed, then officers can meet with Dr. Faulk who is a licensed phycologist and law enforcement officer. Having this resource is crucial because it is law enforcement personnel who understand the demands and stresses of the job taking care of law enforcement (Nelson, 2024).

            In addition to the ALLEAPS program both the Opelika Police Department and the Lee County Sheriff's Office have brought in licensed nutritionists, personal trainers, and gym owners to talk about dieting, fitness programming, and resources available to them. Having these community members come in has allowed the agencies to build strong relationships with community members and business owners. Furthermore, these meetings have provided great information about physical fitness and mental health for our officers.

            The Opelika Police Department has partnered with Auburn University to conduct a holistic health initiative. Auburn University has great research facilities which include a state-of-the-art 7-Tesla MRI machine. The goal of the program is to develop a holistic approach to officer wellness that has never been seen before using the fast amount of research materials available to the researches in the School of Kinesiology, Department of Electrical and Computer engineering, Department of Psychological Sciences, Department of Nutrition Sciences, and Department of Human Development and Family Science. Using all the resources available we have focused on five initial areas of emphasis which are pre-hire, mental health baseline, overall health, traumatic events, and chronic stress. Given that this research endeavor includes health information participation in the program is voluntary; however, the research that will come from the program will be instrumental for developing mental and physical health programs. Additionally, the information that will come from the program will allow us to better understand how critical incidents affect the human brain, the human body, and work performance.

Conclusion

            Law enforcement officers are at a higher risk of heart attack and suicide than they are of being feloniously killed in the line of duty. This is due to a number of factors related to various stressors throughout his career.

            Throughout this project, we have examined the historical context of physical fitness in law enforcement. We have outlined the necessity for officers to maintain physical fitness throughout their careers. We have also discussed what agencies represented in class do with regards to in-service fitness. Furthermore, we have lain out options and discussed our own agencies, and how we have progressed in our approach to fitness.

            Law enforcement leaders have the responsibility of setting our officers up for success. We can do this by encouraging our officers to maintain a level of physical fitness throughout their careers. But we must also allow them time to exercise while at work.

                        Moreover, agencies should consider adding a financial incentive to officers who have maintained their physical fitness standards. However, the financial benefit may also be extended to officers who are putting in effort to achieve their goals of staying fit for duty.

References

• Alabama Peace Officers Standards and Training Commission Physical Agility/Ability Test (PAAT, 2025). Retrieved from https://www.apostc.alabama.gov/wp-content/uploads/2019/12/paat-script-student-handout.pdf
• Farrell , S. (2017, December 17). Fitness norms and fitness standards are apples and oranges. The Cooper Institute. Retrieved January 21, 2025, from Fitness Norms and Fitness Standards are Apples and Oranges
• Goldman , C. (2019, May 2). The heavy costs of low-fit first responders. Orchestra. Retrieved January 21, 2025, from https://orchestramacro.com/fat-cops-costs-hurting-police-departments/
• Johnson, R. R. (n.d.). Threats to surviving this job. Dolan Consulting Group. Retrieved January 21, 2025, from https://www.dolanconsultinggroup.com/wp-content/uploads/2019/11/Threats-to-Surviving-This-Job_2019-Update.docx-1.pdf
• Johnson , S. (2024). Dealing with work stress: The Top 10 Most and Least Stressful Jobs. Business News Daily. Retrieved January 21, 2025, from https://www.businessnewsdaily.com/1875-stressful-careers.html
• Long, L. (2017). Leadership in practice: credible leadership. Learning Area #3, Module #5. National Command and Staff College.
• Lusczynski, P. (2024, September 25). Protecting the protectors by recognizing the importance of suicide prevention and mental health support in law enforcement is crucial. SoundThinking. Retrieved January 21, 2025, from https://www.soundthinking.com/blog/law-enforcement-suicide-prevention/#:~:text=Protecting%20the%20protectors%20by%20recognizing,150%2D200%20deaths%20per%20year.
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