FOP Policy Paper: Recruitment and Retention : simplebooklet.com

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALFRAMING THE ISSUEFRAMING THE ISSUESECTION #1SECTION #1The Fraternal Order of Police has always been committed to improving ourprofession, the working conditions of law enforcement officers, and the safety ofthose we serve through education, legislation, information, community involvement,and employee representation.In recent years, the law enforcement profession hasbeen facing a real crisis in our ability to recruit and retain officers with the abilities,character, and integrity to do a very difficult and increasingly dangerous job.There are many professions that are facing similar difficulties, but many of thereasons retaining veteran officers and hiring quality candidates are so challengingare unique to law enforcement. Our profession has become more dangerous andbenefits—like good salaries and benefits like pensions and healthcare coverageafter retirement—are no longer as attractive or competitive to the new generation.One major factor among veteran officers is the perception that elected officials andpolice executives no longer support, respect, or appreciate the officers serving intheir communities. Prosecutors who have placed social justice ahead of public safetyor refuse to keep dangerous criminals who have multiple, serious charges or chargesof violence in jail before trial—or even refuse to prosecute certain criminals—haveleft officers feeling like their work is without value and that they are risking theirlives needlessly. The new generations of working adults have very different mindsets when it comesto public service. Young people, for whom a healthy work/life balance is critical, mayperceive that a career in policing may not meet their expectations.These challenges are not new. The FOP worked cooperatively with the TrumpAdministration and the Presidential Commission on Law Enforcement and theAdvancement of Justice. Chapter 15 of the Commission’s final report hasrecommendations on how to recruit qualified applicants, provide sufficient andongoing training for officers, and retain officers within their agencies.

Page 3

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALThese recommendations include establishing a federal program to provide a“comprehensive education benefit” for individuals that choose a law enforcementcareer, improved marketing of policing careers, and the use of recruitment andretention incentives.More recently, President Biden issued Executive Order 14074, Advancing Effective,Accountable Policing and Criminal Justice Practices to Enhance Public Trust andPublic Safety, which commits to finding “new practices in law enforcementrecruitment, hiring, promotion, and retention, as well as training, oversight, andaccountability.” Section 3 of the Executive Order is entitled: “Strengthening OfficerRecruitment, Hiring, Promotion, and Retention Practices,” and directs Federalofficials to develop “a set of core policies and best practices” “regardingrecruitment, hiring, promotion, and retention, while also identifying any agency-specific unique recruitment, hiring, promotion, and retention challenges.”FRAMING THE ISSUEFRAMING THE ISSUESECTION #1SECTION #1This policy paper is the product of a Roundtable on Law Enforcement Recruiting andRetention convened by the National Fraternal Order of Police in April 2023. This is aworking document that provides the perspective of the rank-and-file officer on thiscritical issue. The best recruiters and advocates for our noble profession are therank-and-file officers as these brave men and women on the front lines and have themost direct interaction with members of the public. Each of them works every day tokeep their neighborhoods safe and maintain the trust and respect that must exist ifour neighborhoods are to remain safe.

Page 4

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALFRAMING THE ISSUEFRAMING THE ISSUESECTION #1SECTION #1More than 80 FOP leaders from every region of the country came to Washington,D.C. to participate in this Roundtable to share their view on this critical issue. TheFOP developed a survey—designed for the event’s participants—to provide asnapshot of the rank-and-file’s perspective on the nationwide shortage of officers.The results of the survey showed that, on average, agencies represented at thisroundtable were down 18% of their authorized force strength. Agencies cannotfulfill the public safety which is having a negative impact on public safety across theboard. These agencies lost more than 4,700 officers recently—nearly 2,800 toretirement, more than 1,200 who left for a different law enforcement agency, and704 who left the profession altogether.The challenges are real and the crisis is real—but it is not unsolvable. The FOP willlead the way in addressing this issue, just as we always have, and will workcooperatively with the Federal government to secure resources and funding to meetthese challenges, with State and local governments to keep and find the bestofficers for their agencies, with our fellow law enforcement organizations, and, mostimportantly, with our communities and their citizens.

Page 5

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALAgencies with active and engaged leadership are more likely to have their officersstay and serve. Leaders who are advocates for public safety, who demonstratesupport and appreciation for their officers, and who are committed to officer safetyand wellness help contribute to an organization that officers are proud to serve.These officers, who believe their work and sacrifice is acknowledged andappreciated, are much less likely to seek employment in another agency or to leavethe profession. In fact, good agencies with good leadership are attractive to newhires and veteran officers alike.Agencies without good leaders will lose good officers to other agencies. The leadingreason that officers leave is the reputation of their agency. Agencies who arenegatively viewed by the community or are the target of negative publicity are morelikely to lose their veteran officers to other organizations. The key to agency cultureare the frontline supervisors, who must be good leaders who lead by example andsupport the rank-and-file.Organizations that promote from within are also better at retaining officers, whomay want to advance in rank or role within the agency, and also create a culture oftrust.Unions or similar employee organizations that hold “no confidence” votes in theirmayors, councils, chiefs, or sheriffs should be considered seriously. The results ofthese votes should serve as a basis for community action and organizational change.Leadership training for police executives and for union leaders will improve agencyculture, officer morale, and increase retention of veteran officers.FINDING SOLUTIONSFINDING SOLUTIONSSECTION #2SECTION #2IS RETENTION OUR BIGGEST PROBLEM?IS RETENTION OUR BIGGEST PROBLEM?Good leadership makes for good organizations.

Page 6

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALOfficers who are members of a labor union or similar representative organizationsfeel they have a voice within their agency. Unions that partner with their agencies’leadership have a positive impact on morale and job satisfaction. Officersrepresented by an active and well-led union are more likely to remain with theiragency.Congress and/or State legislatures should recognize the right of law enforcementofficers to bargain collectively. Contracts that result from good faith negotiationsbetween employers and officers give officers a sense of purpose and standing withinthe community and the agency.Agencies and jurisdictions that resist recognizing those rights—or worse try to takethem away—will greatly accelerate the departures of veteran officers. As anexample, the Washington, D.C. Metropolitan Police Department (MPD) has lost morethan 1,000 officers in the last three years—and those officers are reporting that alack of respect from the D.C. Council and new laws stripping away their bargainingrights are the top reasons they are leaving MPD.We also need to identify why officers depart their agency. Are they retiring early,moving to a different agency, or leaving the profession? Agencies or the employeeunion or representative organization should work to understand why officers leavethe agency before full retirement by conducting exit interviews, which may shedlight on what is driving the decisions of officers who leave. FINDING SOLUTIONSFINDING SOLUTIONSSECTION #2SECTION #2IS RETENTION OUR BIGGEST PROBLEM?IS RETENTION OUR BIGGEST PROBLEM?Unions give officers a voice.

Page 7

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALCompetitive wages, access to healthcare, and secure retirement plans all contribute tokeeping veteran officers. Continuing education, access to childcare, loan forgiveness,housing assistance programs, and access to physical and mental health services alsoincentivize officers to remain with the agency. Agencies must fully educate their officerson the scope and impact their benefits will have as they near retirement.Retention bonuses as a one-time incentive do not seem to be working, but agencies thathave well-thought-out programs structured to provide incentives over time or that rewardlonger service are working. One example that was discussed was to provide salaryincreases at 15 and 20 years of service to provide incentives for the officer to serve a full25 or 30 years. Creative scheduling and shift models can also contribute to an officer’s decision tocontinue to serve if it improves their work/life balance. Four days on duty and four daysleave was one example. These “off days,” however, should be fully off-duty time and not besubject to cancellation (barring emergencies) or be used as court appearance days.Officers in agencies that provide good, working equipment are also more likely to beretained. When officers have to use equipment that is old and unreliable—vehicles, softbody armor, body-worn cameras, conducted energy weapons (Tasers)—it sends themessage that officer safety and performance is not a priority. Officers are less likely toremain in these agencies. Agencies that have embraced a culture of wellness and that have disciplinary proceduresthat are corrective and not punitive are also more likely to retain officers.Congress, as well as State and local legislatures, should focus on providing lawenforcement agencies with resources to support agency efforts to increase retention.FINDING SOLUTIONSFINDING SOLUTIONSSECTION #2SECTION #2IS RETENTION OUR BIGGEST PROBLEM?IS RETENTION OUR BIGGEST PROBLEM?Pay and benefits matter.

Page 8

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALOfficers that are happy and successful in their agency help attract and keep highquality candidates. Unions or similar representative organizations should work withagency and community leaders to develop a “profile” of what a good and successfulofficer is for the community they will serve. While pay and benefits are a factor,successful recruiters have reported that an active union or similar organization wasa critical “selling point” because recruits understood they would have a voice and anadvocate within the agency.Leadership and reputation are also important to recruitment. Candidates are notgoing to work for a police executive that will not support them or for an agency thatis poorly viewed by the community.The hiring process should be thorough, but steps should be taken to reduce thetimeline from completing the application to the first day on the job. Rank-and-file members are the best advocatesfor our profession.RECRUITING THE NEXT GENERATIONRECRUITING THE NEXT GENERATIONSECTION #3SECTION #3MAKING POLICING AN ATTRACTIVE PROFESSIONMAKING POLICING AN ATTRACTIVE PROFESSIONAgencies should not lower standards for candidates when it comes to moral fitness,integrity, and high character. Full and thorough background checks and, whenneeded, psychological exams, should always be conducted. Lowering standardsleaves the door open to men and women who will not be good and successfulofficers.Maintain or raise duty-fitness standards.

Page 9

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALAgencies may consider relaxing standards with respect to physical appearance—tattoos, facial hair, and the like. Agencies should also reconsider excludingcandidates from consideration based only on age, but no standard that would impactphysical or mental fitness for duty should be considered.RECRUITING THE NEXT GENERATIONRECRUITING THE NEXT GENERATIONSECTION #3SECTION #3MAKING POLICING AN ATTRACTIVE PROFESSIONMAKING POLICING AN ATTRACTIVE PROFESSIONCongress, working with organizations like the FOP, should partner with the AdCouncil to promote the profession of law enforcement nationwide. Congress shouldprovide more flexible funding to State and local agencies, not just to hire and retainofficers, but to conduct marketing campaigns and recruitment drives.Agencies should look to have a department that looks like the community theyprotect. Diversity is important, but officers should be drawn from the communityand have roots in the community when possible.Agencies and communities should celebrate and market their successes. Lawenforcement should be seen as a helping profession, emphasizing “soft skills,” and acommitment to public service.National marketing campaigns and recruitmentdrives are needed.

Page 10

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALAgencies should consider partnering with the U.S. Departments of Defense (DoD)and Veterans Affairs (VA) to identify and recruit members leaving the armedservices. The DoD can build promotional material into their transitional processesand the VA can provide information about agencies that are hiring. A hiringapplication kit could be standardized for veterans, which would expedite theirconsideration. Agencies running recruitment drives should advertise in militarypublications and military bases.Young people have a different idea of what a healthy work/life balance is, andmarketing campaigns and recruitment drives need to reflect that. The age andoutlook for the recruiters should be accounted for—young people will want to hearfrom officers like them. Social media can help humanize officers and demonstratethe public service nature of the profession and to connect with potential candidates.Similar to retention efforts, creative scheduling and shift models can make a careerin policing attractive to young people who are seeking a good work/life balance. Agencies should consider creating non-sworn positions like “community serviceofficers” with young people potentially interested in policing as a career. Theseofficers would respond to abandoned cars, minor traffic accidents, and similar callsfor service that do not require a sworn officer. These young officers would also beprovided with training to keep them on a path to policing.Recruit where the candidates are and createyoung people a path to policing.RECRUITING THE NEXT GENERATIONRECRUITING THE NEXT GENERATIONSECTION #3SECTION #3MAKING POLICING AN ATTRACTIVE PROFESSIONMAKING POLICING AN ATTRACTIVE PROFESSION

Page 11

THE VOICE OF OUR NATION'S LAW ENFORCEMENTWWW.FOP.NET@GLFOP@FOPNATIONALProvide young people with a chance to see what law enforcement careers can be likethrough the Police Explorers and Cadet Program. Agencies can partner with areaschools to promote these programs and participate in career days to educatestudents about the benefits of a career in policing. Agencies can also connect withtheir community and potential recruits using specialized units like K9s, horsepatrols, and bike patrols to generate interest in policing.The FOP is also developing an apprenticeship program similar to those that exist inother trades.RECRUITING THE NEXT GENERATIONRECRUITING THE NEXT GENERATIONSECTION #3SECTION #3MAKING POLICING AN ATTRACTIVE PROFESSIONMAKING POLICING AN ATTRACTIVE PROFESSIONCompetitive wages, access to healthcare, and secure retirement plans will helpagencies find new recruits. Continuing education benefits, loan forgivenessprograms, and housing assistance can help make the agency and a policing careerattractive. Access to childcare, as well as physical and mental health services, alsoincentivize officers to choose to be an officer with the agency. Agency recruitersmust be clear and articulate all the benefits that a career in policing will provide.Congress, as well as State and local legislatures, should focus on providing lawenforcement agencies with resources to support agency efforts to increaserecruitment.Pay and benefits matter.

FOP Policy Paper: Recruitment and Retention

Page 1

Page 2