Is your wellness program trusted—or merely available?

Our leadership team consistently communicates that employee wellness is an organizational priority.

Leaders visibly participate in and support wellness initiatives.

Wellness is discussed throughout the year — not only after critical incidents or during annual training.

Leaders understand the connection between employee wellness, performance, decision-making, retention, and officer safety.

Employees can discuss stress, mental health, or personal challenges without automatically fearing negative career consequences.

Seeking support is viewed as responsible professional behavior rather than weakness.

Leaders actively address language, behavior, or traditions that reinforce mental health stigma.

Employees generally trust that the organization will respond appropriately when someone asks for help.

Supervisors receive training on recognizing meaningful changes in employee behavior or performance.

Supervisors understand available wellness, peer support, EAP, clinical, and crisis resources.

Supervisors know how to approach an employee they are concerned about.

Supervisors understand that leadership behavior directly influences organizational wellness culture.

Employees know where to turn for confidential support before reaching a crisis point.

The organization encourages early help-seeking rather than waiting until performance or behavior significantly deteriorates.

Resources are communicated regularly and are easy for employees to locate.

Leaders understand the difference between supporting an employee and attempting to act as a mental health professional.

The organization has access to trained peer support personnel or an established peer support network.

Employees understand what peer support can — and cannot — provide.

Professional mental health resources are culturally competent and familiar with the realities of public safety work whenever possible.

Leaders regularly evaluate whether employees trust and use available resources.

The organization has a clearly understood process for supporting employees following critical or potentially traumatic incidents.

Supervisors know what resources are available following critical incidents.

Follow-up support extends beyond the immediate aftermath of an incident when appropriate.

Organizational responses recognize that individuals may react differently to similar events.

The organization recognizes that public safety careers affect families and relationships.

Employees and families have access to information about occupational stress and available support resources.

Family wellness is considered when developing organizational wellness initiatives.

Leaders recognize major life transitions — including promotion, retirement, injury, and career separation — as potential wellness considerations.

Wellness education occurs throughout an employee's career rather than as a one-time program.

Wellness training addresses practical realities such as stress, trauma exposure, burnout, sleep, relationships, resilience, and help-seeking.

Leadership and supervisor training includes organizational wellness responsibilities.

Training is evaluated and updated based on organizational needs and employee feedback.