Insufficient police staffing continues throughout the U.S.

While some optimistic reports indicate that the slowdown in new police officer recruitment across the nation in recent years may be turning around, other accounts paint a more dire picture. In either case, the dramatic plunge in hiring continues to affect agencies both large and small. Contributing factors include staffing challenges, high turnover and public criticism stemming from the pandemic, reported misconduct incidents and the “defund the police” movement. As a result, staffing levels, especially in larger departments, have declined, making it harder to meet community needs.

Indianapolis, for example, has nearly 300 fewer officers than in 2019 and is now requesting state trooper assistance. National Fraternal Order of Police President Patrick Yoes notes, “Across the country, what you’re seeing in Indianapolis is repeated in city after city after city.” In fact, since 2019, major cities have shown gaps in the hundreds or thousands. In some small towns — such as Morris, Minnesota, and Washburn, Illinois — shortages have forced entire departments to disband, leaving communities reliant on county sheriffs. In 2023, NBC News reported that in Goodhue, Minnesota, Police Chief Josh Smith struggled to fill officer vacancies. After warning the city council that better pay and benefits were needed, but seeing no change, he resigned — prompting his entire force to follow, which left the town of 1,300 without police.

Some departments attribute staffing shortages to the emotional strain of the job, lengthy hiring processes and negative public sentiment.

This issue extends nationwide. In August 2024, CBS News highlighted Baltimore’s police shortage, with only 1,981 officers instead of the needed 2,600. Despite the agency hiring 75 officers, 86 had already left that year. Louisiana Governor Jeff Landry declared a state of emergency in February 2024 due to officer shortages, citing a 47% increase in resignations since 2019 and 1,800 vacant sheriff’s deputy positions. He warned that response times were suffering, endangering public safety. Similarly, in April 2024, the Long Beach Police Department reported its worst staffing crisis in 25 years, with over 100 vacancies. With just 824 budgeted officers for a city of 500,000, officers and detectives had to work extra shifts to cover shortages.

San Francisco and Phoenix are seeing shortages of more than 400 officers in each jurisdiction. Chicago is short well over 1,300, Los Angeles over 1,000, Washington almost 500, Houston nearly 100, Philadelphia about 1,200. In New York City, the shortages in the nation’s largest police force add up to over 3,000. The Miami Police Department has received 809 applications this year — a number it once reached in a single day a decade ago.

According to a report released by the Peace Officers Research Association of California (PORAC),
police staffing levels across the state of California have reached their lowest point in decades, with rural communities facing the greatest challenges in recruiting officers. The report analyzed data from the California Department of Justice, focusing solely on sworn officers from city police departments, sheriff’s offices, the California Highway Patrol and other law enforcement agencies. Among the highlights of the findings: police staffing in California has reached a 30-year low, with shortages particularly severe in rural counties. According to the report, some departments attribute staffing shortages to the emotional strain of the job, lengthy hiring processes and negative public sentiment toward law enforcement in recent years.

Considering some additional causes

The police staffing situation worsened in 2020 due to the COVID-19 pandemic and the nationwide protests following George Floyd’s murder. Officers were facing more health risks, increased crime and shifting public attitudes, making the profession less appealing. Generational shifts also play a role. While Gen Z’s trust in police has risen, recruitment remains low. Many college students support law enforcement but hesitate to join due to financial concerns.

“It’s not a lucrative field,” says Sherry Skaggs, associate professor of criminology for Central Arkansas University, noting that new graduates with student debt often seek higher-paying jobs with better work–life balance. With a median police salary of around $72,000 — and lower pay for rookies — many younger workers prefer careers with shorter shifts and less mandatory overtime. Their free time is more important than monetary compensation.

Performance Protocol helps law enforcement agencies with recruitment, development and retention. In a December 2024 report, the company stated that among the reasons why traditional recruitment and retention strategies are proving insufficient is that officers are now expected to handle mental health crises, school security and proactive community policing as well. Understaffing increases officer burnout, turnover and response times while limiting crime prevention efforts. Budget constraints further hinder agencies from offering competitive salaries, particularly in urban areas with high living costs and rural regions with limited funding. This imbalance leads to uneven law enforcement effectiveness across the country. A shortage of officers also affects training and professional development, reducing agencies’ ability to keep pace with modern policing demands. Increased reliance on civilian roles has helped manage budgets but has not resolved the core need for sworn officers to maintain public safety.

Considering possible solutions and alternatives

In the summer of 2024, the International Association of Chiefs of Police (IACP) conducted a survey of its member agencies to better understand the challenges police agencies are facing regarding recruitment and retention. The IACP received responses from 1,158 U.S. agencies. More than 80% of these respondents were from local municipal police agencies. In addition to the ongoing declining recruitment situation, agencies also reported some success in improving recruitment and retention through intentional strategies. These included creating new pathways for young people to become police officers, emphasizing a healthy organizational culture, prioritizing employee health and wellness, and investing in the professional growth and development of employees. What some agencies saw as a detriment or challenge, others leveraged as an asset. Responses made clear that what works for one agency may not work for another, and a variety of factors must be considered in creating an effective police recruitment and retention strategy. 

Skaggs emphasizes the need for stronger community ties, urging departments to take a more personal approach to recruiting: “Today, agencies must go to applicants rather than waiting for them to apply.” Some departments are working to shorten the six-month-to-year-long hiring process. Florida has issued nearly 5,000 recruitment bonuses of $5,000 each in the last two years.

InTime, a company that designs scheduling solutions for public safety agencies, has generated numerous ideas designed to address these ongoing recruitment and retention issues. Among them: 

• Leverage technology: Invest in scheduling software for more efficient workforce management, gunshot detection tools for improved response times and e-citations to streamline traffic stops.
• Reassess response priorities: Focus resources where they’re most needed, reduce routine traffic stops and optimize emergency response planning.
• Strengthen community partnerships: Collaborate with local organizations to address crime prevention, create non-emergency call systems and improve public trust.
• Enhance police culture: Support officer well-being, promote positive leadership and foster a workplace that values work–life balance to improve retention.

Performance Protocol has also offered a number of recommendations it believes may be effective in addressing these issues: 

• Agencies must modernize recruitment efforts, improve benefits and invest in officer wellness programs. 
• Partnerships with educational institutions and community organizations can build a stronger talent pipeline.
• Leveraging technology — such as predictive policing tools and automated reporting — can streamline operations and ease the burden on officers.

Finally, a comprehensive, long-term strategy involving local, state and federal support is essential to overcoming staffing challenges. By adapting to modern policing demands, fostering community relationships, and implementing innovative solutions, law enforcement agencies can enhance effectiveness and public trust, ensuring safer communities for the future.

References

Hutton, Zina. “Why It’s So Hard to Recruit Police Officers.” Governing, August 12, 2014. governing.com/workforce/why-its-so-hard-to-recruit-police-officers.

International Association of Chiefs of Police. The State of Recruitment & Retention: A Continuing Crisis for Policing. 2024. theiacp.org/sites/default/files/2024-11/IACP_Recruitment_Report_Survey.pdf.

InTime. “Tips for Dealing With the Police Shortage.” intime.com/industries/police/tips-for-dealing-with-the-police-shortage.

Peace Officers Research Association of California. “Law Enforcement Staffing Shortages Put California at Risk.” porac.org/wp-content/uploads/2024-PORAC-Police-Staffing-Brief.pdf.

Performance Protocol. “The Implications of Short Staffed Law Enforcement Agencies.” December 6, 2024. performance-protocol.com/post/the-implications-of-short-staffed-law-enforcement-agencies.

Police Executive Research Forum. “PERF survey shows steady staffing decrease over the past two years.” policeforum.org/workforcemarch2022.

Sosa, Anabel. “California’s largest police group says rural departments need more officers.” Los Angeles Times, July 31, 2024. latimes.com/california/story/2024-07-31/new-report-finds-californias-most-rural-police-departments-are-suffering.