People define leadership in several different ways. The qualities considered necessary to be an effective leader could fill an entire page, depending on what book one reads or the style one subscribes to. Leadership in law enforcement must be fluid; leaders must be prepared and willing to quickly change. Creativity and innovation, along with a certain degree of tolerance for “trial by error” are as necessary today as they always have been.

Leadership is a constant effort in understanding what is affecting the community and then developing strategies to deal with those issues. There will unfortunately never be a day that crime statistics, acts of violence, overdose counts, or officer suicides show zeros across the page. There will always be another problem, epidemic, or crisis to avert. The expectation placed on police leaders is that they somehow recognize the issues early and develop a response that moves the needle in a positive direction.

Community Wellness: Opioid Crisis

The opioid epidemic hit fast and hard, leaving comminutes reeling from its effects, regardless of demographics, rural or urban setting, or zip code. People died and continue to die at a tragically high rate. Law enforcement found itself needing to create a response that would move the needle in a positive direction. The first move for many agencies required an adjustment in deployment and responsibility. In many jurisdictions, Narcan (naloxone) was issued as a standard response to any suspected overdose. As occurred when the field first experimented with the deployment of AEDs and medical packs, our law enforcement officers continued their transition to pseudo-medics. The results were promising and the use of Narcan by officers continues to show that lives can be saved and people afforded another chance at a future.

While Mundelein, Illinois, Police Department officers, like others serving worldwide, have always aimed to treat all people as if they were one’s very own mother, father, son, or daughter, some officers could not help but feel a sense of frustration with the repeated use of Narcan on the same person. This frustration became the catalyst for a very important conversation. There was no talk of quitting or giving people “three strikes”; instead, the officers wanted to do more and wondered if there was something they could do to help these people before they overdosed.

In 2015, the agency began discussions with Lake County State’s (verified on web site) Attorney Michael Nerheim, who was leading the charge on the county’s opioid response by creating a self-referral pre-arrest diversion program. The planning took a better part of a year, but it resulted in dozens of organizations signing an official memorandum of understanding to start one of the first regional police-led diversion programs in the United States. Everyone from hospitals and criminal justice partners to treatment providers and recovering users sat down to work through the needed commitments.

The county police agencies launched the deflection program, known as A Way Out on June 1, 2016, with immediate results. On the first day, a young lady came into the Mundelein Police Department asking for help in finding treatment for her long-standing heroin use.

Since then, more than 700 people have utilized the program for substance use issues, including the use of heroin, alcohol, methamphetamine, cocaine, marijuana, prescription pills, and other substances. A Way Out is available at 15 different police departments within Lake County, and there is currently a waiting list of more than a dozen departments seeking to join the program. (It has been decided to expand the program in phases to manage some of the treatment capacity issues that exist.)

While the program is not free, it is able to assist most people in finding an appropriate level of treatment regardless of their ability to pay. The system was set up and designed to do what is necessary to place an individual in treatment. The program currently has a placement rate of near 90 percent. In addition, including recovering users in the creation of the program helped develop grassroots support and resulted in word-of-mouth advertisement among the user population. Since the program is voluntary and the user seeks out law enforcement, the initial treatment completion is around 72 percent, which is a positive sign.

This program is built on collaboration and accentuates the fact that all of the key stakeholders were already providing these services or otherwise dealing with these individuals. The participating organizations put egos and excuses aside and created a workable solution that everyone was willing to support. One of the important factors to present is that the A Way Out program started and existed for more than two years with absolutely zero funding and cost only time and effort. Since then, the organizations received multiple grants to expand the program and improve the follow-up with participants.

In 2018, the Illinois Senate Bill 3023 or the Community-Law Enforcement Partnership for Deflection and Substance Use Treatment Act was developed, largely due to the success of A Way Out and other diversion programs, like Safe Passagees.¹ This act became the first legislation in the United States to recognize the use of diversion programs by law enforcement as a legitimate way of addressing behavioral health issues. This legislation lays out deflection program types and their key features, while offering guidance and support to municipalities as they create similar programs. The act passed both the state house and senate with overwhelming support and was signed into law by Illinois Governor Bruce Rauner in the fall of 2018. The legislation came with a million dollars of grant funding available to qualified programs.

Officer Wellness: Silent Dangers

As stated earlier, the Mundelein Police Department’s motto is to treat the people they serve as family and give them the attention and professionalism the officers would want their family members to receive. To achieve that level of service, the officers must be cared for in the same fashion.

Several studies suggest that the rates of suicide, divorce, and alcohol and drug abuse among police officers are above those of the general population and that officer suicides have outnumbered line-of-duty deaths in recent years. In 2015, the President’s Task Force on 21st Century Policing, issued a report that specifically included officer wellness and safety as a point of focus (Pillar 6). The members of this task force looked at the law enforcement profession and rightfully concluded that officer wellness was a significant factor in effective, modern policing.

The task force recognized that there are many dangers commonly associated with policing, but it was often the “silent” risks that have a larger impact on officers’ health and well-being. In addition to the physical and mental toll the profession can take on an officer, the task force also recognized that when wellness issues were left unchecked, they can create problems in officer’ day-to-day interactions with the communities they serve. Their opening statement of this pillar states,

The wellness and safety of law enforcement officers is critical not only to themselves, their colleagues, and their agencies but also to public safety.²

Understanding this, members of the Mundelein Police Department’s command staff came forth with a desire to create a wellness program that focused on employees’ overall health and placed an emphasis on enhancing officer capabilities. In the long run, this would help increase the odds that agency employees would reach retirement in a healthier manner than those who came before. This concept made sense from an administrative perspective because healthy, physically fit officers exhibit more confidence in their abilities and are better able to manage stressful encounters. Fit employees also typically use less sick time and generate fewer worker compensation claims.

The program presented to the chief by Commander Mike Richards centered on viewing first responders as “tactical athletes.” The plan explained that officers don’t often view themselves in this manner, but it makes sense in the bigger picture of the profession to develop a lifestyle that encourages this type of mind-set.

Unlike traditional athletes, first responders do not have the luxury of training to meet a specific opponent at a set date and time. The significant challenges of the policing profession are typically presented as sudden and unexpected events that tax responders’ bodies both physically and emotionally. However, law enforcement leaders and officers know that stress factors for officers run the gamut from low-risk daily task to life or death encounters. When the effects of stress and uncertainty on an employee’s well-being over the course of a 20-plus year career are taken into account, the benefits of maintaining the tactical athlete lifestyle become more evident.

As officers learn to train their minds and bodies like athletes, they better prepare themselves for these challenges, improve their ability to serve their communities, and gain more control over how and when they leave their chosen profession.

The program developed at Mundelein Police Department consisted of four key area of wellness:

■ Self-Aid and Buddy Aid
■ Physical Fitness Program
■ Diet, Nutrition, and Wellness
■ Mental and Emotional Well-Being

Self-Aid and Buddy Aid

Self-aid and buddy aid provide officers with the skills and ability to help themselves and their partners in life-threatening medical situations. Teaching first responders how to utilize bandages or tourniquets in stressful, critical situations can save lives, especially in situations where medical professionals are far away or unable to reach those on the scene.

The initial training of Mundelein personnel was a medical tactics course designed for law enforcement by Dr. Andrew Dennis, a trauma surgeon in Cook County Illnois.³ The course was an investment by the police department that recognized the significance of the program and ensured time was set aside to train sworn personnel. Since the training was completed, the skills learned through these courses by officers on the street have been invaluable and truly saved lives.

Over time, the police department has developed an in-house refresher training course that focuses on reinforcing the skills needed to effectively maintain proficiency. The agency was also fortunate to hire two officers who had medical backgrounds from their time in the military. The in-house training continues multiple times each year at roll calls where officers are instructed on bandaging and tourniquet use and practice these techniques on themselves or fellow officers. Additionally, range training dates and certain department scenario training events include bandaging under simulated stress as part of the training cycle.

The agency believes that the first step of employee wellness is to ensure the officers are confident in their ability to take care of themselves and each other and have a small layer of comfort in knowing they have the equipment and training to overcome the realities of the profession. All Mundelein officers are provided with a medical “go bag” during the medical tactics course that includes a trauma rapid intervention kit (TRIK). Over time, the agency supplemented officers’ kits with emergency bandages and CAT tourniquets.

Physical Fitness Program

Physical fitness is a significant component to the well-being of an officer. The Mundelein Police Department has a mandatory physical fitness program and testing process for each officer. Each year, every officer is required to participate in a fitness test that consists of a 1.5-mile run, sit-ups, push-ups, and a flexibility test. This test mirrors the requirements that are established as a condition of employment; it makes sense to assume the same physical capabilities that officers must demonstrate to get hired will be needed over the course of a career. Officers take the fitness test each spring, then receive a fitness day to use at their leisure if they successfully pass. Officers who do not pass are required to return in the fall and retake the test.

To assist officers with their physical fitness, a complete fitness training room is available. It has been built up over the years through a combination of budgeted items and charitable donations from members of the community. Trained employees are available upon request to assist officers in developing more personalized fitness programs. On average, over 90 percent of officers consistently pass the test each year.

Diet, Nutrition, and Wellness

The focus on diet, nutrition, and wellness seems somewhat self-explanatory; however, it is amazing how little many people, including officers, think about proper nutrition habits, healthy lifestyle choices, and the importance of sleep cycles. The very nature of the job of police officer makes eating properly a task unto itself. Established mealtimes don’t necessarily work in this profession, and employees often resort to fast food or snacks to get them through a shift. Understanding how to plan out meals for the workweek or to choose healthier foods are great places to start. Understanding the importance of healthy choices, employees can make vast improvements with just a little preparation on their behalf. Utilizing resources available through the community, employees are able to attend an annual wellness fair where nutritional information is made available. In addition, a local fitness instructor (Scott Edson of Lake County Strength and Conditioning) provides an overview on meal planning and how the proper balance of macronutrients impact individuals’ health and performance. This presentation is available to all employees and their families.

Sleep deprivation is another huge concern for public safety personnel. There are numerous studies that address the long-term effects a lack of proper sleep has on your body. Recognizing the concerns associated with interrupted sleep cycles, the agency has tried to find ways to minimize the impact on employees. While officers on each shift experience some sleep loss for varying reasons, officers working the midnight shift rotations seem to be the most affected, as might be expected. These employees are tasked with being up all night, then meeting the duties of court calls, family obligations, and meetings during the day. Recognizing this, Mundelein Police Department built a small bunk room for officers to use during down time between the end of the shift and their court call, and the agency also looked at the times department meetings were scheduled to allow midnight shift officers a chance to get adequate sleep. Furthermore, the agency sends out periodic articles about the significant role sleep plays in overall wellness as an ongoing awareness message.

Mundelein Police Department tries to think outside the box regarding wellness by looking at the components of employees’ lives that could cause stress and by trying to find innovative approaches to address those issues. In addition to the nutrition presentation, the agency worked with a local financial adviser who came in and met with the officers and their spouses. The financial adviser came in on his own time and assisted officers with planning for college for their children or assisted officers in planning for retirement. He went over some of the pitfalls to avoid in this process, as well.

The financial planning offering was well received among the employees, which led the agency to look at other services available that may be of assistance. For instance, leaders have reached out to the Wills for Heroes program and set up a date for officers and their spouses to come in and set up proper wills and powers of attorney. The service is offered free to first responders, and the process helped officers get ahead of what is often overlooked in the day-to-day journey of life. Having these documents in place is of extreme importance when a family is forced to confront a death or injury, and this service provides an opportunity to ensure that officers’ families are well cared for. The agency also created an internal process for employees to list whom they would want involved in notifications should they be injured or killed in the line of duty.

Mental and Emotional Well-Being

Mental and emotional wellness is addressed though a robust employee assistance program that includes several options for employees. Probably most notable is a mandatory annual mental wellness check with a licensed professional police psychologist. It took a great deal of discussion with officers to alleviate concerns as to the intention of the program. The discussions included meeting with the union representatives to assure officers that this wellness check was an opportunity for them to meet with a professional and address any stressors in their life. This is not a fit-for-duty evaluation process, but rather intended as part of the overall wellness program with an understanding that this portion of the program is as significant to an employee’s overall well-being as diet, exercise, and sleep.

The agency leaders overcame this obstacle by assuring the officers that the administration would not be provided with any details of their discussions with the psychologist and explaining that confidentiality laws applied to these visits. The agency also intentionally selected a psychologist who was a former police officer (Dr. Carrie Steiner of the First Responder Wellness Center) and thus had an understanding of the profession and the people who choose to work in this field.

Officers meet with Dr. Steiner at an off-site location, and she spends an hour talking with each employee, listening to concerns and providing healthy ideas for dealing with the stressors in their lives. The administration is provided only with verification that the employees showed up for their visit. The purpose of making the visit mandatory is because, although mental health services have been available for officers since the beginning of their careers, the stigma that surrounds the topic keeps many from ever using those services. With the level of suicides plaguing the profession each year, the agency leaders recognized that reaching out for help is a significant challenge for those who see themselves as the helpers. It was felt that requiring the visit would help reduce that preconceived stigma and begin to slowly build a level of confidence with officers so that this resource becomes a normal part of the culture.

As expected, there was some initial resistance to the idea; however, more than 10 officers visited the chief to personally thank him for implementing this program after the first-year sessions were completed. The discussions that followed among the officers were positive, and the comfort level became evident the following year when most of the officers asked to start conducting these meetings at the police station instead of an off-site location. The program is now entering its third year, and leadership has received zero complaints about the required visits.

Conclusions: Leaders’ Responsibilities

Mundelein’s wellness initiatives are examples of a modern-day leadership approach to problems that exist in the field of law enforcement. After presenting on both pre-arrest deflection and officer wellness to peers in the profession, Mundelein leaders received responses ranging from praise to questions. They understand the skepticism and hesitation, but also believe that yesterday’s approach will not meet today or tomorrow’s complex issues.

There are expectations of today’s law enforcement leaders to be innovative, resourceful, and open to taking (some) risks. No matter what one’s definition of leadership is or the characteristics a person feels a good leader should have, one thing is certain: leadership in policing is fluid and requires modern-day solutions to modern-day issues.

Notes:

¹ The Community-Law Enforcement Partnership for Deflection and Substance Use Treatment Act, Ill. Public Act 100-1025 (2018).

² Final Report of the President’s Task Force on 21st Century Policing (Washington, DC: Office of Community Oriented Policing Services, 2015): 61.

³ PoliceMD, “Courses.”

Please cite as

Eric J. Guenther and Michael Richards, “Leadership through Modern-Day Approaches to Community and Employee Wellness,” Police Chief Online, January 15, 2020.