Building a Natural and Robust System of Care for Correctional Officers

When I was managing a unit of probation and parole officers, one officer stood out clearly in my memory. This individual was exceptional at their job, with no performance concerns, yet almost every day they came to my office to talk about the stress of their personal life. We discussed a range of issues, but the stressors continued to build. One day, I suggested, “You know, we have an Employee Assistance Program (EAP), and it might be helpful.” Despite my reassurances that utilizing EAP would not affect their standing at work, they left my office looking dejected. When I brought this situation to my supervisors, the response was the same: “We have EAP.”

That day, I realized we had let this officer down. They continued to throw themselves into work, even taking on overtime shifts at nearby state correctional facilties. But they never accessed EAP and stopped coming to me for support. Eventually, burnout struck, and they left the agency. Unfortunately, this story is not unique. Similar events are happening in correctional facilities across the country.

We know the numbers. Studies show that more than half (53.4%) of jail officers have screened positively for PTSD. Before reaching this point, officers often exhibit signs of burnout. In fact, burnout has been identified as “a significant predictor of symptoms of PTSD” (Jaegers et al., 2019). Think about your own facility: how many officers are showing signs of burnout?

Reflecting on the officer I worked with, I realized their struggles were rooted in personal challenges outside of work. A study of officer suicide in the Massachusetts Department of Correction found that many officers had no known history of mental health struggles but faced “particularly acute personal struggles” at the time of their deaths (Frost, 2020). While workplace stressors and critical incidents are important to address, we must also recognize how personal challenges can profoundly impact those who serve alongside us.

The question remains: what do we do? We all know these statistics and have seen their impact. Even if your officers have avoided these dire outcomes, the overall field is strained. The pressure on correctional staff continues to grow, and everyone is searching for solutions. But here is the reality: there is no quick or easy fix. The solution lies not in implementing a single program but in fundamentally changing the way we lead and support one another.

There are many excellent programs addressing officer wellness, and I encourage you to review and integrate them into your agency. However, we must move beyond the mindset of “we have EAP” (or peer support, or another program). This mindset, while well-meaning, can inadvertently hinder the development of a truly supportive culture. Why? Because it treats officers as problems to be handed off, rather than as individuals in need of understanding and care.

When I offered EAP to the officer in my story, I had reached the limits of my skillset. My approach treated the situation as a problem to fix. When that approach failed, I passed the officer off to someone else, hoping they could “fix” it. My intentions were good—I wanted the officer to find relief—but my actions sent a different message. From the officer’s perspective, their leader had run out of patience and was pushing them away. This is the danger of the “we have” mindset: it shifts the responsibility for care away from ourselves and onto the program. Over time, the shared responsibility for officer wellness diminishes.

To create a truly supportive system, we must rethink how we approach wellness. There are approaches that staff of all levels can take.

For Leadership:

• Commit to Long-Term Investment: Wellness isn’t a one-time program; it’s a cultural shift. Continuously explore new options, evaluate the effectiveness of existing programs, and remain visibly invested in wellness initiatives. If leadership prioritizes wellness, others will follow.

• Provide Training for Supervisors: Equip mid-level leaders with the tools to recognize burnout, engage in meaningful conversations, and connect officers to appropriate resources without deflecting responsibility.

One effective way to invest in wellness is to integrate it into the organizational culture. Agencies can sponsor regular wellness workshops, provide anonymous mental health screenings, and bring in specialists to conduct sessions tailored to the unique stressors faced by correctional staff. Leaders should also set an example by openly discussing the importance of wellness and sharing how they personally engage with these initiatives. This visibility not only normalizes conversations around mental health but also shows staff that wellness is a priority from the top down.

For Supervisors:

• Be Present and Supportive: When an officer comes to you, don’t immediately refer them to a program. Instead, listen and offer support. Create a safe space where officers feel heard and valued.

• Normalize Wellness Conversations: Encourage open discussions about mental health and stress, making it clear that seeking help is not a sign of weakness but of strength.

Supervisors are often the first point of contact for officers experiencing stress. By fostering a sense of trust and approachability, supervisors can help mitigate feelings of isolation that often accompany personal and professional struggles. One way to do this is through regular, informal check-ins. These check-ins can provide opportunities to ask open-ended questions, such as, “How are you doing?” or “What’s been on your mind lately?” This practice not only helps supervisors gauge morale but also demonstrates genuine care for their team members. Remember, many stressors are home based, not work based. Just because an officer has not experienced a critical incident at work does not mean that they are not just as stressed or struggling as others.

Additionally, supervisors can benefit from training in active listening techniques and emotional intelligence. These skills are invaluable when responding to an officer who may be hesitant to open up. For instance, validating statements like, “It sounds like you’ve been under a lot of pressure,” can help an officer feel understood and supported.

For Officers:

• Support Each Other: Be the officer you wish you had when you were struggling. Check in with your peers, offer encouragement, and foster a culture of mutual support.

• Engage with Wellness Programs: Take advantage of available resources and encourage others to do the same. Participation strengthens the overall system.

Officers themselves play a critical role in creating a culture of wellness. Informal peer support networks can be a powerful tool in this effort. When officers openly discuss their experiences with programs like EAP or peer support, it helps reduce the stigma surrounding these resources. Sharing success stories, such as how a program helped someone navigate a difficult period, can inspire others to seek help when needed.

When we all work together to make wellness a priority, we create a natural system of care that enhances any program or policy. Each agency and team are unique, and this organic approach ensures that wellness initiatives are tailored to the specific needs of your officers. Correctional staff sacrifice so much to keep their communities safe. It is our responsibility to ensure they have the support they need to thrive both personally and professionally.

Building this system takes time, but the rewards are invaluable. A well-supported officer is not only more effective in their role but also more likely to remain committed to their agency. Retaining experienced staff reduces turnover and strengthens the overall team dynamic. Moreover, when officers feel valued and supported, they are better equipped to handle the challenges of their work, contributing to a safer and more positive environment for everyone involved. Wellness isn’t just a program, it is a culture and mindset.

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Sean Justice, MS currently provides technical assistance to Justice and Mental Health Collaboration Program grantees and Law Enforcement-Mental Health Learning Sites. Previously, Sean worked in law enforcement and correctional officer safety and wellness. He has served as a parole officer for the state of Tennessee and as a correctional program coordinator for the Tennessee Department of Corrections’ Swift, Certain, and Fair program. Sean holds a MS in forensic psychology from Tiffin University. For more information, he can be contacted at sjustice@csg.org

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References

Frost, N. (2020, April 30). Understanding the Impacts of Corrections Officer Suicide. National Institute of Justice. https://nij.ojp.gov/topics/articles/understanding-impacts-corrections-officer-suicide

Jaegers, L. A., Matthieu, M. M., Vaughn, M. G., Werth, P., Katz, I. M., & Ahmad, S. O. (2019). Posttraumatic Stress Disorder and Job Burnout Among Jail Officers. Journal of Occupational and Environmental Medicine, 61(6), 505–510. https://doi.org/10.1097/jom.0000000000001600