Welcome to our new series, “Solutions for Modern Policing.” In the rapidly evolving landscape of law enforcement, challenges are inevitable. However, each challenge presents an opportunity for innovation, growth and progress. This series aims to explore these opportunities by delving into the most pressing issues faced by police departments today and highlighting the innovative solutions that are making a difference.
From recruitment struggles to community engagement, from technological advancements to leadership strategies, “Solutions for Modern Policing” will provide a comprehensive look at how various departments are tackling their unique obstacles head-on. Our goal is to not only share these success stories but also to offer practical insights and strategies that can be adopted by other agencies facing similar challenges.
Each article in this series will follow a problem/solution format, as we outline the issues at hand and the steps taken to address them.
For much of my career, the concept of wellness in police agencies was virtually nonexistent — at least until recent years. As a rookie officer, I responded to the same types of calls that police officers face today — anything from routine traffic crashes to homicide scenes to domestic violence calls to death notifications. These traumatic experiences are a standard part of the job.
Officers are not ignorant of the fact that they will be exposed to such things. They learn about these realities during ride-alongs, interviews, onboarding, and, of course, in the basic training academies. Yet no amount of preparation can fully convey the psychological toll these experiences take.
In the early 1990s, it was standard to bring rookie officers to major crime scenes to give them a firsthand look at the horrors they would likely face. This was seen as a learning opportunity and a way to evaluate how new officers would cope with such experiences. However, little consideration was given to the personal history or emotional wellbeing of the officer, and there was no follow-up to check how they processed what they had witnessed. The mindset was simple: “Suck it up and deal with it.”
Most officers, driven by their sense of duty, will push through whatever they encounter — no matter how horrific or psychologically taxing. But in the past decade or so, we’ve finally begun to address the importance of wellness, and we’ve started doing so without the stigma that surrounded it in the past. So, what can we do to truly foster wellness within our police forces? And what does that process look like?
The problem: Officer wellness is a spectrum of needs
If you were to survey a room full of police officers and ask them “What does wellness mean to you?” you would likely get a variety of answers.
In Police1’s State of the Industry Survey, nearly 3,000 officers shared their thoughts on wellness and how that factors into their daily routines. Unsurprisingly, the What Cops Want survey results revealed a significant concern around officer wellbeing. These concerns span a range of topics from understanding how stress affects those in the profession, to the quality of sleep officers get, to their nutrition needs, and how they maintain physical fitness. Given the broad scope of wellness issues, how can police leaders best assess and prioritize the needs of their own agencies?
The solution: The power of asking questions
Many police leaders may feel confident in their grasp of the issues within their agencies, and while many proactive leaders remain engaged, there are some questions that command staff alone can’t always answer. Asking these questions can be intimidating, as some leaders might see it as a sign of weakness or lack of knowledge. However, when the right questions are asked with genuine intent, the insights gained can be invaluable and help guide decisions that better align with the organization’s true needs.
In his book “The Infinite Game,” Simon Sinek discusses the concept of servant leadership, where leaders put the needs of others above their own, advancing a just cause for the greater good. This approach requires risk, as asking questions may yield uncomfortable or critical answers. However, true servant leaders understand this and push forward, knowing that what they don’t yet could lead to the next big idea that will elevate their agency to new heights.
When conducted properly, department-wide surveys can be an excellent tool for assessing the pulse of the organization. In the context of this article, understanding wellness and its significance to the organization is more complex than it may initially seem. The priorities of the executive team may not align with those of the investigations division, and dispatch personnel could have very different ideas about wellness compared to members of the tactical team. A well-designed survey can help bridge these gaps and reveal the unique needs and concerns of each group within the agency.
To tackle this very challenge, I had the opportunity to implement department-wide surveys in two different police agencies — one in Colorado and the other in Texas. Both approaches involved risk, as defining priorities can be difficult for a leader who may not have risen through the ranks within that specific agency. Nevertheless, understanding what matters most to your team is crucial. So, what questions did we ask, and how did it all turn out?
We created a survey that went beyond just sworn members of the agency, ensuring that every colleague had the chance to provide input. This survey asked everyone — sworn and civilian alike — to prioritize what was most important to them. By including the perspectives of all staff, we gained a comprehensive understanding of the wellness needs across the department, highlighting the diverse priorities within different roles.
In Colorado, the survey addressed both wellness components and broader quality-of-life issues. It included questions about outer vest carriers, satisfaction with shift schedules and even facial hair allowances — topics that might now seem like low-hanging fruit but were crucial to the members of the organization at the time. In addition, we included wellness-related questions on physical fitness and training equipment, spiritual wellness, and health and nutrition, allowing a diverse range of priorities to emerge.
In Texas, the survey process was more complex. The agency had different needs, a distinct history and unique experiences with wellness issues. It became clear that before we could effectively distribute the survey, we needed more exposure to wellness options. To address this, several agency members accompanied me to the International Association of Chiefs of Police (IACP) annual Officer Safety and Wellness conference in Anaheim. This conference was invaluable, offering a holistic approach to wellness at all levels, with sessions tailored to various aspects of officer health.
After returning, we began developing the survey, but the process took time due to various challenges. However, once distributed, the survey reached the entire agency. While asking these questions can feel risky, it remains the most effective way to understand the organization’s priorities in a comprehensive, inclusive manner.
Strategy in action
The results of the wellness and satisfaction survey in Colorado were relatively easy to implement:
- Quick wins: Easy-to-implement items, such as improvements to the in-house gym and certifying trainers in both fitness and nutrition, were handled swiftly, thanks in part to the availability of funding.
- Spiritual wellness: A small group of volunteers stepped up to address spiritual needs, showing how a community-driven approach can be effective.
- Peer support team: The department’s peer support team was already one of the best in the state, providing a solid foundation for wellness initiatives.
- In-house counseling team: Creating an in-house counseling team of licensed clinicians was more challenging but ultimately transformative. While the idea of bringing in clinicians was championed from within, it took time to gain traction. Initially, the clinicians weren’t utilized as much, but as the program evolved, so did the engagement. Clinicians began riding along with officers to better understand their daily challenges, and as trust was built, the program’s reputation grew. A turning point came when I walked into a briefing and saw one of our toughest SWAT officers openly discussing his positive experience with a counselor in front of two new recruits. He spoke casually, without hesitation or shame, even expressing that seeking help was perfectly acceptable. The group reinforced his sentiment, and from that moment, the stigma around talking to a counselor began to fade significantly. That tone set an example for the entire department.
In Texas, the process was more complex, and there was a definitive variance of ideas on what was most important:
- Peer support rebuilding: The peer support team was in the process of rebuilding, and this was identified as an area needing immediate attention.
- Physical fitness debate: Frustration existed over the lack of physical fitness standards, with some members advocating for fitness requirements while others opposed them. The decision was made to encourage physical wellness as an incentive rather than a mandate, emphasizing the importance of voluntary participation.
- New gym facilities: A newly completed substation with a gym provided the department with an opportunity to encourage all members to engage in physical fitness.
- Leadership presence: One key insight that wasn’t part of the original survey but was suggested by many members was the desire for greater presence and engagement from command-level personnel. As a police leader, it’s easy to get caught up in a busy schedule, but there’s no excuse for not being visible and connecting with those who are doing the work. In response, our command group made a concerted effort to be more present. We even purchased a new grill for the substation and hosted BBQ days and nights for our staff. While it might seem simple or even rudimentary to some, spending an entire day catering to both day and night shift personnel at two separate stations was not only a meaningful way to show appreciation for the hard work of our officers, but was also a refreshing break from emails and a great opportunity to be part of the camaraderie.
Conclusion
There is no single best way to address wellness in policing. We face difficult challenges, not only in the day-to-day work we do but also in dealing with the constant threats posed by those who seek to harm us. Policing is a tough profession, yet as Police1’s What Cops Want survey shows, most who join our ranks do so with a deep desire to help and make a difference. As leaders, we must do everything we can to help our officers fulfill this mission. That means taking risks, asking the hard questions and being open to trying new approaches. After all, keeping our officers well should be a top priority — because when they feel empowered and supported by their leaders, they are better equipped to serve and protect the public with integrity and strength.
NEXT: Solutions for modern policing: Rethinking police recruiting
