The Search For Future Law Enforcement Officers

Author: Tom Lennon

Since the development of the first recognized police force, the London Metropolitan Police Force, established by Sir Robert Peel in 1829, Law Enforcement agencies and the communities they serve have been searching for suitable Law Enforcement officers. Those who possess all the attributes of society’s demands and expectations in their men and women in “Blue.”

For a century and a quarter, the burley roughneck who could handle himself in any situation and had enough smarts to ‘get by’ was the rule. However, after the assassination of the Reverend Martin Luther King in 1968, subsequent riots across the country, increased crime, and the poor image of Law Enforcement, the Profession was forced to change and professionalize itself.

Before the above events, Law Enforcement saw little change in over half a century. It forced officers to work 12-hour shifts, sleep in their police stations, attend court after working 12 hours shifts, pay for their equipment, fail to receive a living wage and be subject to punishment up to dismissal without recourse. To seek recourse, Law Enforcement officers joined about 27 fraternal and union-type organizations representing working police officers. To accomplish this task, police officers reached out to Labor Law firms. They worked out plans to begin to analyze and effectuate a step-by-step program to deal with hiring, training, and protecting their employment and retirement rights and benefits. The largest union is the Fraternal Oder of Police. The AFL-CIO groups, The Teamsters, and others fill out the ranks.

Despite years of significant progress, the Profession was struck again with the 2018 Freddie Grey incident. Law Enforcement again needed to correct itself and adjust to public perception and changing attitudes. The incident led to the call for many to defund and reorganize police agencies across the country. As a society, in general, and Law Enforcement, in particular, we are forced to make objective and constructive changes; several issues still need to be addressed. They are addressed here as questions and what is hoped as constructive suggestions.

Problem #1: 

Whom do we want to recruit: Gender, Race, or Ethnic (Cultural) Background to represent the population they will try to Serve and Protect?

Suggestion #1: 

General

Few will disagree that the local Law Enforcement Agencies should reflect the community population. However, change depends on general generation change. For discussion purposes, a generation is generally considered 20 years. However, the general city population changes every 10 to 15 years. Therefore, an agency that wishes to change its demographics must wait until the agency lives through resignations, retirements, and time. 

Gender

There are no laws mandating Gender in the United States; the average percentage of women in Law Enforcement Agencies is around 13%, with most women working in large City or Suburban Departments. However, recently (2022), the Fairfax County, Virginia Police Department, which consists of about 1,200 sworn personnel, “pledged” to bring their level of female officers up to 30% within 13 years.

Race

Race is generally well-addressed community by community. Over the last 50 years, the African American community has almost matched the general demographic of African American communities. The Latino community is on the rise. Unfortunately, the Asian community is far behind, with small percentage increases every year.

Ethnic Background

As with Race, Ethnic Background is moving forward. In today’s Society, Ethnic Background sees little to no factor in selecting recruits. Ethnic Background has problems when particular religious exceptions are requested, such as Sikhs requesting to wear their headdress ‘on the job.’ That practice is acceptable in the British Commonwealth countries but is somewhat limited in the United States.

Problem #2:  

What is the age of the ideal candidate?

Suggestion #2: 

A Law Enforcement Agency should hire the most psychologically developed mature adult who applies regardless of age as long they can pass a standardized physical fitness test. Psychological developed maturity for males is generally considered twenty-seven and for women, twenty-two. With that said, twenty-five is a good minimum age for both. By twenty-five years of age, both genders have seen and experienced enough of life to be assumed to have at least average “Common Sense.”  

How does one measure such a subjective concept as “Common Sense?” Its definition is generally accepted as the sound judgment on everyday practical matters. By twenty-five years, most of the population has an employment history, an emotional balance, and is well into “everyday” concerns.  

The FBI requires all candidates to be 23 years old with a BA/S and two years of work experience. The FBI recognizes the importance of age, job experience, and education in hiring the ideal candidate. They understand that all three lead to an employee with that unique “Common Sense” quality.”

Eighty-three percent of Fairfax County, Virginia Police Department sworn personnel possess a college degree or higher, and the starting age is 21. Nevertheless, most newly hired sworn personnel are in the 23 to 25 age range.

In March 2023, several State of Vermont Legislators put forth a “Bill” in the Vermont Senate to change the starting age of employment for Sworn Officers to 25. That measure was referred to a Subcommittee for study.

Problem #3:  

What is more valuable and necessary? Background, General Life, or Military Service?

Suggestion #3:

Of course, all three are essential, but by far, an applicant with a Military Background will serve Law Enforcement the best. They have been trained to follow orders, accept their limitations, and develop an “air” of authority in their voice and manner.

Besides “Street Smarts,” which in today’s society is becoming less and less prevalent, following orders and accepting their capabilities and limitations is a must in Law Enforcement which conducts itself in a paramilitary fashion. However, with only an estimated percentage of 0.007 Americans currently serving in the Military, that source is shrinking.

The shrinking of former military personnel as a source leads right back to the question. So Background and General Life experiences are the overriding factors in determining who will be hired.

Problem #4:

Training for the future.  

Law Enforcement Training, Social Training, Psychological Training, and Physical Weapons

Suggestion #4:

Law Enforcement needs a drastic change in the way it trains our future Law Enforcement professionals.  

Law Enforcement training needs to become more centralized and streamlined. There are an estimated Seven Hundred Twenty thousand sworn officers in the United States to provide initial and continued training at an estimated six hundred and fifty training academies.

A standard set of courses needs to be developed to ensure conformity in practice. The training should be designed as a three-year “community college.” Set up three levels of instruction to meet the needs of the three levels of Law Enforcement: Basic, Middle Management, and Senior Management.

BASIC COURSE > 

  • Patrol (Street Officer)
  • Lateral Transfers (Abbreviated Refresher Course
  • Investigations 
  • Property
  • Person – Except Homicide
  • Traffic
  • Community Relations

MIDDLE MANAGEMENT >

  • Ranks of Sergeant & Lieutenant
  • Supervision
  • Community Relations
  • Investigations
  • Property – Financial Fraud
  • Person – Homicide

SENIOR MANAGEMENT >

  • Ranks of Captain and Above
  • Administration
  • Management
  • Community Relations

All States should mandate a BA or BS before an officer enters Middle Management. Law Enforcement agencies, not Colleges/Universities, should demand courses to graduate and be accepted for hire. This cannot happen until there is a radical change, something along the line of consolidating agencies into jurisdiction areas and types.

Problem #5:  

Pay and Benefits 

Suggestion #5

Law Enforcement across the country should adopt standardized Pay and Benefits. However, most small agencies cannot compete with the more extensive jurisdiction. Consideration, in those cases, should be given to consolidating police services with other agencies.

Salary should be comparable to the mid-range management level for the jurisdiction, with annual adjustments based on “Cost of Living.”

Benefits Package: Cover what the Average Market sets.

All “Service Connected” injuries should be covered at least 70% with yearly “Cost of Living” adjustments.

Problem #6:  

Retirement Benefits

Suggestion #6:

All Departments should have a standardized retirement age. The federal government requires all officers to be a maximum of 57 Years Old, a Minimum of 50 Years Old, and a maximum hiring age of 37 Years Old.

Retirement Pay Percentages should be at the following levels: 20 years at 50%; 25 years at 60%.

All Departments should retire Medically Disabled individuals at a 70% rate.

Lateral transfers should be required to reimburse the ‘Retirement Fund, the amount accessed yearly charged to the regularly hired employee.

Author: Tom Lennon > Brief Law Enforcement-Related CV
  • Retired Prince George’s County, Maryland Police Officer
  • Former President of Fraternal Order of Police, Maryland Lodge 89, 1984 – 1985
  • Bachelor’s Degree in Philosophy
  • Master’s Degree in Philosophy
  • Master’s Degree in Divinity