There is hidden fallout after officers die by suicide. Colleagues and work partners, spouses and friends continue to be impacted for years and struggle to really wrap their minds around how those officers could have left them.

When suicide spikes in a law enforcement agency, the impact tends to be even farther, wider and deeper. So what exactly is happening when suicide spikes in one particular location? Consider some recent examples.

The Los Angeles County Sheriff’s Department (LASD) typically experiences two suicides per calendar year, but suicides spiked in 2023 to double digits. And that was before they endured an additional four suicides in a 24-hour period in November 2023. Family members publicly cited work stress, unrelenting mandatory overtime and burnout. The department has since initiated an annual suicide awareness and prevention walk for employees (and their family and friends) to raise awareness and break the stigma.

When suicide spikes in a law enforcement agency, the impact tends to be even farther, wider and deeper.

The Chicago Police Department (CPD) experienced a suicide spike of seven officers in 2022. This was more than the previous two years combined. There were two clusters of suicides during that year — three officers died within a month during the summer, and three more died in December. The inspector general found that the CPD fell short on getting help for officers, and reportedly failed to properly train supervisors who were tasked with identifying officers in need of mental health services. CPD has since hired a director of wellness, increased the number of licensed clinicians serving all police districts and launched a peer support program.

The New York Police Department (NYPD) typically experiences four or five officer suicides per year. In 2019, officer suicides spiked to 10. The inspector general found that the department’s internal support services were “underused” by officers, who often cited the stigma associated with seeking mental health services. Consequently, mandated mental health checks for all officers was recommended, and officers were ordered to complete mandatory suicide prevention training.

The Ontario Provincial Police (OPP) experienced five officer suicides from 2013–2017 (averaging one per year). In 2018, however, there were eight active officers and one recently retired officer across the province who died by suicide. Notably, the chief coroner for Ontario, Canada, convened an expert panel to examine the deaths. The advantages over a coroner’s inquest included broader scope, faster speed and a deeper understanding of policing and mental health. Based upon the findings of the expert panel, the chief coroner pointed out gaps in the system of care for officers. The chief coroner also made recommendations to the public in a transparent manner for the benefit of the respective families, local communities and the greater law enforcement profession.

Officer suicide spikes have also been observed in the immediate aftermath of critical incidents. Consider, for example, the U.S. Capitol attack on January 6, 2021, where more than 100 police officers were injured and one Capitol Police officer died. Four officers died by suicide in the aftermath of the attack, reportedly due to the trauma associated with the attack.

What creates a suicide spike

There is no single answer as to what creates suicide spikes. Consider the department examples above — work stress, mandatory overtime and burnout; officers in crisis not getting the help they need from untrained supervisors; support services underused by officers in crisis due to the stigma of seeking help for mental health concerns; gaps in the system of care for officers; and trauma due to violence perpetrated against officers doing their job. Perhaps you know even more reasons why this happens.

Suicide contagion tends to be present in all suicide spikes. This is where one suicide (or even just a known suicidal act or gesture) within a community (such as a law enforcement agency) increases the likelihood that others in that same community will attempt or die by suicide. In cases of contagion, the officers at risk are those who may already be emotionally vulnerable, as well as officers who inaccurately think that the deceased solved their problems through suicide.

The contagion does not have to be limited to one single agency at a time. Contagion can sweep across multiple agencies like wildfire. Consider, for example, when the NYPD, Toronto P.D. and Chicago P.D. — three major cities essentially separated by a body of water — were experiencing significant elevations in officer deaths by suicide in and around 2019.

How to compare suicide rates at different agencies

The Centers for Disease Control (CDC) reports suicide rates for any given group by calculating the number of deaths per 100,000 people in that same group. This allows someone to make meaningful comparisons between groups.

Nations can be compared with other nations. The most recent CDC calculation of the U.S. suicide rate is 14.0 deaths per 100,000 adults. This can be compared with other nations like Greece (5.0) on the low end and South Korea (24.1) on the high end.

States can be compared with other states. Why do you think Montana (28.7), Alaska (27.6) and Wyoming (25.6) have the highest suicide rates in the nation? Given that they are the three most sparsely populated states, do you think proximity to resources and help make a difference?

Law enforcement agencies can be compared with each other, even during specific time periods (say, 1994–1998). Compare Dallas P.D. (0.0) with the FBI (26.1) or San Diego P.D. (35.7). Why do you think police departments that have officers leave their duty weapons in their locker at the end of shift have the lowest suicide rates around the world? Do you think not having immediate access to a deadly weapon when impulse strikes saves officers’ lives?

Identify employees who may be at risk for suicide and respond to them when they are in need.

What can be done to protect officer health and well-being

Individual responsibilities. Regular, ongoing self-care cannot be overstated. Physical strategies include regular physical exercise, eating right, sleeping right and routine medical check-ups. Mental strategies include positive emotions, laughter, social support from trusted others, life balance (such as a diversity of interests, activities and healthy relationships), relaxation techniques (such as guided imagery), being in nature, creative expression (such as woodworking and photography), interpersonal effectiveness communication, replacing negative thoughts with more positive, helpful thoughts, time management and having a positive plan for tough days and resolving problems. Reach out for help if you need it. Use department resources (such as peer support, chaplains and EAP). If you are in distress, call or text the National Suicide and Crisis Lifeline at 9-8-8 for free and confidential help 24/7, 365 days a year.

Organizational responsibilities. Department strategies include comprehensive training to personnel prior to critical incidents (and teaching them the tools they need for resilience), adopting policies that promote and support staff self-care, encouraging professional development, creating opportunities for staff to participate in social change and community outreach, ensuring a safe work environment, providing secondary traumatic stress education and encouraging open discussion of such traumatic stress throughout the organization. Departments are encouraged to offer depression screenings once a year — perhaps every September in recognition of National Suicide Awareness and Prevention Month.

Supervisor responsibilities. Understand that suicide prevention fits with the leadership role. Identify employees who may be at risk for suicide and respond to them when they are in need. Be prepared to respond to a death by suicide. Become involved in workplace suicide prevention.

Co-worker responsibilities. Be a good buddy, show care and notice when someone is suffering or not acting like themselves. Reach out and take the time to listen and be emotionally present. Refer them to resources as needed and appropriate. Link them with the support they need.

As you can see, there are many things that can be done to protect officer health and well-being.
It takes a village to care for any given officer, and everyone has responsibilities to support the dignity of each individual officer.

Take your responsibilities to yourself and each other seriously. After all, you protect and serve every day. That is what you do, and you are good at it!