Police officers exhibit a disproportionately high rate of suicide compared to the general population. Despite this observation, obtaining accurate statistics has proven to be challenging. In 2022, the FBI created the Law Enforcement Suicide Data Collection (LESDC) database, which allows police departments across the country to report suicides within their ranks when they occur. The goal of the LESDC is to provide a standardized reporting mechanism to accurately keep track of the number of officer suicides over time. Such a dataset could be used to identify potential risk factors, as well as assist in decision-making in terms of funding allocation. Unfortunately, few departments have utilized this tool and suicide statistics reported by this database are significantly underestimated.
While official government programs have failed to provide accurate statistics, nonprofits have attempted to bridge this information gap. First HELP, an organization aimed at supporting families of first responders who died by suicide and reducing the stigma surrounding mental health, partnered with CNA Corporation to compile and analyze suicide data for first responders across the country. According to their report, 1,287 police and correctional officers took their own lives from 2016 to 2022. First HELP reported that in 2021, 149 police officers died by suicide. Using the estimated number of full time police officers nationwide reported by USA Facts of 725,000, this translates to an annual suicide rate of about 20.5 per 100k. For comparison, the total US population saw a suicide rate of 14.1 per 100k in 2021 (Centers for Disease Control).
Given these statistics, the importance of suicide prevention within public safety departments is clear. It is the responsibility of departments to ensure their officers have access to mental health resources when they are in need of support. However, disparities in funding between small town and urban departments are substantial. While police departments in major cities possess the resources to implement robust support systems, rural and small town departments must utilize their limited budgets sparingly. Compounding the issue of lack of funding, officers from small departments must navigate unique challenges which may not be as prevalent in urban settings.
Wooley and Smith (2022) described the difficulties faced by officers from small departments. In rural and small town communities, it is likely that officers will need to respond to calls involving individuals they may know in their personal lives, be it friends, family members, or old classmates. In these instances, officers will feel a personal connection to the parties involved. In traumatic incidents, such as major car accidents, the responding officer may be left dealing with additional grief of their own. Moreover, if the officer is required to arrest or issue a citation to someone they know, their personal relationships may be negatively impacted. In addition to community interactions, officers from small departments are often required to take on extra responsibilities due to understaffing. Along with patrol duty and call response, these officers may need to assist with administrative tasks. Excessive multitasking, along with frequent mandatory overtime can lead to burnout. Understaffing can also result in longer wait times for backup to arrive, which may impact an officer’s perception of their own safety when responding to high-stress incidents. Additionally, rural areas generally have very limited numbers of local mental health clinicians, meaning officers may not have easy access to outpatient care.
Wooley and Smith (2022) continued by presenting several strategies for managing officer mental health within a limited budget. Critical Incident Stress Management is a strategy often employed to assist first responders in processing their emotions after traumatic incidents. In small departments, creating dedicated CISM teams is difficult due to lack of funding and personnel that are properly trained to provide these services. Having CISM teams from elsewhere in the state travel to the rural department after a critical incident is an option, but presents new challenges. Logistically, CISM teams may be preoccupied and their response will be delayed. CISM is most effective when performed as soon as possible following a critical incident. Also, department culture and values can differ significantly between urban and rural departments which may impact affected officers’ ability to build rapport with the CISM team. Regardless of these challenges, CISM remains an effective strategy for mitigating the lasting impacts of traumatic events. Within public safety departments, officers may feel stigma surrounding mental health. This sentiment is apt to be especially prevalent in small departments, where officers likely know each of their peers and may feel that their reputation would be impacted if they openly express their struggles. Peer support models can help reduce this stigma by giving officers an outlet to express themselves towards other individuals within the law enforcement community. Officers will feel more comfortable discussing stress-related issues with people who’ve been through similar experiences. Establishing a network of referrals for stress management and mental health support can also help officer find care. While rural areas may lack mental health resources, telehealth has improved accessibility.
Though policing in small communities presents numerous challenges, it also comes with opportunities for positive public engagement. Community events hosted by public safety departments give residents of small towns an opportunity to enjoy themselves and interact with first responders in a social, casual and lighthearted setting. By participating in these events, town residents are able to see the human side of policing. Rather than being simply an authoritative figure with a badge, civilians can have leisurely interactions/fun with their local police. This can result in improved public perception of officers and a strengthening of community ties. Residents may feel more comfortable cooperating with police and reaching out for help when needed. Community events also represent fundraising opportunities for underfunded departments.
A few months ago, I participated in Wilderness First Aid training. The instructor, a retired EMT who specialized in wilderness rescue, ran a volunteer ambulance in his community alongside several of his peers. As a way of funding this service, they regularly hosted community dinners where residents and businesses came together for a casual evening in support of a good cause. Along with donations received by sponsors, a raffle was held to increase revenue. Local police departments, in collaboration with their town governments, could host similar events. The proceeds could then be used to fund mental wellness programs. Not only would this help reduce budgetary constraints on providing support, but it would also strengthen the bond between police and the community.
Ensuring officers have access to mental health resources is critical to sustainable policing. Without support systems, officers who are struggling are at risk of burnout, resulting in high turnover rates, frequent call-outs and reduced productivity. Though small departments are limited in their ability to establish the same robust stress management and suicide prevention strategies of major cities, creative solutions can help alleviate budgetary constraints and provide their officers with the resources they need to effectively and sustainably perform their duties. Doing so improves quality of life for officers, as well as reduces unnecessary waste of department funding resulting from officer burnout.
Anthony Madonna
References:
Crime and Justice. (2023, March 30). USA Facts. https://usafacts.org/topics/crime-justice/
Lawrence, D. S., & Dockstader, J. (2024). Law enforcement deaths by suicide. Arlington, VA: CNA
Corporation. https://1sthelp.org/the-numbers/
Suicide Data and Statistics. (2024, October 29). Centers for Disease Control.
https://www.cdc.gov/suicide/facts/data.html
Wooley, M. J., & Smith, S. Z. (2022). Reaching rural police: Challenges, implications, and
applications. Crisis, Stress, and Human Resilience: An International Journal, 4(1), 66-84.