BOSTON — At the beginning of 2023, the Rapid City Police Department (RCPD) in South Dakota was grappling with 35 vacancies in a force of fewer than 150 officers. By year’s end, the number of vacancies had been reduced to just eight. This remarkable turnaround was made possible through a combination of federal grant funding, strategic support from city leaders, and innovative internal practices aimed at increasing officer morale and reducing turnover.
During a panel session at the IACP 2024 conference, key members from RCPD’s leadership, recruitment and human resources teams shared insights into how they achieved these results. Their efforts were multifaceted, focusing on officer wellness, reducing unnecessary law enforcement involvement in non-criminal calls, and creating an environment where officers felt a deep sense of pride and ownership in their work.
At the heart of their success was a culture shift. RCPD’s leadership recognized that retention wasn’t just about salaries or benefits; it was about creating a work environment where officers felt valued and supported. “Culture is more important than pay and benefits,” said Deputy Chief Scott Sitts. “If you don’t have first-line supervisors who care, people leave.”
Panel participants:
- Alexcia Kalal, Recruitment Manager
- Dave Kinser, D.B.A, Research and Development Specialist
- Amanda Lee, Administrative Operations Manager
- Scott Sitts, Assistant Chief of Police
A new approach to recruitment and retention
Three years ago, RCPD faced significant recruitment and retention challenges. According to Sitts, officers were retiring in droves, and the department struggled to fill open positions. “We had 30 openings, and we would only get 20 applicants. After testing, we were left with four. We couldn’t hire more than a handful of officers each cycle,” Sitts explained.
The tide began to turn when the department used a COPS micro-grant to fund new initiatives, such as hiring a recruitment manager and updating recruitment processes, including revamping the agency’s police recruitment website.
One of the standout features of their recruitment strategy was their “Everyone is a Recruiter” campaign. This initiative encouraged all officers to participate in the recruitment process by offering a $3,000 referral bonus for every successful hire they referred. This system promoted a sense of ownership among officers and significantly reduced the costs typically associated with traditional hiring bonuses, which can range up to $10,000.
RCPD has made diversity a key focus of its recruitment strategy, actively working to attract candidates from a variety of backgrounds, including underrepresented groups. Their campaigns emphasize inclusivity by showcasing diverse officers in their marketing materials, which helps reflect the community they serve and appeal to a broader candidate pool.
In addition to promoting diversity, RCPD streamlined its testing and hiring process to make it quicker and more accessible. This nimble approach reduces delays between application and hiring, allowing the department to secure quality candidates more efficiently. By removing unnecessary barriers, RCPD ensures they attract and retain a diverse range of qualified applicants.
Additionally, RCPD partnering with the Skill Bridge program — which works with transitioning military personnel — was a game-changer. By working with local military bases, RCPD was able to bring in candidates through internships while they were still serving, allowing these individuals to seamlessly transition into law enforcement roles. These military candidates received a structured path to the police academy, where they could begin their policing careers immediately after their military service.
Recognizing that Gen Z values clear career growth, work-life balance and wellness, RCPD also introduced structured career paths from day one, offering recruits a roadmap to advancement.
“We now give new recruits a roadmap that outlines all the steps to reach key roles like detective or SRT member,” explained Administrative Operations Manager Amanda Lee.
Fostering wellness and personal growth
Officer wellness was another key focus area. RCPD’s wellness program, supported by a Law Enforcement Mental Health and Wellness Act (LEMWHA) grant, aimed to make the department a more supportive environment for officers dealing with job stress. The wellness initiative included gym reimbursements, zero-cost therapy options and a quarterly wellness day to focus on self-care activities, helping to reduce stress and support overall officer wellbeing.
RCPD also introduced an innovative sabbatical program as part of its comprehensive wellness initiatives to address officer burnout and improve retention. The program allows officers to take two weeks of leave every four years to fully unplug from the stresses of the job without using their accrued PTO. Recognizing the emotional toll of policing, the department’s leadership understood that offering this extended break could help prevent long-term burnout, offering officers a chance to recharge and return to work refreshed. “We can either lose them for two weeks or lose them forever when the job becomes too much,” said Sitts.
The investment in wellness initiatives has paid off. Improved morale and retention have led to a 6% attrition rate, down from 14% the previous year.
Using grants to support initiatives
Grants played a critical role in supporting many of RCPD’s programs, including recruitment, career development and wellness initiatives. By leveraging federal funding opportunities such as the COPS Hiring Program, Community Policing Development Microgrants and the LEMWHA grant, RCPD was able to implement long-term solutions that positively impacted the agency’s recruitment and retention efforts.
RCPD’s strategic use of grants didn’t just address immediate needs; it created sustainable, scalable solutions for officer well-being, recruitment and community engagement. According to Dave Kinser, “Once you obtain the grant, the COPS Office is with you 100% of the way.” This allowed the department to build on its successes and continue exploring new opportunities to enhance its operations.
Impact on the community: Co-responder programs
RCPD’s initiatives also had a far-reaching impact on the community, particularly through their co-responder model, which addressed mental health and homelessness-related calls. Partnering with local mental health agencies, RCPD’s co-response team has been able to handle non-criminal calls more efficiently, diverting individuals away from emergency rooms and providing them with the care they needed. This model, supported by the Promoting Access to Crisis Teams Program (formerly Crisis Intervention Teams) grant, allowed mental health professionals to respond to about 1,000 calls a month, reducing the burden on officers and increasing community satisfaction.
The cost savings from these efforts have been substantial, with the department reporting over $750,000 in savings in one year alone due to reduced overtime and emergency response costs. This, coupled with the improved morale among officers, demonstrates the program’s success.
Please join us in welcoming the four newest sworn officers to the RCPD family. Congrats are in order for Officers Royal Bauer, Ethan Bishop, Tyler Cameron, and Kaidan Hopson. Welcome aboard! pic.twitter.com/cxev6jr4pz
— RapidCityPD (@RapidCityPD) October 17, 2024
Key takeaways for police leaders
1. Culture over pay and benefits: RCPD emphasized that creating a supportive organizational culture is more critical for retention than increasing salaries or benefits. Officers want to feel valued and heard by their supervisors.
2. Holistic recruitment and retention: By offering clear career paths and mentoring programs, RCPD created a sense of purpose for new recruits. This approach attracts quality candidates and fosters long-term retention.
3. Wellness programs are essential: Comprehensive wellness programs, supported by grants, help officers manage the emotional toll of the job. Sabbatical leave and wellness days provide officers the chance to recharge, reducing burnout.
4. Grants make innovation possible: Federal grants can fund recruitment, wellness programs and partnerships with community organizations, driving meaningful improvements in police operations.
Looking ahead
RCPD continues to explore new ways to maintain its momentum. “We will keep focusing on wellness and continue to innovate,” said Sitts. As the department looks to the future, it remains committed to improving its officers’ work environment and ensuring they have the resources needed to succeed.
For departments interested in following in their footsteps, Kinser advises exploring grant opportunities and engaging with local businesses and city leaders to fund initiatives. RCPD’s success demonstrates that with the right support and funding, police departments can make significant strides in improving police recruitment, retention and officer wellbeing.
For more information on COPS Office grants opportunities, click here. Contact Deputy Chief Sitts here.
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