New Blue Recruitment Task Force
Transforming Policing From Within
Through innovative solutions that are pressure-tested, research-based, and customized to meet community needs, New Blue fellows are addressing the most pressing issues in policing today.
Our curriculum is designed to go beyond the standard community engagement programs and truly help officers to develop cutting edge programs that build trust and prioritize community wellbeing and public safety.
Who We Are:
New Blue is a nationwide nonprofit fellowship program that equips police leaders of all ranks with the tools to reform problematic policies and practices and build community trust. We are committed to repairing the relationship between police and their communities, and know that our common goals of improving public safety and well-being, increasing community engagement, and building a more equitable system are essential in earning back that trust.
What We Do:
New Blue is working to develop a robust network of innovative officers and their solutions. First, we identify officers whose identities and/or experiences are representative of the community they serve and who have a deep understanding of community context. We look for those who have demonstrated a desire to reimagine law enforcement and are dedicated to the pursuit of social equity and racial justice. Then we provide Fellows with the networks, funding, and skills to develop long-term policing solutions. These officers take part in a year long fellowship where they gain expertise in (1) Problem Identification- defining a problem in police procedure or practice that directly harms the community, (2) Co-production- working with the community to develop a systemic solution (3) Impact Measurement- analyzing, amplifying, and ensuring longevity of the solution Last, New Blue supports a community of fellowship alumni who share their solutions within our database. Networking connections allow agencies to adopt and scale the most promising solutions in pursuit of increasing police legitimacy and community trust.
Issues We Address:
Overview
The Recruitment Task Force (RTF) is a dedicated group within the New Blue Fellowship aimed at fostering positive change within police departments by aligning practices, culture, and operations with the values and perspectives of Generation Z The RTF adopts a proactive, collaborative approach, focusing on research-based strategies and actionable plans to improve recruitment and overall department culture.
The RTF scope is designed over a 9-month span, with bi-weekly meetings. Each meeting delves into specific issues, backed by discussion prompts, resources, and subsequent "homework" assignments, aiming to scaffold RTF members toward creating locally implementable solutions.
RTF Charge
Nationally, police retirements are up 45%, resignations are up 18%, while recruitment is down 5%suggesting that there are significant changes happening within the police force.
High resignation rates may indicate that there are significant issues within the law enforcement culture and work environment that are causing officers to leave their jobs. These issues range from workplace stress and burnout, to concerns about waning public support and trust. Addressing these issues can help improve the work environment for current officers, and make law enforcement a more appealing career choice for potential recruits
Meanwhile, low recruitment rates amongst GenZ workers may suggest that the law enforcement system is struggling to relate to individuals entering the workforce GenZ grew up with exposure to inequity and instability in society and they are rethinking the “grind” and the career loyalty mindset. Genz has an increased focus on mental health and wellness; they want more balance in their career choices. Studies suggest that Generation Z desires a work environment that prioritizes workplace flexibility, diversity, and opportunities for career growth and development. These values are misaligned with the policing profession.
The combination of high resignation rates and low recruitment rates may provide an impetus for policymakers and law enforcement leaders to rethink and modernize the current system. With the right revisions in place, this moment could create an opportunity to build a more effective, accountable, and community-centered law enforcement system that appeals to the newest generation of workers
Put plainly, we assert that reductions in hiring standards, glossy promotional videos, or continued presence at career fairs won't revolutionize police recruitment Rather, to truly appeal to Generation Z, departments must demonstrate a commitment to redefining the very essence of policing.
Requirements for Participants
Commitment: Willingness to commit to bi-weekly meetings and active participation in discussions and activities.
Open-Mindedness: Demonstrated ability or expressed interest in understanding and embracing modern policing methods and the evolving expectations of the public Community Engagement: Experience or keen interest building trust with diverse communities.
Feedback & Collaboration: Willingness to both give and receive feedback, and to work collaboratively with peers to devise effective recruitment and policing strategies.
Requirements for Departments
Support & Dedication: Departments must show support for officers participating in the RLC and be willing to consider implementing proposed strategies.
Evolutionary Vision: Departments should have a forward-thinking approach, recognizing the need to evolve and adapt policing methods for the betterment of the community and the force
Objectives
Collaboration: Foster collaborative efforts among diverse Task Force members, including law enforcement agencies, government departments, and community organizations, to collectively address recruitment and retention challenges within the law enforcement profession
Resource Allocation: Efficiently allocate and share resources, including best practices, innovative strategies, and financial support, among Task Force members to enhance law enforcement agencies' ability to attract and retain talent.
Information Sharing: Promote the sharing of valuable data and insights related to recruitment and retention, enabling a comprehensive understanding of challenges and opportunities within the law enforcement community.
Problem-Solving: Engage in collective problem-solving activities to identify systemic issues affecting recruitment and retention, develop innovative policies and practices, and implement strategies aimed at creating a more appealing and supportive environment for law enforcement professionals, particularly those from Generation Z.
Goals
Develop and pilot at least three innovative policies or practices that directly address recruitment and retention challenges within each department Measure their effectiveness through surveys and assessments, aiming for a minimum
10% improvement in recruitment
10% improvement retention rates
Section One: Evidence-Based Preparation
Module 1: Welcome and Course Overview- Provides an introduction to the program and sets expectations, ensuring participants understand the program's objectives and their role in achieving them. Objectives:
Intro and Overview
Norms and Mindsets
Module 2: Deep dive in the evidence based characteristics of the newest generation of workers.
Objectives:
Understand GenZ’s motivations, and desires in the workplace
Conduct local data collection to understand the motivations of 18-24 year olds
Chart GenZ data against existing culture and workplace policies at the local level
Module 3: Assessing Departmental conditions: Equips participants with the tools and knowledge needed to assess their department's culture and workplace norms, a crucial step in identifying areas for improvement.
Objectives:
Tools and Methods for Assessing Organizational Culture
Conducting a Cultural Assessment of Your Department
Module 4: Review of the Recommendation Report: Lays the foundation by emphasizing the significance of modern recruitment and retention practices, motivating participants to engage in the program's content.
Objectives:
Overview of the BJA and COPS Report, IACP report
Key Recommendations and Best Practices
Implications (barriers) for Local Departments
Group Discussion on Applying Report Recommendations
Section Two: Implementation Phase
Module 5: Developing and testing Recruitment and Retention Strategies Encourages participants to apply their learning by developing customized strategies that address their department's unique culture and challenges
Objectives:
Tailoring Strategies to Your Department's Culture
Module 6: Implementation and Continuous Improvement Guides participants in the practical implementation of their plans and emphasizes the importance of continuous improvement through data-driven evaluation.
Objectives:
Implementing Recruitment and Retention Strategies
Monitoring, Measuring, and Adjusting Strategies
Module 7: Final Presentations and Recommendations. Provides an opportunity for participants to share their plans and recommendations, facilitating knowledge sharing and peer learning. Objectives: Presentation of Recruitment and Retention Plans
Section Three: Post Course
Module 8: Conclusion and Post-course Assessment Wraps up the program, encouraging participants to reflect on what they've learned and how they plan to apply it in their roles as police recruiters.
Objectives:
Course Recap and Reflection
Byengagingpolicewithacommunity-centered mindset,wehavethepowertoshapewhatthe futureofpolicinglookslike,building departmentsthatcollaboratewithother communitystakeholdersasequals,sharingthe responsibilityforpublicsafety.
NewBlueselectsofficerswhoaremotivatedto advancepolicingasacareeroftruepublic service.Throughourfellowship,webuilda communityofpolicewhorejectthestatusquo andleadthewaytowardtransformingAmerican policing.
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