OfficerWELLNESS

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Can

contribute to OFFICER WELLNESS?DESIGN

GREAT

[ ]We often assess how a police department can integrate resources and spaces to help deal with this trend toward a more holistic wellness program. So how are law enforcement and public safety facilities providing spaces for enhanced wellness that will elevate the human experience of our officers?

Just as building orientation is a no-cost common sense means of incorporating sustainable environmental goals, good tenets of design in public safety can assist in the battle for officer wellness.

It begins with a dedicated staff entry that creates and represents a zone of safety and camaraderie where an officer knows the moment he or she crosses the threshold that this is a place designed with their needs in mind, secure from public or media intrusion.

Access to natural light and good indoor air quality, including higher levels of oxygen can improve morale and absenteeism and drive optimism.

CURRENT & FUTURETRENDSIN OFFICER WELLNESS

3 STEPSTO HEALTHY SPACES

More and more, as designers of public safety facilities, agencies ask us to consider, recommend and incorporate ways to address and provide for officer wellness resources.

WE ARE READY TOHELP YOU ALWAYS

JAKE DAVISPrincipal

Public safety officers live in a highly taxing environment both emotionally and physically. Certainly there are

stresses common to the profession, such as incident-based trauma, but add to that a highly charged and

often aggressive antagonistic public at large, where the intentions and motives of officers are questioned, not necessarily based on action, but simply because they wear the uniform. That scenario has become a daily

reality for many and frequently becomes the lead story in the local news across the country. This atmosphere takes

a toll on the body, mind and spirit of an officer.

Strong wellness programs combined with well-designed facilities together create safe and secure environments that address the health and wellness of our officers in

every facet of the human experience.

Jake Davis, AIA

New technology incorporated into offices can give real time measurement of relative humidity, indoor air quality, CO2, and volatile organic compounds. This technology provides peace of mind to occupants and potentially reinforces a sense of the police station as the officer’s place.

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BODY MIND SPIRITOccupational stress can be an extremely difficult concept to define in law enforcement.

Obviously there are the ‘on the job’ stressors. But stress on the job occurs in real people, and those real people bring in their own individual stressors (levels of anxiety

and neuroticism, tolerances, etc.). In addition, there are sources of stress that come from outside the work-place and outside the worker (family problems, life crises,

financial matters, environmental factors, etc.). This takes a toll on the body and mind. Is a physical fitness facility - a gym - the only answer to officer wellness?

Times call for a different approach to officer wellness. However, how equipped are police departments to deal with this coming trend for structural wellness programs?

Moreover, how are law enforcement and public safety facilities dealing with providing spaces for enhanced wellness?

Cheyenne Public Safety CenterCheyenne, WY

OCCUPATIONAL STRESS MODEL

*Source: Cary L. Cooper and Judi Marshall, “Occupational Sources of Stress: A Review of the Literature Relating to Coronary Heart Disease and Mental Ill Health.”

Sources of Stress at Work

Intrinsic to job:Poor physical working conditionsWork overloadTime pressuresPhysical danger

Role in organization:Role ambiguityRole conflictResponsibility for peopleConflicts re-organizational boundaries

Career development:Over-promotion

Under-promotionLack of job securityThwarted ambition

Relationships at work:Poor relations with bossPoor relations with subordinatesPoor relations with colleaguesDifficulties in delegating responsibility

Organizational structure and climate:Little or no participation in decision makingRestrictions on behavior (budgets, etc.)Office politicsLack of effective consultation

Disease

Coronary heart disease

Mental ill health

Symptoms of Occupational Ill

Health

Diastolic blood pressure

Systolic blood pressureCholesterol levelHeart rateSmokingDepressive moodEscapist drinkingJob dissatisfactionHeadacheFatigueAbsenteeismReduced aspiration

Individual Characteristics

The individual:Level of anxietyLevel of neuroticismTolerance for ambiguityType A behavior pattern

Extra-organizational sources of stress:Family problemsLife crisesFinancial difficulties

25 50 100 600

Gunshot Wounds

Dislocations

Internal Injuries

Burns

Chronic Injuries

Broken Bones

Puncture Wounds

Pathogen Exposure

Other

Lacerations

Contusions

Sprains

DATA COLLECTIONEighteen agencies across the United States took part in a multi-department assessment of line-of-duty injuries. The study, conducted by the International Association of Chiefs of Police (IACP) and the United States Department of Justice, tracked all reported injuries over the course of one year.

More than half of the incidents (60.3%) were required to be OSHA reportable. 3% required surgery and less than 2% resulted in the officer needing extended hospitalization.

REDUCING OFFICER INJURIES

Never in our history has the importance of an officer’s health, wellness, and safety, been more front and center. Many times it is brushed aside as ‘part of the job,’ taking it’s toll on the officer, and the department, in ways not commonly thought about.

injuriesreported

days of work missed

days of work missed per incident

average days spent in rehab

hours of work time lost

1,295 |

5,938

4.5

3.5

59,380 cost of lost time worked, including overtime to cover assignments

$3,028,380

0 200

POLICE SUICIDE: BREAK THE SILENCEThe high stress of police work generally is cited as a primary contributing factor. The constant barrage of stressors inherent with danger, and for police managers, the pressures of administration, can overwhelm even the strongest person. When officers lose the ability to cope in normal ways, they may turn to an ultimate solution to relieve the pressures of stress.

• Chronic stress• Daily hassles• Exposure to traumatic events• Acute stresses• Relationship events• Shift work• Abnormal sleep patterns

• Financial strain• Serious/terminal illness• Internal affairs investigation• Significant change in routine• Pending retirement• High expectations of job

Officer suicide and mental wellness needs to be addressed just as directly as officer vests.

-Tony West, Acting Assistant Attorney General, U.S. Department of Justice

WHAT ARE THE STRESSORS?

[ ]

Average age of law enforcement officer who commits suicide38.7 |Average number of suicide attempts per year by police officers3150 |Number of police officer suicides in 2012126 |

Years of experience and is usually below the rank of sergeant12.2 |

*Source: http://www.policesuicidestudy.com/id36.html*Source: IACP Reducing Officer Injuries Final Report

The police station should be an icon of safety, relief and shared mission that caters to these men and women who serve and protect their communities. [ ]

40%

Sleep is a neglected yet essential element of health and wellbeing, renewing energy,

building physical and mental capacity.

Police officers that screen positive for sleep disorders - almost double that of

the general population.

Eating and hydration is fundamental to health, wellbeing and a source of energy for all, especially those in public safety. Good nutrition is under-appreciated as a basic component of health and wellness.

EATEXERCISE

SLEEPPsychological strength and resilience is seen

as essential to leading a fulfilling life with a real enthusiasm and

true sense of purpose that ultimately drives performance at work

and home. One of the unrecognized tools to equip police officers in their work is police station itself. This unique building type should celebrate the culture of the patrol officer. However, many existing facilities miss the mark, as nothing in the architecture considers the needs of officers coming in and out of the building every day. Out on the beat, theirs can be a solitary, disenfranchising experience that is beset by boredom, punctuated with conflict and sometimes danger.

The police station should be an icon of safety, relief and shared mission that caters to these men and women who serve and protect their communities. Police stations are, at their heart, about the patrol officer. They are the lifeblood of a police agency, and the efficiency of movements in their brief time in the station is the key to their success. A police station should work to keep an officer on his or her beat versus binding them up in a building that potentially can create more stress if not designed properly.

One of the keys to successful police station design is to place the critical elements of the patrolman’s process in close proximity. These critical areas include the

staff entry, the locker rooms, briefing rooms, bag-and-tag areas, equipment pickup, patrol duty bags and finally the exit to squad cars. The speed and ease of this process is the key to efficiency by getting the building “out of the way,” thus improving response times and minimizing frustrations. We refer to these critical adjacencies as the “Patrol Triangle”.

In police facility designs, we go out of our way to facilitate an obvious and understandable triangle, between patrol officer entry (from cars), locker rooms, and patrol briefing and debriefing areas. There is a desire for immediate adjacency to locker rooms to change and then move seamlessly to the neighboring patrol command area. Turning toward the patrol vehicles, the officers will find carrels with duty bags for quick pick-up. Equipment/key check-out is on the way to the cars, but a wide corridor (8-feet

wide) is essential to allow groups of officers carrying equipment and bags to easily pass by each other.

Following a shift, moving in the opposite direction, an officer will find

evidence drops, interview rooms and mailboxes in quick succession. At the end of this path are the on-duty sergeants, report-writing stations to complete the process, before changing and heading home.

The location and treatment of the patrol triangle is a purposeful move to build camaraderie, pride and support for staff who feel the pressures of protecting our communities every day.

How a police station can ease the stress of its most important

occupant - the police officer.

THEPOLICETRIANGLE P

*Source: “Sleep Disorders, Health, and Safety in Police Officers,” JAMA 306 (2011): 2567-2578

EXERCISE: KEEP IT GOING

BENEFITS TO EXERCISING:

The perception that police officers don’t need ‘extra’ exercise in unfounded. While aspects

of law enforcement are physically taxing, a majority of their time is spent sitting at desks or

in their cars. Physical exercise is paramount in relieving stress and maintaining overall health.

Heart disease accounts for 20-50% of early retirements among officers.

• Improves lung function and circulatory system• Delays degenerative changes of aging• Increases production of red blood cells• Maintains normal blood pressure• Quicker recovery time from strenuous activity

• Strengthens heart muscle• Results in lower pulse rate• Burns calories• Tones muscles to improve strength• Increases endurance and improves posture

Mission Area Police Station

Fontana Police Department Expansion

INTEGRATED DESIGN FIRMSitting side-by-side, our architects, engineers and construction administrators have immediate access to all team members, saving precious time. And saving time means we’re saving you money.

NATIONAL EXPERIENCE LOCAL EXPERTISEWhen you work with DLR Group, you connect directly with local design leaders committed to applying their expertise to your success. And because we are structured as a network of 23 interconnected global offices, you also have access to a wealth of thought leaders in YOUR unique project. We thrive on sharing ideas throughout the firm, bringing the best of the best back to you.

OUR SKILLED EXPERTSWE DESIGN TO ELEVATE THE HUMAN EXPERIENCE.What exactly does it mean to “Elevate the Human Experience” for you?

• It means looking for the right solution that makes economic and operational sense in the long haul of building and budgetary efficiencies

• It means considering every option from renovation to new build, that result in win-win scenarios for everyone

• It means thinking outside the box of the obvious solution and considering new perspectives.

We understand the pragmatic realities of time sensitivity and budgetary respect. As the leading national designers of more than $3 billion in public safety construction projects in the past 10 years, we know what it takes to meet project specific schedules and budgets.

Jake has devoted a significant portion of his career to the programming and design of law enforcement facilities across the US. He has participated in all phases of the development, construction and operations of numerous public safety facilities. Integration of sustainable design into public safety facilities has been a hallmark of his career.

JAKEDAVISPrincipalPublic Safety Expertjdavis@dlrgroup.com

Larry is a public safety design expert with more than 35 years of experience designing justice, and public safety building types. His experience includes design for police stations and shared police-sheriff training facilities, 911 communication centers, crime labs, firing ranges, fire stations, county jails, state prisons, and municipal and state courts.

LARRYSMITHPrincipalProject Plannerlsmith@dlrgroup.com

Darrell is the Justice + Civic Global Sector Leader for DLR Group, specializing in criminal justice-related facilities such as jails, prisons, law enforcement facilities and courts. He has had significant involvement in a wide variety of criminal justice projects, including State and Private Correctional Facilities, Law Enforcement Facilities and County Jails, with emphasized experience in project management.

DARRELL STELLINGPrincipalGlobal Sector LeaderJustice + Civicdstelling@dlrgroup.com

Dan has been with DLR Group for over 25 years. He is the business development and marketing national leader and works across all markets with a focused expertise in Justice+Civic project types.

DANSANDALLPrincipalNational BusinessDevelopment Leaderdsandall@dlrgroup.com

INSPIRE PROMOTE CONSERVE

INSPIRE PROMOTE CONSERVE INSPIRE PROMOTECONSERVE

INSPIRE PROMOTECONSERVE

Design for functional effectivenessDefine user success. Validate intuition with data-driven design.

COMMUNITYAWARENESS

HONESTYBEAUTY

LANDWATER

ENERGYECO-SYSTEM

PRODUCTIVITYWELL-BEING

HEALTHFITNESS

Design for human health and well-beingThink holistically. Inspire users, stimulate and foster productivity.

Design for ecological integrityPromote resource conservation, resiliency and regeneration.

Sustainability is Intrinsic to Our Design Culture

Our Responsibility

Design for economic viabilityMaximize value. Lower total cost of ownership.

An industry recognized thought leader on sustainability and high performance building design, Prem serves as the Global Sustainability Leader at DLR Group. In this role, he leads firm wide performance based design initiatives and develops long-term strategies for a more environmentally responsible design practice.

PREMSUNDHARAMPrincipalGlobal Sustainability Leaderpsundharam@dlrgroup.com

ORGANIZATIONAL INVOLVEMENT IN SUSTAINABILITYOrganizations around the world are increasing their commitment to sustainability. More groups view sustainability as good business, and are integrating sustainability into their professional strategies (Stage 4 on the 5-Stage scale). Many organizations are taking part in some aspect of sustainability - focusing on energy and water conservation, or reducing waste.

11% | 5%

2006 | 2015

32% | 16%

40% | 32%

15% | 41%

3% | 6%

Stage 1 | Sustainability is not part of the organization’s mission. Sustainability is viewed as complying with government regulations.

Stage 2 | Organization has started to engage in sustainability, but sustainability is viewed as a cost.

Stage 3 | Organization considers the proactive application of sustainability to be consistent with the profit mission. However, it has not built sustainability into its technologies, policies, and operations on an institution-wide basis.

Stage 4 | Organization is a green organization. Sustainability is viewed more as an opportunity than a cost and integrates sustainability with key strategies.

Stage 5 | Organization views sustainability as a transformational driver and is driven by a passionate, values-based commitment to improving the well-being of the organization, society, and the environment. The organization approaches business as a holistic, restorative group.

*Source: Greening of Corporate America study (Siemens)

Project Name: DLR Group Studio Location: Seattle, WA

DLR Group is made up of over 850 dedicated design professionals. Each of these people are owners in our firm and have a vested interest in making every project successful.

People Make It Happen

Mukilteo Police StationMukilteo, WA

Lafayette Police DepartmentLafayette, CO

Strong wellness programs combined with well-designed facilities create safe and secure environments

that address the health and wellness of our officers. DLR Group is dedicated to ensuring a safe and healthful

working environment for our public safety officers.

For more information please visit our website at: www.DLRGroup.comor email Jake Davis directly at: jdavis@DLRGroup.com

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