“Stop rotating schedules. It would allow the body to get used to a set schedule and develop a healthy sleep pattern.”
This plea, echoed by many respondents in the “What Cops Want in 2024" survey, sheds light on a growing crisis in law enforcement: the struggle to manage time.
With over 2,800 officers participating, the survey exposes how rotating shifts, mandatory overtime and unpredictable schedules are making it nearly impossible for officers to maintain work-life balance. High call volumes and extended shifts leave little room for personal care or rest, raising concerns about the long-term impact on both wellness and performance.
The data points to a profession running on empty, where time – both on and off the clock – is becoming harder to manage.
Let’s dig deeper into the findings to uncover the depth of these challenges.
What officers are saying
The findings on time management reveal several pressing challenges that law enforcement agencies and leaders must tackle. These highlights underscore the need for immediate and proactive solutions:
56% of officers reported experiencing a “near-miss” incident that they attribute to being fatigued or stressed.
What this means: Over half of the officers who responded acknowledged having a close call, such as a near accident or error in judgment, due to being physically or mentally overwhelmed. Fatigue and stress can impair decision-making, reaction time and physical performance. This data is tied to findings from the survey, including officers reporting that long shifts, overtime and inadequate breaks are major contributors to fatigue.
36% of officers said their department’s culture does not support taking breaks or time off for wellness-related reasons, while 6% reported strong support for such breaks.
What this means: This indicates that most departments may have policies or cultural attitudes that discourage officers from addressing their wellbeing while on duty. As a result, this can contribute to increased stress, burnout, and negative impacts on health and performance. In the survey, some officers mentioned that even when breaks are allowed, there is a stigma attached to taking them. For example, one officer said, “If fellow (senior) officers didn’t make fun of officers for taking mental health days, it would be easier to take the days off.”
37% of officers said that staffing levels significantly impact their ability to take time off for wellness-related activities are breaks.
What this means: Without sufficient staff, the workload increases for those on duty, leading to fewer opportunities to rest, recover, or engage in wellness practices such as exercise or mental health breaks. “Taking a bathroom break is challenging, much less a mental health break or workout,” one officer said.
This leaves officers feeling guilty, under the impression that they cannot take time off without leaving the department or their colleagues short-handed. “We are tired of working at or below minimum staffing levels … being told no time off is authorized outside of vacation lock-in periods,” one officer noted.
Zoom in
Here are five concrete steps police leaders can take to improve officers’ time management and overall wellness:
1. Establish consistent work schedules: Many respondents highlighted the negative impact of rotating shifts and inconsistent work schedules. Leaders should prioritize creating more stable scheduling practices to allow officers to maintain a healthier work-life balance and recover from long hours. Leaders can accomplish this by:
- Reviewing current shift rotations and overtime policies to identify patterns of fatigue or inefficiency. Gathering feedback from officers impacted by these schedules can offer valuable insights into where improvements are needed.
- Transitioning from frequent rotating shifts to more consistent or fixed schedules allows officers to adjust and maintain a regular sleep pattern. This can reduce the physical and mental toll of constantly changing hours.
- Having a pool of officers available for on-call or as backup, ensuring coverage without overburdening the same officers. This can help alleviate the need for frequent shift changes or last-minute mandatory overtime.
- Implementing scheduling software to automate and optimize shift assignments based on factors like fatigue levels, individual preferences and department needs. This can create efficient schedules while minimizing disruptions for officers.
2. Limit mandatory overtime: Officers pointed out the strain caused by excessive mandatory overtime. Departments need to evaluate staffing levels and overtime policies to ensure officers are not overworked, reducing the risk of fatigue and near-miss incidents. Leaders can accomplish this by:
- Conducting a staffing needs assessment, which can help identify gaps that contribute to overtime and determine whether additional officers are required to alleviate the workload.
- Implementing overtime limits, which establishes clear limits on the amount of mandatory overtime any officer can be required to work within a certain period. This will ensure officers get adequate rest and recovery time between shifts.
- Creating an overtime rotation system, which distributes extra shifts more evenly across officers – helping prevent burnout by spreading responsibilities across the entire department. And when overtime cannot be eliminated, departments can offer incentives – such as additional pay or time off – to encourage voluntary participation. This provides officers the option to choose shifts rather than being forced to work them.
3. Promote a wellness-oriented culture: With 36% of respondents saying their department doesn’t support wellness breaks, leaders must cultivate a culture where mental and physical wellness is encouraged. This includes addressing the stigma around taking time for self-care. Leaders can accomplish this by:
- Establishing formal wellness policies that explicitly allow officers to take breaks for self-care and wellness activities. This ensures that officers know their rights and that taking time for personal wellbeing is supported rather than discouraged.
- Addressing stigma through training, such as providing sessions focusing on mental health, stress management and wellness. This can break down stigmas surrounding self-care by normalizing the discussion of mental health and demonstrating that seeking help or taking a break is not a weakness – it’s a strength.
- Leading by example – meaning leaders should actively model wellness practices by taking regular breaks and promoting self-care. This sets a positive example for the rest of the department.
- Providing access to wellness resources, such as counseling services, fitness facilities and wellness programs. Officers need to have these tools easily accessible to prioritize their health. Furthermore, leaders can create initiatives to acknowledge and reward officers who actively participate in wellness activities.
4. Increase staffing levels to allow for breaks: Leaders must address staffing shortages, as officers reported that low staffing directly impacts their ability to take necessary breaks. Ensuring adequate staffing allows officers to manage stress and avoid burnout. Leaders can accomplish this by:
- Developing a strategic recruitment plan that focuses on attracting qualified candidates to fill staffing gaps. This can include outreach through community events, social media, and partnerships with local schools, colleges, or military programs.
- Rehiring or extending employment for retired officers on a part-time or contract basis. This can provide short-term relief while full-time hiring and training efforts are underway. Leaders could also look at offering flexible or part-time positions, and assigning non-operational duties to civilian employees.
5. Incorporate fitness into work hours: Officers expressed a desire to engage in wellness activities, such as working out, during their shifts. Leaders should explore ways to integrate fitness or wellness breaks into officers’ daily routines to improve both mental and physical health. Leaders can accomplish this by:
- Scheduling designated fitness breaks, where officers are encouraged to participate in fitness activities. These breaks, which can be as short as 30 minutes, allow officers to engage in physical activity without disrupting their daily responsibilities.
- Providing on-site fitness facilities to make it easier for officers to work out during their shifts. Departments can also collaborate with local fitness trainers to offer structured wellness programs during shifts.
- Offering incentives for participation, which could include recognition, additional time off or wellness-related rewards that motivate officers to stay committed to their health.
Zoom out
Implementing these five action items can lead to meaningful improvements for both individual officers and the departments they serve. Here are three ways these strategies can make an impact:
1. Improved officer wellness and enhanced job performance: By prioritizing consistent schedules, wellness breaks and fitness during work hours, departments can enhance the physical and mental wellbeing of their officers. Additionally, with better work-life balance and reduced fatigue, officers are more alert and focused while on duty. This improves individual performance and enhances the department’s effectiveness in serving the community.
2. Fewer incidents and errors: Well-rested officers are less prone to errors. Addressing fatigue and staffing shortages directly reduces the likelihood of near-miss incidents and errors on the job.
3. Increased retention and recruitment: Creating a culture that supports wellness and reduces overtime can make law enforcement more appealing to recruits and help retain experienced officers. When officers feel valued and supported, they are more likely to stay in the profession long-term.
The bottom line
Ignoring these findings from the “What Cops Want in 2024" survey will only deepen the struggles officers face, from fatigue to burnout to declining job satisfaction.
Leaders: use this data as a starting point to engage in meaningful conversations with your officers. By taking proactive steps, you can foster a healthier, more sustainable work environment – one where officers feel valued, supported and equipped to serve their communities.
