Mental health initiatives within law enforcement are becoming more integral in police departments. On a daily basis, police officers are at the forefront of high stress and dangerous situations while dealing with demanding expectations from the public. These extenuating circumstances and the constant exposure to intense emotions can result in unintended consequences for themselves and put others at risk if not confronted. Oftentimes, officers are seen as separate authority figures from citizens, however, they are part of the community and have the same emotional and mental needs as everyone else. In order to perform their best while on duty, officers need to take care of their mental health. Having access to the right tools, training and support from police leadership is essential in protecting the well-being of the community.
First Line of Defense
There are many stressors for officers on duty. One is the constant barrage of negative calls and copious amounts of paperwork that officers have to manage in addition to their regular duties while on patrol. This level of emotional work can put a strain on someone’s well being because when people call, they are angry something bad has happened or angry because the police have not fixed the problem. This projection of anger can transfer to officers if they do not have proper training to handle a citizen’s complaint or the emotional capacity to manage their own feelings. Another stressor is critical incidents that are part of their role. Officers can see a negative side of humanity that many don’t experience and this trauma can lead to PTSD, depression and result in other coping mechanisms such as substance and emotional abuse. Additionally, the negative sentiment around police and the role in the community can be draining when officers are on duty. When reading the paper or watching the news, officers can feel blamed for other officer’s choices as it reflects the entire police force. There are a lot of good officers who do amazing work and think highly of one another. However, the consistent negative opinions within the public creates a disconnect about the positive work accomplished within local communities and what is shown in the media.
After a particularly hard day where death or injury occurs, mental health aftercare is essential. Officers may second guess their actions about how they handled the situation and can feel remorse or regret as “why wasn’t it me, why couldn’t I do something to save them?” Seeing death is difficult enough, but then having to live with a decision that didn’t work out or self blame can be just as challenging for officers who have to continue their day and stay focused. Another obstacle is operating after a critical incident and anticipating incidents and wondering when will this happen again? These thoughts can cause stress and anxiety for officers especially after recent traumatic events. Officers who start to suffer mentally feel tired, depressed and will withdraw from personal interactions. They may also feel detached from their emotions, after experiencing and witnessing multiple violent incidents.
Stress and burnout can lead to so many other health and family problems. Data collected by John Violanti at the University of Buffalo suggests that burnout and depression are rising among police officers. According to the data, the rate of PTSD went up by about 30% from January 2020 to April 2021.1 The pandemic highlighted the importance of mental health for everyone, and the lifestyle changes people can make. And while officers are protecting the public, they can’t always be home to see their families or be present for important life events. Their schedules can be long, stressful, and hectic. For those in law enforcement, the past couple of years have tested their mental fortitude in ways they didn’t think was possible and that can leave a strain on their ability to think accurately and clearly. With a shift in conversations about mental health on a global scale, changes are happening within the police force as well. More recruits are asking what programs are there for their own safety while prioritizing mental health.
Taking The First Step
Leadership is critical in implementing and improving the working conditions of police departments. Supervisors should make the effort to get to know the entire department. This can help with insights into an officer’s personality and if something were not aligning with their usual behavior, leaders can use that as a sign to step in. Witnessing the amount of trauma officers face can lead to PTSD, depression, suicidal thoughts, fatigue and anxiety. According to a National Library of Medicine survey, 12% of police officers had a lifetime mental health diagnosis such as mood disorders, depression or anxiety, PTSD, substance abuse and 26% reported current symptoms of mental illness.2 It can be a difficult conversation to start, but the well-being of the community needs to be considered as well. The stigma around mental health especially among the police force is lessening, however it also means many of their symptoms can remain unchecked if they don’t speak about their issues. Generational viewpoints about mental health held officers back in years past and officers were expected to carry on with their shifts as usual after traumatic experiences. This can be difficult when officers have to engage with the public or step back into their family life and do not want to participate in social situations. Now, efforts are being made to intervene and take action before officers have to make tough decisions while under additional pressure or worse, harm themselves or others.
Leading with empathy is a method that can build trust and rapport with officers. Getting to know people will help give insight on when they might be having a tough day or having other struggles outside of work. Simple check-ins with staff from leadership at the right time go a long way and may help turn someone’s day or week around. If things continue to get worse or someone doesn’t seem themselves, it is easier to jump in and try and help and start a conversation. Providing emotional support and strong interpersonal connections are building blocks towards healthy mindset shifts in mental health. Additionally, a culture of accountability and personal connection within a department can make a difference in taking the first steps towards openly discussing mental health and creating sustainable initiatives.
Training Programs and Technology
Promoting training, team building, and mental health breaks are ways to implement programs for officer well-being. Officers may be hesitant to be a part of self-care training, but as a leader, police chiefs must instill policies to benefit good for all. Creating mandatory policies for all personnel showcases the importance of prioritizing mental health and it is important that departments are consistent with introducing new initiatives. For example, building time in during shifts for workouts is a great way to keep officers in shape for their role as well as be prepared for physical fitness tests. Many people already know how physical training can lead to benefits for mental health. By incorporating physical health and workouts into the culture of the department, officers can view this task with a new perspective for supporting their own mental health. Additionally, another imperative type of self-care and well-being initiative is to go to therapy or work with a local mental health organization. The holistic well-being of an officer is equally important as their tactical skills. Previously, officers may have felt if they reached out for mental health services, they may not be fit for the job. However, if it becomes a central part of the department culture, perceptions can change and open the conversation to those struggling. The more often leadership openly discusses mental health on the job and the options for seeking help, the more their department will follow their actions.
At the Portsmouth Department, there is a Critical Incident Stress Management team that brings in peers and clergy to speak with officers and dispatchers when they witness a critical incident. All officers go through medical checkups prior to being a police officer and have access to Employee Assistance Programs. Officers also learn about compassion fatigue and cumulative stress. Additionally, the team at the Portsmouth Department will be getting a support animal to help sooth officers after a tough day. Support animals are a great first option for those who may not feel comfortable speaking to someone directly about their mental health issues. They can provide comfort and nurturing support for officers that are unspoken.
Using technology such as Early Intervention (EI) software, can help officers recognize those struggling based on behavior. Early Intervention tracking is a method to monitor when officers have had multiple high stress calls and or complaints, use of force incidents, pursuits and or accidents. Early Intervention software, such as Guardian Tracking, catches trending behaviors and potential issues that may stem from triggering events. For officers, this can be anything they encounter on a daily basis during their shift. Feedback from supervisors and peers builds a stronger and transparent department and increases morale because officers can be recognized for their efforts. Additionally, tracking behaviors and exposures to difficult events can make checking in on officers more successful especially if they need a break. Neglecting mental health affects performance and decision-making which can lead to emotional instability and an increase in citizen complaints. Early intervention software protects the health and well-being of personnel and minimizes absenteeism, burnout, and hours lost to illness. Evidence-based practices such as tracking behavior ensure a sustainable workflow for officers and data-driven results can maximize performance. With technology tools utilized for promoting mental health, officers can protect the community by being safer, smarter and better prepared.
Staffing and Talent Shortages
Law enforcement is experiencing a staffing shortage affecting the mental health of officers.
Long shift hours paired with sleep deprivation and high demands on the job can create a grueling environment even for the best and most well-trained officers. Officers who work too much, are stressed and/or feeling down won’t do as well compared to those who are well-rested and clear headed. This slows response times and affects work performance. Another element of staff shortages is the mass exodus of officers in the force on a national scale. The past few years have been tumultuous in terms of the threats officers faced and the public sentiment around their roles. Burnout among officers feeling the weight and the demand of the job is only exacerbated by talent shortages. Additionally, retirement is also on the horizon for many officers and the next generation of recruitments has not matched the number leaving the force. With recruitment efforts not matching the level of retirees, officers are forced to work longer and have more shifts to cover. When officers are pushed to their limits physically, it drains their emotions and overall motivation. Officers who have leaders that prioritize their mental health feel seen, taken care of and appreciated. They can do their job to the best of their ability and the community benefits when officers are doing well, rested and in a clear state of mind.
Police leadership should prioritize mental health for the good of the community. The perceived stigma of officers seeking mental health services is changing and efforts to build awareness for officer mental health is becoming more integral within organizations. A holistic approach to managing stress and the high demands of the job are becoming mandated policies within local departments. Communities need to feel the people protecting them are operating at their best and have the capabilities to reach out and take care of themselves. Additionally, police leadership teams are recognizing the signs of when to check in with people who have a hard shift or after a critical incident. These small actions can make a big difference in managing mental health for officers because they have a strong support system that will guide them to make better decisions about their well-being. Further, utilizing technology and tracking tools with data-driven insights to monitor officer well-being and analyzing patterns can help keep officers accountable. Proactive efforts to improve mental health within law enforcement can make a difference in the everyday lives of officers and the community they serve.
1Katja Ridderbusch, “Violence, Stress, Scrutiny Weigh On Police Mental Health,” GPB, June 14, 2021.
2Katelyn K. Jetelina, “Prevalence of Mental Illness and Mental Health Care Use Among Police Officers,” National Library of medicine, October 7, 2020.
About the Author
Dave Keaveny started his law enforcement career in 2000 and has worked in many capacities throughout his 22 plus years of service. He served as a Patrol Sergeant, Detective Sergeant, Patrol and Administrative Lieutenant and now Captain of the Investigative Division with the Portsmouth New Hampshire Police Department. Dave has also served on the Board of Directors for the Salvation Army and is currently on the Board for Seacoast Mental Health and the Rockingham County Child Advocacy Center. He has been an advocate for those struggling with Mental Health and or Substance Abuse throughout his career.
Dave Keaveny | Captain, Portsmouth New Hampshire Police Department
Dave Keaveny started his law enforcement career in 2000 and has worked in many capacities throughout his 22 plus years of service. He served as a Patrol Sergeant, Detective Sergeant, Patrol and Administrative Lieutenant and now Captain of the Investigative Division with the Portsmouth New Hampshire Police Department. Dave has also served on the Board of Directors for the Salvation Army and is currently on the Board for Seacoast Mental Health and the Rockingham County Child Advocacy Center. He has been an advocate for those struggling with Mental Health and or Substance Abuse throughout his career.
