Excellence in Policing
2024 | Fall
Agencies across the nation are dealing with staff shortages. Despite this, there are agencies in Georgia that are fully staffed. Four police chiefs from across Georgia describe what they are doing to maintain 100% staffing levels.
Excellence in Action /Policing
2024 | Fall
Excellence in Policing
James R Westerfield, Wesley H Cannon, Shane Edmisten
Byron Police Department
Byron Police Department – 29 Officers
As the Byron Police Chief, one of my most important responsibilities is to ensure the department functions smoothly, not just operationally, by fostering a positive and supportive environment for our officers. The challenges law enforcement officers face is uniquely demanding, from responding to emergencies to managing the stress that comes with protecting the community. With high rates of burnout and increasing difficulties in recruitment and retention, it is essential to explore innovative ways to maintain officer morale and prevent turnover. Implementing a four-day work week, prioritizing family, and organizing group retreats are three powerful strategies that help support officer well-being, foster a positive work environment, and improve retention in the department.
The Four-Day Work Week: A Better Work-Life Balance
One of the most significant ways to improve morale and retention is through the implementation of a four-day work week. Law enforcement jobs are demanding and often involve long hours, irregular shifts, and high levels of stress. Shifting from a traditional five-day schedule to a four-day work week with ten-hour shifts provides officers with an extra day off, allowing them more time to recharge, spend time with their families, and attend to personal obligations. We recently implemented a four-day work week with our investigators and administrative staff. Both divisions are still operating five days a week but with just a reduced staff on Fridays and Mondays. Employees of these two divisions enjoy the extra day off so much, not only have I not noticed a reduction in productivity, but actually a significant increase in productivity.
This improved work-life balance has been proven to reduce burnout and boost job satisfaction. When officers feel they have sufficient time to rest and recuperate, they are more likely to approach their duties with enthusiasm, dedication, and a clearer mind. The benefits extend beyond personal well-being; officers return to work feeling more focused and productive, which can lead to fewer mistakes and better decision-making in high-stress situations. For the department, this equates to a workforce that is more efficient and less prone to absenteeism due to fatigue or stress-related issues. Over time, the positive impact of a four-day work week on morale directly correlates with improved retention rates, as officers are less likely to seek less stressful or more balanced careers elsewhere.
Prioritizing Family: Strengthening Support Systems
Another critical component of maintaining morale and retaining officers is making family a priority within the department’s culture. Policing is not just a job—it is a lifestyle that often demands sacrifices from both the officers and their families. By acknowledging the central role that family plays in an officer’s life, the department can build a culture of support and understanding that significantly reduces the personal strain that comes with the job.
Family-friendly policies, such as flexible scheduling for family events such as sporting activities for an officer’s child. I always ensure that an evening shift officer can adjust their schedule to ensure they never will miss ball practice or a dance recital. Additionally, we provide resources such as family counseling services.
When officers feel that their families are valued and supported, their loyalty to the department strengthens. They are more likely to remain in their positions because they do not feel forced to choose between their job and their family. Furthermore, when officers know the department cares about their family’s well-being, it reduces their overall stress, allowing them to focus more effectively on their duties.
Group Retreats: Fostering Camaraderie and Reducing Stress
Group retreats offer another vital way to maintain officer morale and help with retention. Law enforcement is inherently a team-based profession, and officers rely on each other for support, whether in the field or emotionally after particularly difficult situations. By organizing regular group retreats, the department can foster a sense of camaraderie and provide officers with the opportunity to bond outside of the pressures of daily duties.
Through the Byron Police Department’s Chaplain’s Program, we have organized a yearly all-expenses paid hunting and fishing retreat at a faith-based reserve in South Georgia. Our chaplain and I attend this annual retreat with four officers each year. Being able to spend time with these officers at the lodge, hunting and fishing together has had a profound impact on us getting to really know each other. This retreat is paid for through donations from our businesses made to our Chaplain Program. Officers are also on paid leave as well. This also provides a much-needed break from the day-to-day stress of policing and give officers the chance to relax, reflect, and recharge. This sense of unity is crucial for morale, as officers who feel connected to their colleagues are more likely to enjoy coming to work and less likely to leave the department for other opportunities.
Retreats also offer a platform to address the emotional and mental health challenges that officers face. In an environment where stress, trauma, and the pressures of the job are openly discussed, officers can feel more comfortable seeking help and managing their mental health. This contributes to a healthier workforce overall and decreases the likelihood of burnout, ensuring that officers remain with the department longer.
Conclusion: A Holistic Approach to Officer Well-Being
In conclusion, maintaining morale and ensuring retention in the Byron Police Department requires a multifaceted approach. Implementing a four-day work week, prioritizing family, and organizing group retreats are three key strategies that can significantly improve the well-being and job satisfaction of our officers. By providing a better work-life balance, supporting officers’ families, and fostering a sense of camaraderie through group retreats, we can create a healthier, more motivated workforce.
These initiatives show that the department values its officers as individuals with personal needs and families, rather than simply as employees. By investing in these programs, the Byron Police Department can not only reduce turnover but also build a stronger, more resilient team that is dedicated to serving the community for the long term. When our officers feel valued, supported, and connected, they are better able to serve and protect the citizens of Byron with the dedication and professionalism that the community deserves.
Chief Wesley H. Cannon
Chief Wesley H. Cannon has served as the Byron Police Chief for 23 years.
Lavonia Police Department
Lavonia Police Department – 18 Officers
Law enforcement agencies across the nation are fighting to attract, hire, and retain competent officers and Georgia agencies are not immune. Even with the competition in pay, hiring incentives, and benefits, agencies fight to attract not only quality applicants, but any applicants at all. Pay, benefits, and incentives are a big part of attracting applicants, but money does not necessarily retain the staff that so much has been invested in. Oftentimes, agencies hire, outfit, and train officers who leave as soon as their two-year contracts are up, thus turning an agency into full-time training ground for other agencies with supportive leadership and accountability.
Loyalty and Retention
How does an agency retain loyal, well-trained employees? An agency must have a culture of support, accountability, and understanding. As a law enforcement executive, one must understand that employees are your number one asset and should be your number one priority. Investing in the future of your employees is investing in your agency presently. As a law enforcement executive, one must focus on all employees and not just employees at the command and supervisory levels. As a law enforcement agency leader, one must invest in the training at every level, from the front desk personnel to the officer on the street, to the command staff. Law enforcement officers who are committed to the profession want to train and broaden their knowledge of modern law enforcement practices. When an officer broadens their horizons, they bring in innovative ideas and as a leader it is imperative that their ideas are considered and the message of “that’s how we’ve always done it!” is not the norm. Committed officers strive to learn, be listened to, and have their ideas considered.
Accountability
As a leader, one must hold all levels of the agency accountable, and one must set expectations and hold those that do not meet expectations accountable for their actions. In law enforcement it is often said that some officers are not held accountable for their actions and only do what is required to get by. Committed and resolute officers will soon lose their commitment and dedication if they are striving to exceed expectations and others are doing the bare minimum. When an above average officer sees others performing below expectations, they will soon figure out it is easier to perform at that same level. As a law enforcement leader, one must lead with lofty expectations and set the bar high, but when the expectations are not being met by a few, those few must be counseled, if needed, trained, and held to the same standard as others.
Motivation
Often leaders are afraid of letting a less motivated employee go because of the fear of not being able to replace them. Over time, those officers who are not meeting expectations will end up diminishing the morale of the officer who wants to work and strive to be professional. When officers lose their drive due to other’s lack of drive and professionalism, they are lost to more professional, accountable, and supportive agency, sometimes for less pay. Pay does not always retain staff, but it does help. A supportive leader, command staff, and supervisors who will invest in the future of officers is the best motivator. A boss, his or her command staff, and supervisors who only invest in themselves will be left to run an agency by themselves.
There must be a cultural change in law enforcement and law enforcement executives must become a leader and not a boss. Not everyone loves a boss but everyone loves a leader who is accessible and engaged. Leaders invest in their employees and not only in themselves. Leaders build the future of their agency and not just their future. As a leader one must strive to create their replacement and their replacement’s replacement. Leadership is not about growing yourself, but about growing others while you grow yourself alongside the future of law enforcement.
As a law enforcement executive, ask yourself these questions:
Am I investing in the future of the law enforcement profession?
Am I leaving a legacy within my agency?
Am I respected as a leader or a boss?
Am I accessible to my staff and do they know I genuinely care about their future?
Am I here for a check or am I here to make a positive difference?
And lastly, am I doing the right things for the right reasons?
Chief Shane Edmisten
Shane Edmisten is the Chief of Police for the Lavonia Police Department. He has served as a police chief for five years. He holds a Master of Public Administration, from Columbus State University and is a graduate of the Georgia Law Enforcement Command College, Class 41.
Stone Mountain Police Department
City of Stone Mountain Police Department – 28 Officers
In the rapidly evolving landscape of law enforcement, small agencies often face the dual challenge of recruitment and retention. The City of Stone Mountain Police Department, nestled in DeKalb County, Georgia, is no stranger to these hurdles. As I stepped into the role of Chief of Police, one of my immediate focal points within my first 90 days was combating the turnover of valuable staff and recruiting personnel who would fit the future culture of our department.
Understanding the Stakes: The Cost of Turnover
Having worked my way up from a rookie patrol officer to Chief at the same agency, I have a profound understanding of the value that tenured officers bring to the table. Losing an officer with years of training and experience is more than just a loss of manpower—it’s a loss of institutional knowledge, community relationships, and a financial investment that can take years to rebuild. The actual cost of replacing an experienced officer extends far beyond the immediate need to fill a vacancy; it includes recruitment expenses, training new hires, and the time it takes for a new officer to acclimate and reach the level of proficiency that was lost.
The Importance of Cultural Fit
From the outset, I recognized that the key to combating turnover lay in fostering a culture that officers wanted to be a part of—a culture that not only attracts new talent but retains the existing one. This begins with recruitment. We were fortunate to have a team of dedicated officers who served as our number one source of advertisement, advocating for the department and reiterating that the City of Stone Mountain Police Department offers more than just decent pay and top-notch equipment. We offer a quality of life, infused with low call volume and a strong emphasis on community policing.
Investing in Officers: A Strategy for Retention
During my time at Georgia Association of Chiefs of Police (GACP) Chief Executive Training Program and Northwestern University School of Police Staff and Command (SPSC), I learned a critical lesson: the importance of investing in your officers. Being a small agency with 21 members, including 19 sworn officers, I had the unique luxury of personally engaging with each person in my department. I took the time to learn more about their “why”—why they chose a career in law enforcement and what their personal and professional missions were.
This exercise was invaluable. Each officer was able to provide me with their career developmental goals, which allowed me to relay an important message: the culture of our department is evolving, and what we are building is only as strong as its foundation. I expressed my commitment to enhancing their professional development through continuous training and education. The more knowledgeable and well-trained our officers are, the stronger our agency becomes.
Providing Opportunities for Career Advancement
Career stagnation is one of the primary reasons officers seek opportunities elsewhere. To address this, we implemented more specialized training programs and encouraged attendance at conferences that would enhance both the officers’ and command-level officers’ ability to lead within the department. By offering a clear path for career advancement, we not only motivate our current staff but also position our department as an attractive option for prospective recruits.
Competitive Compensation and Benefits
In today’s competitive market, compensation plays a significant role in both recruitment and retention. The “salary wars” between agencies are real, and we’ve seen some of our officers move on to pursue higher-paying opportunities. However, we’ve also been able to recruit effectively by emphasizing that, while our pay may be competitive, the intangible benefits of working in a small, close-knit community like Stone Mountain are unparalleled.
I have to commend the strong support of not only my command staff for their diligent work in seeing my vision but also the city staff—including the city manager, assistant city manager, and elected officials—who understood that changes to salary and specific equipment were needed to move the department forward. Their support was instrumental in ensuring that our officers are compensated fairly and equipped with the tools they need to do their jobs safely and effectively.
Fostering a Positive Work Environment
A positive work environment is essential for officer satisfaction and retention. From the beginning, I made it clear that the culture of our department was one of collaboration, respect, and mutual support. I worked to ensure that our officers felt valued and heard, and I encouraged open lines of communication between all levels of the department.
Creating a positive work environment also involves ensuring that our officers have access to the wellness tools and resources they need to manage the stresses of the job. Policing is a demanding profession, and the mental and physical well-being of our officers is a top priority. We have introduced wellness programs that provide support for both the physical and mental health of our team, recognizing that a healthy officer is not only more effective on the job but also more likely to stay with the department long-term.
Practicing Community Policing
Community policing is at the heart of our department’s mission. By fostering strong relationships between our officers and the communities they serve, we create an environment of trust and cooperation that benefits everyone. Our officers are not just enforcers of the law; they are members of the community, invested in the safety and well-being of the people they protect.
This approach to policing has paid dividends in terms of both recruitment and retention. Officers who feel connected to their community are more likely to find their work rewarding and are less likely to seek opportunities elsewhere. Our community policing efforts have also helped to attract recruits who are looking for a department where they can make a real difference.
Leveraging Technology for Transparency and Efficiency
In our efforts to enhance both recruitment and retention, we have also invested in technology that improves transparency and efficiency within the department. We’ve introduced Flock cameras, an updated Axon package that includes license plate readers (LPR) dash cameras in each car, body cameras, and tasers that all sync congruently when any device within a certain range is activated. This technology not only protects our officers but also ensures that we are providing the highest level of transparency to the community we serve.
The Road Ahead
As we move forward, I am confident that the strategies we have implemented will continue to bear fruit. By focusing on career advancement, competitive compensation, a positive work environment, wellness resources, community policing, and cutting-edge technology, we have positioned the City of Stone Mountain Police Department as a leader in law enforcement recruitment and retention.
It’s important to acknowledge that this success would not have been possible without the dedicated efforts of my command staff and the unwavering support of the city staff and elected officials. Their commitment to our vision has been instrumental in making the changes necessary to move the department forward, both futuristically and innovatively.
In conclusion, the battle for recruitment and retention in law enforcement is ongoing, but with the right strategies in place, it is a battle that can be won. By investing in our officers, fostering a positive culture, and ensuring that our department is equipped to meet the challenges of modern policing, we can continue to attract and retain the best talent, ensuring the safety and well-being of our community for years to come.
Chief James R. Westerfield
Chief James R. Westerfield has 20 years of law enforcement experience and has served as the City of Stone Mountain Police Chief for the past two years.
