When I first joined the law enforcement profession more than 30 years ago, conversations regarding officer safety and well-being, particularly when it came to mental health and resiliency, rarely occurred. In fact, many of us were hesitant to speak about the topic or express personal challenges we were facing.

I am proud to say we have made great strides in this area—conversations about safety and wellness are occurring more frequently, and there is less hesitation or stigma associated with officer wellness.

With these conversations becoming more widespread globally, the more work we realize we must do. Instead of focusing on a collection of tasks to promote wellness in an agency, we can build more lasting change by promoting a culture of wellness in everything we do. Since that is a broad concept, it can be helpful for an agency to define what a culture of wellness means to them. In my agency, we have developed the Agency Wellness program to support our officers and their families through both joyous moments and challenges. We strive to cultivate close connections, offer bonding experiences, facilitate valuable learning opportunities, and extend support to our law enforcement families, ensuring a resilient and united community. For others, the culture of
wellness may be “an environment within the agency where everyone, from sworn to professional personnel, feels supported to prioritize their well-being,” or another statement that aligns with the values of the organization.

Adopting a culture of wellness through the entire range of operations includes considering physical, mental, spiritual, family, and financial health and providing services that apply to each facet. Approaching these topics with a mindset for preventative care, in addition to crisis response resources that may already be in place, will ensure that personnel are getting the support they need no matter their situation. In my own agency, we promote a culture of wellness through programs like our volunteer chaplain program and monthly wellness events. We make sure to widely advertise these services and resources, and we are hoping to expand these activities to include other local departments to increase camaraderie.

In the spirit of collaboration and putting your personnel first, the entire organization should be involved in identifying services that fit the needs of the agency. Conduct a needs assessment to find out what is most beneficial to staff and follow up to ensure that any services that are implemented truly address the intended needs, encouraging employees to participate and provide feedback. As part of the process, find out what methods are most effective in collaborating with staff. Different generations may be more familiar with various types of communication, and certain messages or formats will resonate with some more than others. Consider using mental health apps, telehealth, social platforms, and multimedia formats in addition to offering more traditional services. If you’re unsure where to begin, consider working with neighboring agencies to coordinate efforts, share resources, and generate additional ideas or partner with local businesses specializing in yoga, nutrition, fitness, or massage to incorporate their services.

Throughout implementation, leadership from every level should emphasize the availability and value of these programs, which are designed to both create and maintain wellness throughout the agency. Leading by example is a powerful way to break down barriers and reassure your people that there will be no automatic repercussions for seeking help. If members of command staff have experienced a crisis or situation where they used wellness services, a testimonial, when messaged appropriately, can show employees that they are not alone. Leaders—both formal and informal—putting these concepts into practice are often the most compelling way to normalize the utilization of these resources for employees.

Conversations on the topic of wellness have not only increased in frequency but have also shifted in their tone. Younger generations are less guarded and speak more openly about their own well-being, as well as their own struggles. Many newer officers have used wellness services for their entire lives and are more comfortable with making wellness a priority while encouraging others to do the same. This energy can be leveraged to cultivate positive change, with those voices being amplified to serve as examples for others. Discussions on these topics may not always be easy, but we can take cues from our peers and continue to practice until it feels natural.

One of the most common reasons people leave police positions is because they feel a lack of support from their agency.

Every step you take toward building a culture of wellness provides a number of benefits. With the current widespread recruitment and retention challenges, we need to care for the officers we have and demonstrate the positive aspects of the profession to attract additional candidates. One of the most common reasons people leave police positions is because they feel a lack of support from their agency, so taking care of your personnel will also help keep them on the job longer. When officers have increased overall well-being, they have higher levels of satisfaction and are also better protected from outside threats and risky behaviors. They can be more focused on the duties of the job, which helps them fulfill their responsibilities more effectively. Off the job, they will be less likely to experience a crisis in which they may cause harm to themselves or others, and they will feel empowered to come forward if they need help. Improving employee wellness also improves family wellness, contributing to better relationships between officers and their families and between families and the department, as they can be more invested in agency operations. Police are sworn to protect and serve, and that must extend to protecting each other.

The IACP has several programs focused on different aspects of safety and wellness, including the Law Enforcement Mental Health and Wellness Act National Training and Technical Assistance Program, Law Enforcement Agency and Officer Resilience Training Program, National Consortium on Preventing Law Enforcement Suicide, and Family Support Training and Technical Assistance Program. We also hold the Officer Safety and Wellness Conference, an event that has grown tremendously in recent years and provides an opportunity for police professionals to learn from leading experts about resources and best practices when developing comprehensive officer safety and wellness strategies.

Use every resource at your disposal to continue making strides toward a culture of wellness. It goes beyond checking a box into the very core of what it means to be a part of the policing profession. Wherever you are on that journey, I applaud you and encourage you to continue building upon those efforts. Culture change is a long-term process, and there is no better time to invest than today.d

Please cite as:

Wade Carpenter, “Culture of Wellness,” President’s Message, Police Chief 91, no. 5 (May 2024): 6–7.