In recent years, officer wellness has become a pivotal focus within agencies worldwide. Programs designed to support mental health, physical health, and overall well-being are essential, given the high-stress nature of officers’ duties combined with off-duty personal stressors. Despite these initiatives, many agencies are still grappling with low morale and high turnover rates. This is often attributed to the internal and external political climate, but is that the full picture? 

A crucial aspect that remains glaringly overlooked is organizational wellness. This broader focus extends beyond just sworn personnel to include all agency staff, such as dispatchers, crime scene technicians, records technicians, and victims’ advocates, among others. The concept that professional staff require fewer wellness resources because their jobs do not expose them to physical danger is fundamentally flawed. This misperception ignores the profound psychological stress experienced by support staff, whose unique exposure to traumatic events can have significant detrimental effects on their mental health, equivalent to those experience by sworn officers. To address this issue, one must first understand stress on a continuum.

Understanding Stress on a Continuum

Imagine stress on a scale from one to ten. One represents minimal stress, while ten signifies maximum stress. When someone reaches a ten, they may experience symptoms such as insomnia, suicidal ideation, hopelessness, intrusive thoughts, anxiety, panic, and depression.

Everyone reaches a ten at some point, often multiple times, and the triggers for this level can vary significantly based on individual experiences and stress thresholds. For someone with minimal exposure to high-stress events, a relatively minor incident, such as a flat tire, might push them to a ten. Conversely, police personnel, who regularly encounter high-stress situations, have a higher stress threshold. For them, reaching a ten typically involves severe incidents like critical on-duty events or personal grief. The symptoms at a ten are similarly debilitating for both groups, though the triggers differ vastly. This logic also applies to the various civilian roles within policing. 

The Overlooked Trauma of Dispatchers

Trauma is fundamentally rooted in a sense of helplessness. Dispatchers, who must listen to distressing calls without the ability to physically intervene, are particularly vulnerable to this type of trauma. They hear panic in callers’ voices, sounds of violence, and sometimes, the last moments of a person’s life, all while maintaining composure and providing crucial guidance. The emotional toll of such experiences is profound.

Most dispatch centers are severely understaffed, operating 24/7, 365 days a year. This staffing shortfall leads to extended shifts, mandatory overtime, canceled days off and vacations, and on-call shifts during supposed off days. This means dispatchers face higher call loads, more trauma exposure, and less time to decompress. If one bad call can push a dispatcher to a ten, imagine the impact of hundreds of calls with no respite and limited mental health resources due to the misconception that their lives were never in danger.

The Silent Struggle of Crime Scene Technicians

Crime scene technicians play a pivotal role in the criminal justice process, meticulously gathering and analyzing evidence. However, their work often goes unrecognized and undervalued. These professionals are exposed to the gruesome aftermath of violent crimes, experiencing high levels of anxiety, depression, and burnout.

When crime scene technicians are overwhelmed and unsupported, they can find themselves in the stress red zone, potentially jeopardizing the integrity of evidence collection. Anxiety and fatigue can lead to mistakes, affecting entire cases. Their work’s psychological burden necessitates the same level of care and resources afforded to sworn officers, yet many departments fail to provide adequate support.

The Hidden Trauma of Records Technicians

Records technicians manage documentation of criminal cases, which means they are routinely exposed to disturbing crime scene photos, graphic body cam footage, and detailed reports of heinous crimes. This consistent exposure can easily push them to a ten. Despite not being present at the scene, the secondary trauma they experience is real and significant.

Expecting records technicians to handle such content without sufficient mental health resources is unreasonable and detrimental. Their well-being directly impacts their performance and the efficiency of the entire department. Addressing their needs is not just a matter of compassion but also of operational efficacy.

The Role of Victims’ Advocates

Victims’ advocates support crime victims and their families through some of the most challenging times of their lives, providing crucial assistance and guidance. Prolonged exposure to victims’ trauma can cause vicarious trauma and lead to severe burnout and compassion fatigue among advocates. When overworked and under supported, the advocates’ ability to aid victims diminishes, impacting the overall support system for those affected by crime. Ensuring victims’ advocates have access to robust wellness programs is essential for maintaining their mental health and the quality of care they provide.

The Ripple Effect of Ignoring Organizational Wellness

Neglecting the wellness of professional staff has far-reaching consequences. An overwhelmed dispatcher may miss critical radio traffic, compromising officer safety during high-stress incidents. A burned-out crime scene technician might make errors that undermine evidence integrity. Records technicians struggling with secondary trauma might become less efficient, slowing down vital administrative processes. Victims’ advocates who are not properly supported might be unable to provide the necessary emotional assistance, leaving victims and their families feeling abandoned.

Moreover, when professional staff are not adequately cared for, the burden of unfulfilled responsibilities often shifts to sworn officers, further straining their already demanding roles. This added pressure exacerbates their own stress and burnout, creating a vicious cycle that impacts the entire department.

A Call to Action

Police command staff must broaden their focus from officer wellness to organizational wellness. This shift acknowledges the interconnectedness of all roles within the department and the collective impact on overall functioning and morale. Recognizing that the well-being of every member, from dispatchers to crime scene technicians to records technicians and victims’ advocates, is crucial for maintaining an effective and resilient police agency. 

Investing in comprehensive wellness programs that include mental health resources, stress management training, and peer support networks for all personnel is not just a matter of fairness but a strategic imperative. Ensuring all staff members feel valued, supported, and equipped to handle the emotional demands of their roles will enhance job performance, reduce turnover, and foster a more cohesive and effective agency.

The Path Forward

Prioritizing organizational wellness requires a concerted effort and commitment from command staff. This includes the following action items: 

• Integrating Wellness Programs: Develop and implement wellness programs that cater to the specific needs of all department roles, including culturally competent mental health services, regular check-ins, and trusted peer support programs. 

• Fostering a Supportive Culture: Cultivate an environment where all personnel feel appreciated and supported. Recognize the contributions of support staff and provide opportunities for professional development and growth. 

• Ensuring Access to Resources: Make wellness resources accessible to all personnel, regardless of their role. Ensure that dispatchers and other professional staff have the same access to mental health and wellness programs as sworn officers. 

• Providing Adequate Training: Offer training on trauma awareness and resilience for all staff members. Equip them with the tools and knowledge to manage stress and seek help when needed. 

• Promoting Work-Life Balance: Address issues of understaffing and excessive workloads by hiring additional personnel and ensuring fair scheduling practices. Encourage staff to take regular breaks and vacations to prevent burnout. 

The safety and effectiveness of a police agency depend not only on the well-being of its officers but on the wellness of every member of its organization. By prioritizing organizational wellness, command staff can ensure all personnel are equipped to handle the demands of their roles, leading to a more resilient and effective department. Embrace a holistic approach to wellness and recognize that the strength of a police department lies in the collective well-being of its entire team.

When those who support sworn personnel also feel supported and valued, the department as a whole can thrive, ensuring better outcomes for the community it serves.  d

Please cite as

Mel Hanover, “Officer Wellness Is Not Enough,” Police Chief Online, November 20, 2024.