This article is based on research conducted as a part of the CA POST Command College. It is a futures study of a particular emerging issue of relevance to law enforcement. Its purpose is not to predict the future; rather, to project a variety of possible scenarios useful for planning and action in anticipation of the emerging landscape facing policing organizations.
The article was created using the futures forecasting process of Command College and its outcomes. Managing the future means influencing it — creating, constraining and adapting to emerging trends and events in a way that optimizes the opportunities and minimizes the threats of relevance to the profession.
By Lieutenant Charles Fisher
Law enforcement agencies across the country face a severe and ongoing staffing crisis. [1] To address this, many departments have prioritized recruitment and retention, offering unprecedented signing bonuses — some reaching $100,000 — to attract new personnel. [2] However, while replenishing staff is crucial, focusing solely on recruitment overlooks a significant opportunity for meaningful reform. Current vacancy levels present a rare opportunity for law enforcement leaders to reassess which of their services and roles are essential.
It is time to consider regionalization, the integration of emerging technologies, exploring privatization and eliminating inefficiencies with the same vigor we now apply to recruitment. Without addressing outdated structures that no longer align with modern policing needs, recruitment alone will not be enough.
Time is of the essence
The urgency for transformative action in law enforcement has never been more apparent. The enduring staffing deficiency presents a unique opportunity for organizational leaders to rethink how resources are structured and allocated. The sheer number of vacancies affords agencies an opportunity to implement significant changes without the disruption of eliminating occupied positions. [1] This is the ideal time to reshape operations, focusing on greater efficiency and adaptability. Acting now allows for smoother transitions and more sustainable reforms, as vacant budgeted positions can be reassigned, reorganized, or eliminated without the traditional resistance from employees, labor groups and others content with the status quo.
“Streamlining operations not only eases the burden on employees but also allows for the redeployment of personnel to reinvigorate downsized specialized units.”
Stakeholders who have traditionally resisted change, such as union leaders and long-serving personnel, are now, understandably, more open to transformation given the mutually beneficial outcomes. [3] In the current environment, all parties acknowledge that reducing redundancy and alleviating heavy workloads supports the shared objective of improving working conditions. Streamlining operations not only eases the burden on employees but also allows for the redeployment of personnel to reinvigorate downsized specialized units, ultimately enhancing both operational efficiency and effectiveness.
Recognizing the dire situation facing police organizations, specifically the fact that officers are leaving the profession faster than they can be hired, Rick Snyder, president of Fraternal Order for Police Local 86 in Indianapolis, Indiana, emphasized the immediate need for change by stating simply, “Nobody wants to buy a ticket to a sinking ship.” [3] This alignment of interests — management striving for efficiency and employees seeking relief and growth opportunities — presents a rare and valuable opportunity for meaningful, mutually advantageous reform. [4]
Regionalization: A key to long-term sustainability
One of the most promising strategies to address law enforcement staffing shortages is regionalization. This approach consolidates services across multiple jurisdictions, pooling resources, sharing costs and improving operational efficiency. Rather than merging entire departments, regionalizing key services — such as custody facilities, dispatch centers and specialized units — provides a practical and targeted solution to alleviate staffing pressures while enhancing overall capacity and service delivery.
Regionalizing custody facilities
Custody facilities, particularly in California, represent one area prime for regionalization. With the impact of decriminalization, bail reform and the resulting reduction in the number of individuals being booked and held prior to arraignment, maintaining independent, fully staffed custody facilities is growing increasingly impractical. [5] This is especially true for smaller departments, which often lack the resources needed for 24/7 custody operations.
Regionalizing custody operations would allow multiple jurisdictions to share responsibility, reducing the financial and operational burdens on individual agencies. For example, consolidating several underutilized municipal jail facilities into a single regional facility could lead to more efficient operations while maintaining adequate detention services. This shared facility could also provide on-site medical staff and ADA-compliant infrastructure, services that may be financially out of reach for smaller jurisdictions. [6] By sharing resources and personnel, regionalized custody facilities would enhance service delivery, reduce liability and free up officers for more urgent duties.
Regionalizing dispatch
Dispatch centers, especially in smaller departments, have been significantly impacted by staffing shortages. Maintaining 24/7 operations can strain available resources and lead to service gaps. Regionalizing dispatch services allows neighboring agencies to pool their resources, creating centralized operations that reduce redundancy and produce significant cost savings. [7] A prime example of this model is the South Bay Regional Public Communications Authority, also known as the Regional Communications Center (RCC), which provides 911 call center and dispatch services for six Los Angeles County police agencies. [8]
Consolidating dispatch services not only addresses staffing shortages but also creates a more consistent and coordinated emergency response. This model improves communication between jurisdictions, ensuring faster response times and a more efficient use of resources. [7] With regionalized dispatch centers, law enforcement agencies can streamline their operations, providing a higher level of service to the communities they serve while freeing up personnel and funding for other critical tasks. [7]
“Consolidating dispatch services not only addresses staffing shortages but also creates a more consistent and coordinated emergency response.”
Additionally, regionalized dispatch centers are well-suited to adopt and integrate advanced technologies like AI-driven tools, chatbots and real time crime centers (RTCCs), improving both resource allocation and emergency call triage. Centralized operations allow for quicker implementation of cutting-edge innovations, benefiting all jurisdictions, including smaller ones that may not have the capacity to individually invest in such technology. This collaborative approach optimizes emergency responses, enhances data analysis capabilities and ensures all communities receive high-quality service through shared technological advancements.
Regionalizing SWAT
Regionalizing specialized units like SWAT is an underutilized strategy that could both alleviate staffing pressures and enhance service delivery. A 2013 national survey revealed that 60% of law enforcement agencies in the United States managed their own SWAT teams, while only 30% were part of multi-agency teams. The remaining agencies reported having no access to SWAT services. [9]
Furthermore, only 4.3% of these agencies had full-time SWAT operators; most personnel divided their time between regular duties and SWAT responsibilities. This arrangement burdens both personnel and agencies, limiting operators’ training, experience and readiness for high-risk deployments while increasing administrative overhead for agencies maintaining large part-time teams.
Pooling resources across neighboring jurisdictions to form regional SWAT teams, or at least integrating full-time operators into predominantly collateral-based teams, could significantly enhance operational effectiveness. This shift would reduce the strain on operators, allowing them to focus primarily on their specialized tasks, leading to better performance in high-risk situations. Full-time teams would benefit from more frequent training and deployment, leading to improved readiness.
A successful example of regionalization exists in Orange County, California, where the North County SWAT team operates on a part-time basis but is staffed by over 80 members from six local agencies. This collaboration allows for a more comprehensive response capability, including tactical dispatchers, crisis negotiators and tactical medics. [10] If adopted on a larger scale, such regional teams can provide a higher level of service to the community, ensuring a more consistent and prepared SWAT response.
Regionalizing specialized units is not just about cost savings or reallocating personnel; it’s a leadership-driven effort to improve the efficiency and responsiveness of law enforcement services. By consolidating resources across jurisdictions, regional SWAT teams gain access to a larger pool of skilled officers, advanced equipment and enhanced training opportunities. [11] The benefits of full-time SWAT personnel are evident, as these operators focus solely on tactical readiness, allowing them to maintain a constant state of preparedness. Full-time teams are not burdened by other duties, and this level of specialization ensures SWAT teams are better trained, more consistent in their performance and capable of handling complex, high-stakes scenarios efficiently. [12] Additionally, by selecting the best personnel from multiple agencies, regionalization avoids the challenges faced by smaller departments with limited resources, ultimately leading to a higher level of public safety service.
Beyond SWAT teams, regionalization offers a broader path forward for law enforcement agencies facing staffing shortages. Whether it is consolidating custody facilities, dispatch centers or other specialized units, pooling resources across jurisdictions improves service delivery while reducing financial and personnel burdens on individual departments. By embracing regionalization, law enforcement leaders can not only tackle current challenges but also build more sustainable and resilient systems equipped to meet evolving public safety demands.
Technological integration: A game-changer (if we don’t shy away)
As the police explore regionalization to address staffing shortages, an equally transformative opportunity lies in the adoption of emerging technologies. By actively embracing advancements such as artificial intelligence (AI) and automation, police leaders can free up valuable resources while enhancing operational efficiency.
AI-driven solutions, for instance, can automate routine tasks like call-taking, dispatching and crime analysis — functions that often consume substantial time and personnel. [13] This not only allows officers to focus on more critical responsibilities but also maximizes the impact of limited personnel. The integration of these technologies has the potential to revolutionize law enforcement operations, enabling agencies to maintain high standards of public safety while doing more with fewer resources. By not shying away from technological innovations, law enforcement agencies can ensure they are well-positioned to meet the challenges of modern policing.
As of late 2023, fewer than a dozen 911 call centers across seven states were using or testing AI-based systems. Those that have embraced it indicate that AI is proving to be highly effective in reducing the call-taking workload for their staff, significantly enhancing overall operational efficiency. In Colorado, Maryland, Missouri, Oregon, South Carolina, Texas and Virginia, AI technology is now helping triage nonemergency calls, alleviating the burden on human operators. [14] Software providers such as Carbyne offer AI-driven emergency communication services, including live two-way translation and call triaging, streamlining the call-handling process.
Amazon Connect is another example of current AI technology that can inform future police practice. In Charleston County, South Carolina, the Consolidated Emergency Communications Center implemented Amazon Connect at a cost of approximately $2,800 per month. The result? A reduction of 36% in the volume of calls to their administrative lines. [14] Similarly, Colorado’s Jefferson County Communications Center Authority reports that Amazon Connect processes nearly 40% of its administrative calls.
AI-powered systems go beyond merely reducing call volumes; they enhance real-time resource allocation, minimize human error and improve response times. [15] This capability is especially valuable considering that, for example, California alone has a staggering 440 emergency call centers, where staffing shortages remain an ongoing concern. [14] In fact, between 2019 and 2022, one in four emergency call center positions remained vacant. [16] By automating the handling of nonemergency calls, these systems could allow dispatchers to focus their attention on critical incidents, ensuring urgent situations receive timely and appropriate responses. This not only mitigates the workload for existing staff but also helps offset the impacts of staffing shortages, maintaining service quality and improving overall response accuracy and efficiency. [15] The integration of AI technology into emergency call centers represents a practical solution to enhance public safety efforts by enabling more efficient operations and resource allocation, even in the face of significant personnel gaps.
Technologies and partnerships
AI has brought significant advancements in the realm of crime analysis, enabling law enforcement agencies to detect and respond to crime patterns more proactively and efficiently. [17] Automated systems can now quickly sift through vast amounts of data, identifying trends and patterns that would otherwise go unnoticed, thereby allowing agencies to deploy resources in a more strategic manner. As a result, AI is helping reduce crime rates even with fewer personnel. [15]
Technologies like automated license plate recognition (ALPR) and facial recognition software significantly enhance surveillance capabilities by enabling real-time monitoring and identification of criminal activity. [18] The transformative potential of AI in law enforcement was recently showcased in the United Kingdom during a cold case investigation, where Avon and Somerset Police used the Soze AI analytic tool, developed by Australian firm Akkodis. This AI-powered tool accomplished more than 80 years’ worth of crime analysis in just 30 hours. [19] In this particular investigation, 27 complex cases were examined, involving video footage, financial records, handwritten notes, social media activity, email correspondence and other critical documents. The impressive results prompted Gavin Stephens, chair of the National Police Chiefs’ Council, to suggest that widespread adoption of similar systems across the U.K. could save millions of hours in police work.
With such technology available, law enforcement agencies have an invaluable tool at their disposal for navigating the increasingly complex landscape of modern policing and realities of a reduced workforce. As the pressures of staffing shortages continue, integrating AI into crime analysis and other functions will become essential for maintaining public safety at the highest possible standards.
“An AI-powered tool accomplished more than 80 years’ worth of crime analysis in just 30 hours.”
Leveraging strategic partnerships
In addition to integrating AI into police operations, strategic partnerships offer another crucial avenue for law enforcement agencies to sustain public safety services during staffing shortages. By collaborating with community organizations, private companies and other government agencies, law enforcement can extend its operational capacity and mitigate the impact of personnel gaps. [20] These partnerships not only provide additional resources but also enhance public trust, which is vital in modern policing.
One successful example is the integration of community-based organizations to handle nonemergency incidents. In cities like Berkeley, California, programs such as the Community Emergency Response Network (CERN) enable social workers and mental health professionals to respond to calls that do not require police intervention, such as mental health crises and homelessness-related incidents. [21] This reduces the burden on law enforcement and ensures individuals receive specialized care. In New York City, a similar program called B-HEARD, or Behavioral Health Emergency Assistance Response Division, began operating with a pilot program in 2021. Since that date, the nontraditional response units, directed by police dispatch centers and staffed by EMTs and social workers, have handled 16% of 911 mental health crisis calls. [22] Although B-HEARD’s contribution is significant, the NYPD and B-HEARD are currently making efforts to take on much more of the workload. These types of relationships should be explored and can offer strategic outsourcing of tasks, freeing up our most valuable human assets.
Private-sector collaborations also present valuable opportunities for strategic workload sharing and innovation. Agencies suffering from staffing shortages can partner with private entities to accurately gather data and identify opportunities. Even if such evaluations do not reveal easy fixes, they at the very least substantiate the staffing shortcomings to stakeholders. Further, many organizations have the ability to calculate their workload but simultaneously lack the skill set or data to associate that work with a cost. [23] Many workload assessments produce empirical data, from an outsider’s perspective, that can ultimately have an impact on productivity, morale and even community support. [23] Some less advanced partnerships involve the transition of costly, officer-driven prehire background investigations to private agencies at a fraction of the cost. Such partnerships make it possible for law enforcement to implement cutting-edge and effective solutions that may otherwise be too costly or complex to develop in-house.
“Agencies suffering from staffing shortages can partner with private entities to accurately gather data and identify opportunities.”
Overcoming leadership’s resistance to change
Despite the clear benefits of regionalization, technological integration and strategic partnerships, many law enforcement leaders remain hesitant to disrupt traditional structures. This resistance is often rooted in concerns about losing local control, fear of the unknown or the potential for pushback. [24] However, failing to seize this opportunity for reform during the staffing crisis could limit law enforcement’s long-term resilience.
Police leaders must adopt a forward-thinking mindset, recognizing that operational efficiency and public safety can be enhanced through strategic transformation. [25] By appointing dedicated personnel — such as chief optimization officers and process improvement officers — leaders can ensure redundancy is identified, services are consolidated and technology is integrated smoothly. Transparent communication and staff involvement are key to overcoming resistance to change and building more efficient and adaptable organizations.
A call to action
The current staffing crisis in law enforcement presents both a critical challenge and an unparalleled opportunity for transformation. While recruitment and retention efforts remain essential, they alone will not address the systemic staffing concerns that have long hindered law enforcement agencies. Police leaders must look beyond traditional solutions and embrace a more strategic approach that incorporates regionalization, technological integration and strategic partnerships. Most of all, managers must find the courage to abandon antiquated services and structures.
Internally, law enforcement agencies should take immediate steps to assess and address inefficiencies. Just as dedicated staff are tasked with recruitment efforts, agencies must also designate personnel to identify areas of redundancy, explore regionalization opportunities and even eliminate outdated services. This proactive approach will not only free up resources but will also allow agencies to focus on what truly matters: delivering effective, economical, modern public safety services.
The path forward is clear: By embracing regionalization, integrating cutting-edge technologies, forming key partnerships and prioritizing realignment of services with the same vigor we now devote to recruiting, law enforcement agencies can position themselves to meet the complex challenges of tomorrow. The time to act is now, and police leaders must seize this moment to ensure their agencies are equipped for the future, creating a more sustainable and resilient model for public safety.
References
- Police Executive Research Forum. New PERF survey shows police agencies are losing officers faster than they can hire new ones. 2023.
- City of Torrance, California. Torrance City Council approves $100K police lateral program in $4.6 million recruitment and retention incentive pilot program. 2024.
- Ryckaert V. Police union president says IMPD staffing is dangerously low despite new recruit class. WRTV. August 2023.
- Polzin MJ, DeLord RG. Police labor-management relations (Vol. II): A guide for implementing change, making reforms, and handling crises for managers and union leaders. U.S. Department of Justice, Office of Community Oriented Policing Services; 2006.
- Sloan T, Pickard M, Lacoe J, Bird M, Raphael S. The short-term impacts of bail policy on crime in Los Angeles. California Policy Lab. 2024.
- Duara N. ‘Catastrophic staffing shortage’ hits California’s rural police first, and hardest. CalMatters. December 2022.
- Plunkett K. With decreased resources, how will the police continue to provide quality services? Police1. August 2021.
- South Bay Regional Public Communications Authority.
- International Association of Chiefs of Police, National Tactical Officers Association. National special weapons and tactics (SWAT) study: A national assessment of critical trends and issues from 2009 to 2013. 2018.
- Fullerton Police. SWAT.
- French G. How to stand up a regional SWAT team. Police1.
- National Tactical Officers Association. Tactical response and operations standard for law enforcement agencies. April 2018.
- Mandarano K. The benefits and risks of AI in 911 call centers. University of Maryland Center for Health and Homeland Security. October 2023.
- Hernandez A. AI bots are helping 911 dispatchers with their workload. Stateline. October 2023.
- Jenkins M, Shields C. Taking a principled approach to AI in policing. Police Chief. April 2024.
- National Association of State 911 Administrations, International Academies of Emergency Dispatch. America’s 911 workforce is in crisis: Results of a nationwide 911 staffing survey. 2023.
- Dakalbab F, Abu Talib M, Abu Waraga O, et al. Artificial intelligence & crime prediction: A systematic literature review. Social Sciences & Humanities Open. 2022.
- Redden J, Aagaard B, Taniguchi T. Artificial intelligence applications in law enforcement: An overview of artificial intelligence applications and considerations for state and local law enforcement. National Institute of Justice. August 2020.
- Vaughan H. AI tool that can do ‘81 years of detective work in 30 hours’ trialled by police. Sky News. September 2024.
- Wilson JM, Grammich CA. Reframing the police staffing challenge: Strategies for meeting workload demand. 2022.
- City of Berkeley. Reimagining public safety in Berkeley: Final report and implementation plan. 2022.
- Smith GB. Non-cop response teams handled just 16% of 911 mental health crisis calls. The City. July 2022.
- Shane JM. Creating a nexus between workload and costs: A case study from Ocean View PD. Police1. June 2023.
- Wilson JM, Dalton E, Scheer C, Grammich CA. Police recruitment and retention for the new millennium: The state of knowledge. RAND Corp. 2010.
- Wilson JM, Grammich CA. Reframing the police staffing challenge: A systems approach to workforce planning and managing workload demand. Policing. February 2024.
About the author
Lieutenant Charles E. Fisher is a seasoned law enforcement professional with over two decades of experience in policing, leadership and strategic planning. He currently serves as the Traffic and Special Events Division commander at the Torrance Police Department in California. He has held key leadership roles, including Patrol Division commander, Special Investigations Division commander and Personnel/Internal Affairs Division commander.
A graduate of the University of California, Los Angeles (UCLA) and U.S. Naval Postgraduate School, Fisher holds a Bachelor of Arts in political science and a Master of Arts in security studies. He has a strong background in homeland security, recruitment and retention strategies and organizational risk management. Throughout his career, he has managed specialized law enforcement units, including canine details, explosive detection units, field training programs and recruitment and retention initiatives. He has contributed to national discussions on law enforcement’s response to homelessness, and his expertise has been recognized through multiple commendations, including two U.S. Attorneys’ Awards for Investigative Achievement.
Committed to community service, Fisher serves on advisory boards addressing critical policing issues and volunteers as a board member for a local nonprofit organization dedicated to assisting homeless families. His dedication to evidence-based policing and innovative leadership continues to shape the future of law enforcement.