By James D. Sewell

Since 2000, law enforcement executives have become increasingly aware of the impact of occupational stress on the safety and wellness of their sworn and civilian employees. As a consequence, agencies have devoted increased attention to enhanced leadership practices, a greater emphasis on physical fitness, and the expansion of programs that support the psychological and emotional health of their personnel.

Included among the latter efforts have been a proliferation of employee assistance programs; increased use of in-house and contract psychologists, especially in assessing fitness for duty; expanded use of agency chaplains; and better paraprofessional support for their personnel through the development and use of peer support teams.

The idea of peer support dates back to the early 1970s with efforts within agencies—such as those in Boston, New York, and Chicago—to deal with alcoholism in their police ranks. Citing the successes of groups such as Alcoholics Anonymous, Police Officer Ed Donovan, who had been attending AA meetings to deal with his own abuse issues, formed the Boston Police Stress Program. Donovan and his colleagues were able to convince the Boston Police Commissioner to implement what we would now call a peer support program for police officers and their families, perhaps the first of its kind in the nation.

The peer support concept holds that police employees are more likely to discuss psychological and emotional issues with someone who understands their job and the types of stress they may undergo than with a psychological professional who brings expertise but no such understanding to the conversation. This approach at ensuring the emotional health of law enforcement personnel assumes that a basic level of training is necessary—and empathy is particularly critical—in allowing the paraprofessional to provide necessary support and to be able to listen, assess, and (as necessary and appropriate) refer a troubled colleague to proper and professional assistance. As Kamena and his co-authors have noted:

The mission of a peer support program is to provide emotional, social, and practical support to police personnel during times of personal or professional crisis. It may also offer peer-to-peer assistance in anticipating and addressing other potential challenges or difficulties. (Kamena et al. 2011, 80)

The literature discussing the use of peer support programs to effectively deal with the stress of police employees points to the strengths and weaknesses of such programs. In an early work on using peer supporters, Finn and Tomz (1998) identified benefits and weaknesses of peer supporters. Among the positives, they suggest that peer support personnel

• provide instant credibility and ability to empathize;

• assist fellow employees who are reluctant to talk with mental health professionals;

• recommend the program to other employees by attesting credibly to their confidentiality and concern;

• provide immediate assistance due to accessibility;

• detect incipient problems because of their daily contact with coworkers;

• are less expensive than professionals. Yet, they caution, peer support members

• cannot provide the professional care that licensed mental health practitioners can;

• may try to offer full-scale counseling that they are not equipped to provide;

• may be rejected by employees who want to talk only with a professional counselor;

• may be avoided by employees because of the fear that problems will not be kept confidential;

• require time, effort, and patience to screen, train, and supervise;

• may expose themselves and the department to legal liability.

Recognizing that peer support programs offer an effective complement to the provision of professional mental health services in contemporary law enforcement agencies, this paper will examine three areas:

1. The elements of an effective peer support program

2. Confidentiality in such a program

3. The activities of five existing peer support programs

Washington, DC: Office of Community Oriented Policing Services. 2021. 88p.

By Camello, M., Planty, M., Krebs, C. P., & Faris, B

Measuring community perceptions and opinions of law enforcement can help agencies, government officials, and the communities they serve to understand the community’s feelings and perceptions about law enforcement and safety, which may be influenced by both crime and non-crime-related issues. Having this information enables agencies to learn, evaluate the effectiveness of interventions, refine their policies and practices, and improve their performance while building trust through increased transparency and responsiveness to public concerns. The objectives of this landscape report are to provide foundational principles on survey methodology, highlight three different approaches that can be used to measure community perceptions (general population surveys, post-contact surveys, and leveraging of data from existing sources), and describe novel modes for carrying out the various approaches.

Research Triangle Park, NC: RTI International, 2023. 77p.

By Lindsay Turner, Julie Atella, Virginia Pendleton, Sophak Mom

When Minneapolis police officers killed George Floyd in May 2020, the nearby city of Brooklyn Park began urgent work, including convening listening sessions and tasking city commissions with creating a work plan to improve the Brooklyn Park Police Department.

In December 2020, the City of Brooklyn Park hired Wilder Research to uncover the root causes of violence in Brooklyn Park, understand community perceptions of the Brooklyn Park Police Department, create research-driven recommendations to improve community safety, and develop a tool to assess and improve the Brooklyn Park Police Department’s performance. Wilder Research reviewed existing research on community safety and policing, analyzed Brooklyn Park specific community survey data related to the root causes of violence, and conducted interviews with residents and employees of Brooklyn Park.

High-level findings:

• There are risks of violence when people are not economically secure or connected to their community.

• There are disparities in Brooklyn Park that likely contribute to violence and disorder.

• Improving traditional policing may not improve safety.

• Brooklyn Park Police Department policies and interviewee themes support that procedural justice is a key strength; even so, some BPPD policies and Minnesota laws conflict with best practices.

Recommendations:

• Focus on prevention. To improve safety, the city should address inequities, and ensure that the social conditions where safety thrives are equally distributed across races and places in Brooklyn Park.

• Improve interventions. The city should explore using community-based mental health and substance use responses, school-based safety workers, and other efforts to reimagine police responsibilities. The city should also partner with community stakeholders to expand focused deterrence initiatives, and interventions including treatment and restorative justice.

• Assess BPPD for improvements. We developed a scorecard to measure BPPD performance. We recommend the city, BPPD, and community members impacted by systemic marginalization and police contact partner to assess and recommend changes to BPPD.

St. Paul MN: Wilder Research, 2021. 115p.

By John S. Hollywood, Keith Gierlack, Pauline Moore, Thomas Edward Goode, Henry H. Willis, Devon Hill, Rahim Ali, Annie Brothers, Ryan Bauer, Jonathan Tran

The U.S. Department of Homeland Security requires research and development to assess methods for reducing the propensity and loss of life from attacks on soft targets and crowded places (ST-CPs). Researchers conducted a comprehensive landscape assessment of the threat to ST-CPs and corresponding security measures to identify needs for improvement, and they recommended research and investment priorities for addressing those needs. 

The number of attack plots is broadly aligned with regional population counts, except that there were more plots in New York City and Washington, D.C. The most-common motivations for ST-CP attacks have been personal, followed by terrorist and racial and ethnic extremist motivations. The ST-CP locations targeted have been diverse and often directly accessible. Education and private buildings (workplaces) are the most–frequently targeted types of ST-CPs. In general, locations in which a would-be attacker had ready access to a dense crowd on scene had the highest average lethality (close to six deaths, on average, as compared with fewer than three when there was not a dense crowd present). Not surprisingly, locations that typically have large crowds without controlled entries, such as houses of worship, shopping malls, restaurants, bars, and nightclubs, had the highest average lethality.

RAND Corporation, Mar 27, 2024, 148 pages