U.S. Department of the Interior 

LAW ENFORCEMENT 

TASK FORCE 

ASP I R AT I O N TO AC T I O N
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Report Contents

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

EXECUTIVE SUMMARY ...................................................................................... 1

INTRODUCTION ............................................................................................... 11

DOI Law Enforcement Programs............................................................................... 11

DOI Law Enforcement Task Force............................................................................. 17

RECOMMENDATIONS ...................................................................................... 19

Public Trust in DOI Law Enforcement ....................................................................... 21

 1 Community & Visitor Engagement............................................................ 21

 2 Crisis & Incident Communications............................................................ 23

 3 Use of Deadly Force Investigations .......................................................... 25

Healthy & Effective DOI Law Enforcement Workforce ............................................. 29

																			4			Law	Enforcement	Program	Funding	&	Staffing........................................ 29

 5 Recruitment & Retention of a Diverse Law Enforcement Workforce...... 31

 6 Law Enforcement Wellness Program ....................................................... 36

 7 Law Enforcement Training & Education.................................................... 41

DOI Law Enforcement Program Effectiveness ......................................................... 44

 8 Law Enforcement Program Standards ..................................................... 44

 9 Land Mobile Radios & Interoperability...................................................... 46

 10 Law Enforcement Data Management....................................................... 48

 11 Bureau Law Enforcement Jurisdiction & Legal Authority........................ 50

 12 OLES Role & Authority ............................................................................... 53

TURNING ASPIRATION INTO ACTION.............................................................. 57

Implementation Approach ......................................................................................... 57

Accomplishments to Date ......................................................................................... 58

LAW ENFORCEMENT TASK FORCE STAFF ....................................................... 61

ACKNOWLEDGEMENTS.................................................................................... 63

APPENDIX 1: RESEARCH & OUTREACH PROCESS........................................... 65

Stakeholder Engagement........................................................................................... 65

Research & Data Collection ....................................................................................... 66

APPENDIX 2: OUTREACH FINDINGS ................................................................ 66

Public Trust in DOI Law Enforcement ....................................................................... 66

Healthy & Effective DOI Law Enforcement Workforce ............................................. 69

DOI Law Enforcement Program Effectiveness ......................................................... 71

APPENDIX 3: REFERENCES.............................................................................. 75 
1 | EXECUTIVE SUMMARY

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

EXECUTIVE SUMMARY 

On July 7, 2021, Secretary of the Interior Deb Haaland announced the establishment of a 

Law Enforcement Task Force (LETF) within the U.S. Department of the Interior (DOI) to 

develop “meaningful solutions to assist law enforcement and communities in strengthening trust 

and collaboration, while ushering the Nation into the next phase of community-focused law 

enforcement.” The Task Force, led by Deputy Secretary of the Interior Tommy Beaudreau, was 

charged with three focus areas:

♦ Strengthen trust in our law enforcement programs; 

♦ Ensure appropriate policy and oversight is implemented; and 

♦ Ensure supportive resources are available for officer mental health, wellness, and safety. 

This document is the culmination of a rigorous research and outreach process to identify 

opportunities for improvement in the law enforcement programs of the Bureau of Indian Affairs, 

Bureau of Land Management, National Park Service, and U.S. Fish and Wildlife Service. 

The comprehensive analysis of the resultant feedback, data, and information led to 

recommendations that seek to: 

‣Enhance the trust afforded to DOI law enforcement officers by those who live, work, and play on 

or visit public and Tribal lands; 

‣Support the safety, health, and wellness of DOI law enforcement officers serving as guardians of 

people, critical national infrastructure, and natural and cultural resources on public and Tribal 

lands; and 

‣Ensure that DOI law enforcement programs effectively continue to provide for safe and equitable 

access to public lands and the free exercise of fundamental rights in public spaces. 

The findings of the LETF outreach process suggest that many aspects of DOI’s law enforcement 

programs are effective at meeting the mission intention of their Bureaus and in supporting the 

people who serve in law enforcement roles. In alignment with the purpose of the LETF, this 

report focuses on the areas where the findings suggest potential improvements in building and 

maintaining public trust, supporting officer mental health, wellness, and safety, and increasing law 

enforcement program effectiveness. 

Based on the findings of the research and outreach conducted by the LETF Working Group, 

twelve overarching recommendations for improvement have been identified. Within each of these 

areas, the aspirational future state of DOI law enforcement programs has been articulated.

Recommendation 1: Community & Visitor Engagement 

THE NEED 

Respectful interactions with visitors and purposeful ongoing engagement with communities 

are critical to building trust between DOI law enforcement officers and the people they serve. 

There are several dynamics that influence the credibility of DOI law enforcement programs 

and the trust afforded to DOI law enforcement officers. Maintaining a visible presence on 
EXECUTIVE SUMMARY | 2

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

public and Tribal lands is necessary to deter and address increasing public safety issues and 

quality of life crimes. Proactive engagement between a DOI law enforcement workforce, 

whose demographics reflect the populations they serve, and their local communities is vital to 

building trusting relationships. Finally, ongoing positive communication with the public about 

the accomplishments of DOI law enforcement officers and programs is needed to provide a more 

balanced and comprehensive picture of law enforcement beyond high-profile incidents. 

THE ASPIRATION 

Visitors to public and Tribal lands experience DOI law enforcement and security personnel as 

approachable, professional, and respectful. Residents of communities on or near public and Tribal 

lands have constructive relationships with local DOI law enforcement and security personnel 

that build trust over time through continued engagement on public safety issues important 

to those communities. Adequate staffing ensures that a law enforcement presence is visible to 

the public and law enforcement assistance is accessible when and where it is needed. DOI law 

enforcement programs virtually engage visitors, local communities, and the general public using 

online media platforms to share important information or seek public assistance and highlight 

employee accomplishments. 

Recommendation 2: Crisis & Incident Communications 

THE NEED 

The importance of timely, accurate communication with the public during and after critical 

incidents is foundational to building and maintaining trust with communities, partners, and the 

general public. However, there are circumstances when the timely release of information may 

compromise public safety or the integrity of an investigation, and when this is the case, that 

message needs to be communicated clearly to the public. To achieve increased transparency, the 

levels of review and approval required for internal and external communications during and 

after a crisis or critical incident need to be streamlined to minimize delays. Also, additional 

communications staffing capacity will be essential to fully harness the power of social media

to heighten transparency and ensure the timely release of body worn camera footage to 

strengthen accountability across all DOI law enforcement programs. 

THE ASPIRATION 

All DOI Bureaus release timely and accurate information to the public during a crisis or 

critical incident. Skilled, knowledgeable Public Information Officers within Bureau law 

enforcement programs work in close coordination with their Bureau Communications Offices 

and DOI’s Office of Communications keeping senior leadership informed as an incident 

unfolds. This increasing transparency builds public trust in the DOI, its Bureaus, and their law 

enforcement programs.
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Recommendation 3: Use of Deadly Force Investigations 

THE NEED 

There are many complexities involved in managing the investigation of a deadly use of force 

incident and the timely communication of the outcomes of an investigation has a significant 

impact on public trust in law enforcement. Circumstances that could extend the length of the 

process include who conducts the investigation and how many other processes, such as criminal 

and administrative investigations, disciplinary proceedings, and civil litigation, are set in motion 

by it. As such, the cumulative length of time to investigate and determine the appropriate 

disposition of a case and communicate the outcomes to both the families of the individuals 

involved and the public tends to engender a distrust in the system. Also, protracted investigative 

processes commonly result in law enforcement officers being placed on administrative leave for 

long periods of time, which can further compound the impacts and add to the stress associated 

with an officer-involved shooting for the officers involved, their families, and other personnel 

within their law enforcement program. 

THE ASPIRATION 

Officer involved shootings and uses of deadly force within DOI’s law enforcement and 

security programs are investigated using standardized policies, processes, and methods that 

reflect the principles of 21st century policing and improve the accountability, timely reporting, 

communication, and integrity of these investigations. Criminal investigations into deadly use 

of force incidents are conducted by an impartial third party. This approach satisfies the varying 

demands of each Bureau’s law enforcement operating environment while ensuring officer involved 

shootings and uses of deadly force are investigated objectively and transparently resulting in 

enhanced public trust. 

Recommendation 4: Law Enforcement Program Funding & Staffing 

THE NEED 

Funding and staffing levels within DOI law enforcement programs have continuously declined 

for more than a decade. The consequences of this have impacted the public, the law enforcement 

workforce, and the resource and visitor protection missions of the DOI law enforcement 

programs. Increased staffing in these programs is needed to ensure timely response to incidents, 

increase the ability to deter or discourage negative or criminal activities, and assure the public 

that law enforcement is available when needed. 

A survey of the DOI law enforcement workforce cited lack of adequate staffing as one of the 

primary contributors to stress and mental health concerns. It also revealed that over 90% of 

DOI law enforcement officers believe current staffing levels have impacted their safety on thejob. 

These dynamics create a self-reinforcing cycle. As staffing levels fall, the impacts on the remaining 

workforce increase the challenges of officer retention.
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THE ASPIRATION 

All DOI law enforcement and security programs are adequately staffed and funded, which 

enhances public trust, accountability, and transparency through increased community-policing 

interaction, improved responsiveness to incidents and calls for service, and timely and effective 

communication with the public. Appropriate staffing levels in all DOI law enforcement and 

security programs improve officer mental health, wellness, and resiliency through the reduction of 

stressors placed on officers by excessive overtime, travel, and extended details. 

Recommendation 5: Recruitment & Retention of a Diverse Law 

Enforcement Workforce 

THE NEED 

Since the integrity of a law enforcement program is dependent upon the caliber of its officers, 

the recruitment and retention of a diverse and capable workforce is vitally important to 

building and sustaining credibility and trust with the public. Changes are needed within DOI 

law enforcement to address the challenges to recruitment of qualified applicants and retention of 

experienced officers. In order to attract high quality applicants, DOI’s compensation packages

need to be more competitive with other state and local law enforcement organizations. Targeted 

recruitment strategies need to be implemented to ensure the DOI law enforcement workforce 

reflects the populations it serves across DOI’s expansive and diverse geography. Officer 

retention needs to be improved through elevated workforce capacity that increases officer 

safety, lowers stress, and contributes to greater work-life balance. Finally, ongoing support of 

the law enforcement workforce is necessary to retain experienced officers committed to public 

safety and the missions of DOI Bureaus. This support needs to include manageable workloads, 

access to requisite equipment and technology, healthy and inclusive work environments, career 

development opportunities, and recognition for individual and collective accomplishments. 

THE ASPIRATION 

All DOI law enforcement and security programs successfully recruit a diverse and representative 

law enforcement workforce through the effective utilization of available hiring authorities, 

collaborative Bureau level workforce planning, outreach, and centralized hiring of entry level law 

enforcement positions. Retention is increased through effective employee support, adequate pay, 

consistent training opportunities, top-tier equipment and facilities, active supervision, and an 

equitable and inclusive work environment.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Recommendation 6: Law Enforcement Wellness Program 

THE NEED 

DOI law enforcement officers have a duty to protect and serve, and such service to others often comes 

with a sacrifice to self, particularly if proactive and comprehensive wellness strategies are not in place to 

manage the inherent stress. In addition to the daily stressors of life, law enforcement officers are exposed to 

an exponential amount of stress and trauma throughout their careers. The last few years have proven to be 

particularly challenging for law enforcement with pressures compounded by the COVID-19 pandemic, 

periods of civil unrest, and the dramatic shifts in public scrutiny and perceptions. Enhanced agency 

resources and staffing are necessary to adequately support and protect the law enforcement workforce 

from the far-reaching impacts of cumulative stress and unaddressed trauma. 

Equally important to investing in and prioritizing mental health and wellness is providing trusted and 

sustainable solutions relevant to the unique experiences and needs of the law enforcement workforce 

and applied consistently across each Bureau law enforcement program. DOI law enforcement officers are 

not immune from the stigmas for seeking help. The stigmas innately connected to the workplace culture

need to be addressed to eliminate associated barriers such as the fear of retaliation or negative job impacts, 

perceived lack of confidentiality or anonymity, and the lack of trust. Raising awareness through education 

and training is required to dispel myths and equip the first responder community with the tools and skills 

needed for a healthy and enduring career. 

THE ASPIRATION 

All DOI law enforcement and security programs proactively support the mental and physical health of 

their law enforcement officers from recruitment to retirement. A collaborative first responder approach 

to employee wellness is implemented at DOI and Bureau levels leveraging resources to provide 

beneficial support services, education, health monitoring, and wellness data management. Healthy law 

enforcement officers have effective interactions with the public and make sound operational decisions 

in the performance of their duties which positively impacts the public’s view of DOI law enforcement. 

Recommendation 7: Law Enforcement Training & Education 

THE NEED 

Effective and relevant ongoing training and education sets the foundation for a high functioning law 

enforcement program. While significant aspects of Federal law enforcement training are managed by 

other Federal agencies, current opportunities exist for improvement in the development, delivery, and 

oversight of basic and ongoing law enforcement training within the purview of DOI Bureaus and the 

DOI Office of Law Enforcement and Security (OLES). For example, diversity within law enforcement 

training instructor cadres is critical to minimizing barriers to learning for individuals in groups that 

are less represented in training classes and the workforce in general, such as female trainees and officers. 

Also, ensuring alignment with contemporary training standards and policies across all DOI law 

enforcement programs is essential to the consistent delivery of law enforcement services within the varied 

missions of DOI Bureaus. These standards and policies need to both inform the public’s expectations

for the performance of law enforcement and support career development for law enforcement officers 

within DOI Bureaus.
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THE ASPIRATION 

Coordinated and consistent high quality initial and continual law enforcement training programs 

are implemented across DOI to support ongoing professional development and advance 

cultural competency, while also being responsive to ever changing legal standards, technology 

advancements, and societal demands. An inclusive climate within DOI training and education 

ensures law enforcement officers are prepared to deliver safe, empathetic, culturally sensitive, and 

constitutionally compliant law enforcement services on public and Tribal lands. 

Recommendation 8: Law Enforcement Program Standards 

THE NEED 

The integrity of the law enforcement profession relies heavily on standardization and consistency 

in policy, operations, and expectations for individual officer conduct. Across DOI, there is an 

opportunity to increase consistency in management, funding, chains of command, span of 

control, on-duty supervision, and operational command and control through the development 

of DOI-wide law enforcement program standards. The implementation of standards related 

to internal affairs oversight, investigations, and disciplinary actions will bring consistency to 

the responses of law enforcement program managers to officer conduct issues thus elevating 

accountability across DOI. This consistency is intended to increase the confidence of the 

workforce that all officers are treated equally and strengthen the public’s trust that law 

enforcement officers are held accountable. Program standards focused on recruiting and hiring 

will reduce redundant efforts through streamlined processes and consolidate a targeted 

approach to building a workforce that represents the populations served by DOI Bureaus. 

Program standards intended to support the overall wellness of the law enforcement workforce 

will reinforce support for officer safety and physical and mental health as well as provide 

professional development throughout a career in DOI law enforcement. 

THE ASPIRATION 

Minimum standards for DOI law enforcement programs are established and implemented in 

all DOI law enforcement and security programs which acknowledges and values the unique 

challenges and complexities of the law enforcement profession and is consistent with the demands 

of 21st century policing. These standards will ensure programs are led by managers with the 

appropriate competencies and grade level, who have the authority to manage the operations of 

DOI law enforcement programs. This will effectively prioritize public safety and officer wellness, 

maintain accountability within the organization, facilitate fair and consistent application of the 

law, and ensure effective deployment of resources across geographical boundaries.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Recommendation 9: Land Mobile Radios & Interoperability 

THE NEED 

Law enforcement officers within DOI rely heavily on field communications, such as land mobile 

radios (LMR), to serve the public, maintain officer safety, pass critical information, collect data, 

and maintain situational awareness throughout the United States and its territories in service 

of the missions of each Bureau. There are several significant opportunities to improve the field 

communications system to ensure the safety of individual officers and the accomplishment 

of their law enforcement duties. A need exists to increase the coverage of radio systems to 

minimize the “no service areas,” within DOI managed lands. Operations in remote locations often 

patrolled by a single officer, leave that individual disconnected from current networks thus unable 

to communicate with dispatch or other officers. The interoperability of radio systems must be 

expanded to meet evolving user and partner organization needs and demands for voice, video, 

and data interoperability. Centralized planning for communications systems is required to allow 

DOI to keep pace with technological changes while still supporting local implementation of 

solutions determined by the mission requirements of each Bureau. 

THE ASPIRATION 

DOI law enforcement officers in the field have trust and confidence in their communications 

with local, regional and national dispatch centers, partner organizations, and the public. Law 

enforcement communications technology ensures effective voice, video, and data transmission 

and reception of routine and emergency information across all public and Tribal lands served 

by DOI law enforcement. Effective radio communications, combined with video and data 

capabilities, increases the physical safety of officers, and those they serve, and reduces the stress 

resulting from the uncertainty of whether assistance will be available when it is needed. 

Recommendation 10: Law Enforcement Data Management 

THE NEED 

There is a need to consolidate existing law enforcement data systems to increase the effectiveness 

of managing and sharing crime data, evidence, and information about ongoing investigations across 

all of DOI’s law enforcement programs. Opportunities exist to utilize technology to increase law 

enforcement officer and program accountability through expanded analysis of existing DOI data 

on officer complaints and the utilization of a National Law Enforcement Officer Accountability 

database under development by the Department of Justice (DOJ). In addition, improving the 

management of human resources, safety and occupational health data is necessary to allow for 

detailed and accurate analyses of trends that affect law enforcement personnel, such as factors 

contributing to officer safety, physical and mental health, and overall wellness. Improved capture 

and analysis of safety data could also expose dynamics that contribute to officer decision-making 

in stressful situations and their impacts on interactions with the public, which could inform the 

ongoing development of law enforcement training and policy. Additionally, improvements in 

personnel data management are needed to allow for more in-depth analysis of law enforcement 

staffing and recruiting trends, aiding in workforce planning.
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THE ASPIRATION 

Systems of record and associated databases are secure and support law enforcement officers and 

law enforcement programs with accurate data that meets findable, accessible, interoperable, and 

reusable (FAIR) requirements. Data and information derived from the system is sufficient for 

appropriate analyses and evidence-based decision making. 

Recommendation 11: Bureau Law Enforcement Jurisdiction & 

Legal Authority 

THE NEED 

It is critical that DOI’s law enforcement and security personnel have the requisite legal authority

to fulfill and prioritize their organic missions. Each law enforcement program has its own unique 

mission, with its own set of challenges, and requires the appropriate jurisdiction and authority

to accomplish its mandate. DOI law enforcement officers are often asked to support their partners 

from Federal, State, Tribal and local law enforcement agencies with matters that extend beyond 

DOI’s central mission. In these situations, it is imperative that DOI law enforcement personnel 

understand the precise scope of their legal authority and their ability to provide assistance in 

various scenarios. 

THE ASPIRATION 

All DOI law enforcement and security programs have the requisite legal authority to fulfill their 

organic mission. DOI law enforcement officers and Bureau of Reclamation Security Response 

Force personnel have a clear understanding of their jurisdiction, authorities, and duties. DOI law 

enforcement programs maintain strong working relationships with their partners at the Federal, 

State, Tribal and local level, and are able to provide law enforcement support when it is within 

their legal authority to do so and is consistent with their overall mission. 

Recommendation 12: Office of Law Enforcement and Security Role 

& Authority 

THE NEED 

The breadth of the DOI mission requires a dispersed organizational structure, where command 

and control of operations occurs at the Bureau level. Every law enforcement program embedded 

within each of these Bureaus has a unique law enforcement mission, which is conducted on public 

and Tribal lands. The autonomous nature of these programs, coupled with the complexities of 

the law enforcement profession, requires consistent oversight and coordination at the DOI 

headquarters level to ensure effective governance, alignment with appropriate authorities, 
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utilization of requisite internal controls, and an ongoing commitment to building internal and 

external relationships based on mutual respect and trust. The delivery of law enforcement services 

across DOI can be further strengthened with standardized policies, processes, and systems

overseen by DOI’s OLES. 

THE ASPIRATION 

DOI prioritizes and invests in law enforcement to enhance public trust, transparency, and 

accountability, promote a healthy and effective law enforcement workforce, and enhance DOI 

and Bureau law enforcement program effectiveness. OLES is appropriately structured, adequately 

staffed and funded, and possesses and utilizes the requisite authorities to support field law 

enforcement, intelligence, and security programs and operations. OLES provides informed 

effective direction, oversight, and guidance while catalyzing collaboration across Bureau law 

enforcement programs to ensure consistency where it is needed and allow for flexibility when 

appropriate and most effective. 

Photo: BIA
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Photo: FWS
1 1 | INTRODUCTION

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

INTRODUCTION 

DOI protects and manages the Nation’s natural resources and cultural heritage, provides scientific 

and other information about those resources, and honors its trust responsibilities or special 

commitments to American Indians, Alaska Natives, and affiliated Island Communities. DOI 

plays a central role in how the United States stewards its public lands, increases environmental 

protections, pursues environmental justice, and honors our nation-to-nation relationship with 

Tribes. Intrinsically aligned with this mission, DOI protects and serves people, communities, 

and global biodiversity through a diverse array of law enforcement programs situated within 

its Bureaus. 

DEPARTMENT OF THE INTERIOR LAW ENFORCEMENT 

PROGRAMS 

DOI employs nearly 3,000 permanent law enforcement officers assigned to six distinct 

organizational units within five DOI Bureaus. These six units are the Bureau of Indian Affairs 

(BIA) Office of Justice Services (OJS); Bureau of Land Management (BLM) Law Enforcement 

Program; National Park Service (NPS) Law Enforcement Ranger Program and the United States 

Park Police (USPP); U.S. Fish and Wildlife Service (FWS) Office of Law Enforcement (OLE) 

and Division of Refuge Law Enforcement (RLE). Additionally, the Bureau of Reclamation 

(BOR) employs a Security Response Force (SRF) to protect its critical infrastructure. DOI’s 

law enforcement contingent is the fourth largest among executive branch departments, after the 

Departments of Homeland Security, Justice, and Veterans Affairs and provides a range of duties 

that often extend beyond many traditional uniformed law enforcement officers in this country. 

DOI law enforcement officers are responsible for protecting some of the most important 

resources in this country spanning national icons, natural wonders, infrastructure critical to 

public safety and security, cultural resources on public and Tribal lands, as well as national and 

global obligations to wildlife protection and preservation transcending DOI boundaries. 

They protect the integrity of these resources while striving to ensure the safety of those who live, 

work, play, and visit public and Tribal lands. 

The specific duties of DOI law enforcement officers can vary considerably based on the organic 

mission of each DOI Bureau, geographic location, job position, or specialized assignment. 

Whether an investigative agent or uniformed officer conducting patrols in a park or refuge, on 

a mountain or in a desert, on the water or in the air, on a highway or trail, in the backcountry or 

a community, DOI law enforcement officers have a broad portfolio of responsibilities, expertise 

and skills. Each of the DOI law enforcement programs described in the following pages serves the 

public in unique and distinct ways.
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DOI AT-A-GLANCE 

480 million acres of public lands for access 

2.5 billion

acres of the Outer 

Continental Shelf 

managed 

15%

of the Nation’s 

hydropower energy 

supplied 

532 million

 visitors to DOI lands and waters in 2021

2,920

full-time sworn and 

commissioned law 

enforcement officers 

protecting and serving 

on DOI managed lands 

in 2022 

700 million

 acres of subsurface minerals managed 

20%

 of the Nation’s land stewarded 

574

Federally recognized 

Indian Tribes and Alaska 

Native villages 

17

States in the west 

with managed and 

supplied water 
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

 Bureau of Indian Affairs – Office of Justice Services

Jurisdiction over offenses or crimes committed on Tribal lands may lie with 

Federal, State, or Tribal agencies, depending on the offense, the offense location, 

and whether the offender or victim is an enrolled member of a federally 

recognized Tribe. Although most police departments and detention 

centers on Tribal lands are administered by Tribes under their sovereign 

authorities, some are operated and administered by the BIA, largely under 

the authority of the Indian Law Enforcement Reform Act. BIA employs 

358 uniformed police officers and criminal investigators serving over 200 

Indian communities across the country. As the exclusive federal entity 

charged with maintaining law and order on Indian reservations, BIA’s 

Office of Justice Services has several supporting operations and functions, 

which include missing and murdered unit, victim assistance, drug enforcement, 

emergency management, internal affairs, land mobile radio program, Indian 

highway safety, Tribal justice support, and operation of the Indian Police Academy. 

 Bureau of Land Management – Law Enforcement Program 

BLM employs 295 law enforcement rangers and special agents. BLM rangers 

typically are responsible for the everyday enforcement of laws and regulations 

governing BLM lands and resources including timber, forage, energy and 

minerals, recreation areas, fish and wildlife habitat, wilderness areas, 

national monuments, and archaeological and paleontological sites. 

Officers also support emergency responses in remote settings and strive 

to provide a safe environment for employees and visitors to public lands. 

Special agents typically are plainclothes criminal investigators who plan 

and conduct investigations concerning possible violations on BLM lands. 

National Park Service – Law Enforcement Ranger Program 

NPS law enforcement personnel have long had a role in protecting national 

parklands and enforcing agency regulations. NPS employs 1,330 permanent 

law enforcement park rangers and special agents. Law enforcement park 

rangers provide safety and security for the park visitors and its resources 

while special agents oversee criminal investigations as part of the agency’s 

Investigative Services Branch. While these rangers and special agents 

fulfill their primary duty as law enforcement officers, many are trained 

in a variety of other emergency response disciplines including structural 

and wildland firefighting, emergency medical services, search and rescue, 

and special event teams. The NPS utilizes time limited employees known 

as seasonal park rangers who perform similar duties to permanent rangers, 

typically for a period of several months.
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 National Park Service – United States Park Police

The USPP is one of the oldest uniformed Federal law enforcement agencies, having been 

created by President George Washington in 1791, when they were referred to as 

watchmen and charged with safeguarding public buildings in the nation’s capital. 

The USPP employs about 525 officers and primarily oversees law enforcement 

on national parklands in Washington, DC, New York City, and San Francisco. 

However, USPP jurisdiction generally extends to all NPS parklands nationwide. 

The USPP also has jurisdictional authority in the surrounding metropolitan 

areas of the three cities in which it primarily operates, making it one of the few 

Federal law enforcement units that possess both state and federal authority. In 

addition to protecting national parkland and enforcing agency regulations, officers 

also specialize in a variety of other types of emergency response disciplines: maritime 

patrol, helicopter operations, horse mounted patrol, canine detection, criminal 

investigation, tactical response, and special event planning.

 U.S. Fish and Wildlife Service - Division of Refuge Law Enforcement

Guided by the founding principles of the National Wildlife Refuge System and the 

mission of the U.S. Fish and Wildlife Service (FWS), the Division of Refuge Law 

Enforcement (RLE) officers, also known as federal wildlife officers, protect wildlife 

and habitat, make refuges safe places for staff and visitors, and conserve America’s 

natural resources. A federal wildlife officer combines conservation protection, 

traditional policing and emergency response to protect, serve, and educate the 

visiting public and the National Wildlife Refuge System staff. Among the most 

visible, essential and recognizable conservation professionals in the FWS, federal 

wildlife officers function as both guardians and ambassadors for national wildlife 

refuges and America’s wildlife. FWS RLE employs over 200 federal wildlife officers 

and are often the first FWS employees encountered by the public on national 

wildlife refuges.

 U.S. Fish and Wildlife Service - Office of Law Enforcement 

The FWS’s Office of Law Enforcement (OLE) protects wildlife and plant resources 

through the effective enforcement of federal laws. The OLE conducts complex 

criminal investigations targeting the greatest threats to our nation’s wildlife 

resources including the growing threat from transnational criminal organizations 

targeting our nation’s most imperiled species. To accomplish this, the OLE 

employs just over 200 special agents domestically and abroad working with 

Federal, State, Tribal, local, and international law enforcement officers and other 

conservation partners. OLE works to combat wildlife trafficking, help recover 

endangered species, conserve migratory birds, preserve wildlife habitats, safeguard 

fisheries, prevent the introduction and spread of injurious and invasive species, and 

promote international wildlife conservation.
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 Bureau of Reclamation – Security Response Force 

BOR does not have authority to conduct its own law enforcement activities, 

therefore, it uses other Federal, State, or local law enforcement officers via 

contract or cooperative agreements to oversee and conduct law enforcement 

activities. However, the BOR Security Response Force (SRF) exists to 

ensure the uninterrupted delivery of water and power to the American 

public, safeguard employees and visitors, and defend generation assets, 

transmission assets and cultural resources on Reclamation lands. SRF 

officers are stationed at national critical infrastructures around the country 

and conduct security operations at the Hoover Dam, Grand Coulee Dam, 

and Glen Canyon Dam day and night. 

  DOI Office of Law Enforcement and Security

 OLES serves as DOI’s focal point to provide program guidance and oversight of 

the DOI’s law enforcement, security, intelligence, counterintelligence/insider 

threat, and information sharing programs. Since 2001, OLES has provided 

direction, oversight, and coordination across DOI’s various law enforcement 

units. It is headed by a Director who reports to the Deputy Assistant 

Secretary – Public Safety, Resource Protection and Emergency Services. 

The Director leads a DOI Law Enforcement Board of Advisors establishing 

a consortium of the DOI law enforcement programs that seeks a unified, 

strategic direction to serve and honor the public trust.

In addition to the six DOI law enforcement programs described above, the two components below 

perform the following duties: 
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Photo: FWS OLE
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Department of the Interior Law Enforcement Task Force 

On July 7, 2021, Secretary of the Interior Deb Haaland announced the establishment of a 

Law Enforcement Task Force (LETF) within the U.S. Department of the Interior (DOI) to 

develop “meaningful solutions to assist law enforcement and communities in strengthening trust 

and collaboration, while ushering the Nation into the next phase of community-focused law 

enforcement.” The Task Force, led by Deputy Secretary of the Interior Tommy Beaudreau, was 

charged with three focus areas: 

• Strengthen trust in our law enforcement programs; 

• Ensure appropriate policy and oversight is implemented; and 

• Ensure supportive resources are available for officer mental health, wellness, and safety. 

During this process, the LETF engaged in significant internal and external outreach efforts 

to ensure the broadest possible perspective on issues related to law enforcement within DOI. 

Stakeholder input was gathered through the following strategies. 

Internal 

Stakeholder Input 

External 

Stakeholder Input 

22 public comments 

received 

Federal Register Notice 

158 individuals 

participated 

12 Public Listening Sessions 

60 responses 

Public Satisfaction Survey 

50 responses

Cooperating Law 

Enforcement Agencies Survey 

Survey 

87 responses 

from 4 Bureaus 

Land Managers supervising 

law enforcement programs 

Survey 

Law Enforcement Officers 

1488 responses 

46% of the 3,200 

DOI law enforcement officers 

Survey 

Responses from every BDLE 

& Training, Internal Affairs, 

& Criminal Investigations 

Bureau Directors of Law Enforcement 

(BDLE) & law enforcement subject 

matter experts 

Notice Sessions Survey Survey 
INTRODUCTION | 1 8

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

This document is the culmination of the research and outreach process followed by comprehensive 

analysis of the resultant feedback, data, and information. The recommendations that have emerged from 

this undertaking seek to: 

‣ Enhance the trust afforded to DOI law enforcement officers by those who live, work, and play on or visit

public and Tribal lands;

‣ Support the safety, health, and wellness of DOI law enforcement officers serving as guardians of people,

critical national infrastructure, and natural and cultural resources on public and Tribal lands; and

‣ Ensure that DOI law enforcement programs effectively continue to provide for safe and equitable access

to public lands and the free exercise of fundamental rights in public spaces.

Throughout this process, the DOI LETF work has been shaped by several foundational concepts. 

REGENERATIVE APPROACH Viewing this project through a regenerative lens required the 

LETF Working Group to seek a more systemic and nuanced understanding of the connections between 

DOI law enforcement program operations and the complex and evolving needs of the societal context 

within which law enforcement officers perform their roles. This approach has not been problem-focused, 

but instead has explored opportunities to enhance the future conditions for all to thrive. As such, the 

resulting recommendations seek to realize law enforcement’s contribution to public safety and resource 

stewardship while supporting the well-being of law enforcement personnel and promoting the continual 

improvement of program operations across DOI. The aspirational future statements, which precede the 

recommendations in this document, express these linkages and serve as touchstones for assessing the 

relevance of specific actions implemented as part of this effort. 

EQUITY The dynamism of public expectations regarding the exercise of law enforcement on public 

and Tribal lands demands an ever-present awareness of the impacts of individual and organizational 

decisions and actions on the range of people and communities served by DOI Bureau missions. Equity 

has been considered throughout the research and outreach process, the analysis of LETF input, and the 

development of recommendations. It will continue to be a critical lens as the project moves into the 

implementation phase. 

EVIDENCE-BASED DECISION-MAKING The recommendations contained in this 

document are based on a rigorous process of inquiry and analysis. Goals were established during 

the scoping phase to guide question formulation. Questions were addressed by a wide range of 

stakeholders through various media (listening sessions, interviews, surveys, Federal Register 

Notice, websites). Quantitative survey data was compiled from public, partner, and employee 

input. Qualitative information was coded to identify significant themes emerging from 

both internal and external feedback. Trends in issues and suggested actions were 

aggregated and summarized. Recommendation categories were developed, within 

which the aspirational future was articulated. Leaders and subject matter experts 

across the spectrum of related disciplines were repeatedly consulted and engaged 

in crafting a regenerative path forward. This report describes the cumulative 

outcomes of this collaborative effort.

REGENERATIVE 

APPROACH

EQUITY

EVIDENCE-BASED 

DECISION-MAKING
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

The findings of the LETF outreach process suggest that many aspects of DOI’s law enforcement 

programs are effective at meeting the mission intention of their Bureaus and in supporting the 

people who serve in law enforcement roles. In alignment with the purpose of the LETF, this 

report focuses on the areas where the findings suggest potential improvements in building and 

maintaining public trust, supporting officer mental health, wellness, and safety, and increasing law 

enforcement program effectiveness. 

Based on the findings of the research and outreach conducted by the LETF Working Group, 

twelve overarching recommendations for improvement have been identified. Within each of these 

areas, the aspirational future state of DOI law enforcement programs has been articulated. The 

need for change, the aspirational future, and the actions proposed to achieve it are described in 

the following section. 

RECOMMENDATIONS 

Public Trust in DOI Law Enforcement 

 1 Community & Visitor Engagement 

 2 Crisis & Incident Communications 

 3 Use of Deadly Force Investigations 

Healthy & Effective DOI Law Enforcement Workforce 

 4 Law Enforcement Program Funding & Staffing 

 5 Recruitment & Retention of a Diverse Law Enforcement Workforce 

 6 Law Enforcement Wellness Program 

 7 Law Enforcement Training & Education 

DOI Law Enforcement Program Effectiveness 

 8 Law Enforcement Program Standards 

 9 Land Mobile Radios & Interoperability 

 10 Law Enforcement Data Management 

 11 Bureau Law Enforcement Jurisdiction & Legal Authority 

 12 OLES Role & Authority
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Photo: USPP
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PUBLIC TRUST IN DOI LAW ENFORCEMENT 

Recommendation 1: Community & Visitor Engagement 

THE NEED 

The manner in which community and visitor engagement is conducted significantly impacts 

the public’s perception of DOI law enforcement. The nature of long-term relationships with 

communities and brief interactions with visitors can build or erode public trust. Dynamics 

identified that influence the credibility of DOI law enforcement programs and the trust afforded 

to DOI law enforcement officers include the following: 

‣ Law Enforcement Presence: Comments received during the public outreach process 

acknowledged the connection between a lack of officers and the rising challenge of 

addressing public safety issues and quality of life crimes. Increasing the presence of law 

enforcement on public lands was identified by public survey respondents as a top priority. 

(See “Law Enforcement Program Funding & Staffing” recommendation.) 

‣ Proactive Community Engagement: There is general agreement on the need to 

strengthen relationships between DOI law enforcement programs and their local 

communities but competing resources, lack of staffing, and workload hinder these efforts. 

‣ Lack of Diversity of Law Enforcement Officers: There is general agreement that the 

demographics of the DOI law enforcement workforce do not appropriately reflect the 

diversity of the populations they serve. (See “Recruitment and Retention of a Diverse Law 

Enforcement Workforce” recommendation.) 

‣ External Communications: There is a lack of communication about the positive activities 

of DOI law enforcement programs. This vacuum is often filled by the generalized negative 

perception of law enforcement being applied to DOI personnel and programs. 

THE ASPIRATION 

Visitors to public and Tribal lands experience DOI law enforcement and security personnel as 

approachable, professional, and respectful. Residents of communities on or near public and Tribal 

lands have constructive relationships with local DOI law enforcement and security personnel 

that build trust over time through continued engagement on public safety issues important 

to those communities. Adequate staffing ensures that a law enforcement presence is visible to 

the public and law enforcement assistance is accessible when and where it is needed. DOI law 

enforcement programs virtually engage visitors, local communities, and the general public using 

online media platforms to share important information or seek public assistance and highlight 

employee accomplishments.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

THE PATH 

Opportunities for increasing public trust will be pursued through the following actions. 

‣ Community Policing: Fully integrate a community policing approach, throughout the 

DOI law enforcement programs that routinely conduct patrol operations, by training all 

levels of the organization on community & visitor engagement using Community Policing 

Models that include baseline modeling, metrics, training methodologies, and communitybased problem solving. 

‣ Community Engagement: Build capacity to regularly engage with community members 

and visitors to solicit their feedback. Develop mechanisms and processes 

for tracking public feedback and metrics to assess the effectiveness of community & public 

engagement. 

‣ External Communications: Improve the timeliness and frequency of positive external 

communications highlighting community partnerships and the accomplishments of DOI 

law enforcement programs and individual officers.

Photo: FWS RLE 
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Recommendation 2: Crisis & Incident Communications 

THE NEED 

The importance of communicating with the public during and after critical incidents was 

emphasized in feedback from every stakeholder group who participated in the LETF outreach 

process. There is overwhelming agreement that timely, accurate communication is foundational to 

building and maintaining trust with communities, partners, and the general public. The findings 

of the LETF research and outreach process point to a variety of dynamics that contribute to both 

the perception and reality of a lack of transparency with the public during critical situations. 

‣ Levels of Review & Approval: There is substantial agreement that the levels of review and 

approval required for internal and external communications during and after a crisis or 

critical incident need to be streamlined. 

‣ Compromising an Investigation: When information cannot be shared because it may 

compromise public safety or the integrity of an investigation, Bureau or DOI-level Public 

Information Officers should explain the reason for this to the public. The lack of a 

response in these situations can erode the public’s trust. 

‣ Lack of Standardized Communication Protocols: Many law enforcement Public 

Information Officers and Bureau communications personnel identified the lack of clarity 

in roles and processes for releasing information to the public during a critical incident as a 

primary factor that inhibits timely communication. 

‣ Lack of Personnel Trained in Public Communication: Many respondents suggested 

DOI should hire more dedicated law enforcement Public Information Officers across 

all local offices and units that have specific expertise and experience in law enforcement 

issues. Also, the majority of the land managers would like crisis communications training 

to be offered for managers with responsibility for law enforcement programs. 

‣ Inconsistent Communications Processes across Bureaus: Many Bureau land managers 

observed that there is little consistency among Bureau units in managing internal and 

external communications during and following critical incidents. They believe this 

inconsistency results from a lack of training for land managers on the proper procedures 

for critical incident communication. 

‣ Organizational Structure: Bureau communications professionals highlighted the need to 

be engaged earlier in the unfolding of a crisis or critical situation and cited the geographic 

spread of the Bureaus and their law enforcement programs as adding to the challenge of 

timely communication. 

‣ Use of Social Media: Many comments arose from the public listening sessions and 

customer satisfaction surveys about the need for the DOI to increase and improve its use 

of social media to keep the public informed of critical incidents as they unfold 

and afterward. 

‣ Release of Body Worn Camera (BWC) Footage: The public views the timely release 

of BWC footage as an important component of accountability and transparency. BWC 

programs are currently being implemented across all of the DOI law enforcement 

programs. DOI is in the process of implementing the requirements of Executive Order
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

(EO) 14074, Advancing Effective, Accountable Policing and Criminal Justice Practices to 

Enhance Public Trust and Public Safety”, which requires Federal law enforcement agencies 

to develop protocols for expedited public release of BWC footage following certain 

incidents to promote transparency and accountability. 

THE ASPIRATION 

All DOI Bureaus release timely and accurate information to the public during a crisis or 

critical incident. Skilled, knowledgeable Public Information Officers within Bureau law 

enforcement programs work in close coordination with their Bureau Communications Offices 

and DOI’s Office of Communications keeping senior leadership informed as an incident 

unfolds. This increasing transparency builds public trust in the DOI, its Bureaus, and their law 

enforcement programs. 

Photo: NPS Ranger
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

THE PATH 

Opportunities for increasing public trust will be pursued through the following actions. 

‣ Protocols: Develop standardized protocols and define roles at each level for crisis and

incident communications within Bureaus and DOI.

‣ Reporting: Streamline reporting and approval processes for expedited public release of

information and BWC footage.

‣ Training: Provide training to Public Information Officers, designated communicators,

and other key stakeholders (e.g., non-law enforcement managers, solicitors, etc.) within

Bureaus and DOI.

‣ Staffing: Assign Public Information Officers to programs who work directly for law

enforcement management at appropriate levels within the organization, who have law

enforcement-specific experience.

‣ Media Management: Increase law enforcement programs’ use of and presence on media

platforms to increase the timeliness of communication with the public.

Recommendation 3: Use of Deadly Force Investigations 

THE NEED 

The manner in which investigations into uses of deadly force are handled, and how the outcomes 

of those processes are communicated, has a significant impact on public trust in law enforcement. 

This recommendation seeks to address the following issues associated with the implementation of 

criminal and administrative investigations. 

‣ Timeliness: There are many complexities involved in investigating a deadly use of force

incident. An officer’s use of deadly force can trigger several investigations by entities with

divergent mandates, such as federal investigators, state prosecutors, internal affairs/offices

of professional responsibility, and office of inspector general, as well as investigating any

criminal conduct that may have precipitated the use of deadly force. A criminal

investigation may be performed “in-house” or by an external agency. Federal civil service

laws, as well as collective bargaining agreements negotiated by labor unions, add to the

complexities of ensuring timely accountability. Inspector General (IG) reports and civil

litigation can also delay disciplinary proceedings, as deciding officials may be reluctant to

issue final determinations until all evidence has been collected and reports issued.

The plethora of criminal investigations, disciplinary proceedings, internal policy reviews,

IG reports, and civil litigation can quickly turn what may appear to be a weeks-long

inquiry into a multi-year process.

‣ Impacts on Officers: Protracted investigative processes commonly result in law

enforcement officers being placed on administrative leave for long periods of time, which

can further compound the impacts to officers involved, support staff, and their families.

The complex and lengthy process can add to the multiple sources of stress associated with

an officer-involved shooting (e.g., media coverage, fear of legal and/or administrative
PUBLIC TRUST IN DOI LAW ENFORCEMENT | 2 6

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

problems, public perception, staffing needed to fill gaps, effects on families of all involved, 

etc.). The geographical spread of DOI law enforcement officers presents challenges with 

access to appropriate employee assistance resources specializing in traumatic and acute 

incident response. This can be an additional factor leading to mental and financial strain 

on the officers involved. (See “Law Enforcement Wellness Program” recommendation.) 

‣ Public Perception: The length of time to investigate and determine the appropriate

disposition of a case and communicate the outcomes to both the families of the person(s)

involved and the public tends to engender a distrust in the system. 

Subsequent to the launch of the DOI LETF, EO 14074 was issued. Section 2d of the EO, 

Ensuring Timely Investigations and section 2e, Ensuring Thorough Investigations, states: 

“The heads of all Federal LEAs [law enforcement agencies] shall assess whether any of their respective 

agency’s policies or procedures cause unwarranted delay in investigations of Federal law enforcement 

officers for incidents involving the use of deadly force or deaths in custody, including delays in 

interagency jurisdictional determinations and subject and witness interviews, and shall, without 

abrogating any collective bargaining obligations, make changes as appropriate to ensure the integrity 

and effectiveness of such investigations.” This process is identifying potential changes to policy 

or procedures that could improve the timeliness of criminal and administrative investigative 

processes and will inform the implementation of the LETF recommendations. 

THE ASPIRATION 

Officer involved shootings and uses of deadly force within DOI’s law enforcement and 

security programs are investigated using standardized policies, processes, and methods that 

reflect the principles of 21st century policing and improve the accountability, timely reporting, 

communication, and integrity of these investigations. Criminal investigations into deadly use 

of force incidents are conducted by an impartial third party. This approach satisfies the varying 

demands of each Bureau’s law enforcement operating environment while ensuring officer involved 

shootings and uses of deadly force are investigated objectively and transparently resulting in 

enhanced public trust.
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THE PATH 

Opportunities for increasing public trust will be pursued through the following actions. 

‣ Policy: Review, and update as required, DOI and Bureau policies including

Administrative Investigations, Internal Affairs, and Use of Deadly Force Investigations.

‣ Accountability: Fully utilize Bureau Boards of Review and DOI Serious Incident Review

Groups to ensure compliance with existing DOI policies and the equitable administration

of discipline when required.

‣ Timeliness of Investigations: Conduct a comprehensive review of policies and procedures

to identify “unwarranted delays” in criminal investigations, administrative investigations,

and disciplinary proceedings and make changes as appropriate.

USE OF FORCE IN PERSPECTIV

~530,000,000 

750,000 

2,920 

6

Visitors to DOI Managed 

Lands and Waters 

Law Enforcement 

Officers

Square Miles 

Patrolled

Law Enforcement 

Programs
PUBLIC TRUST IN DOI LAW ENFORCEMENT | 2 8

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

‣ Officer Support: Ensure law enforcement officers who are directly and indirectly involved 

in these types of investigations are informed of the process and are provided mental health 

support (Peer Support, Employee Assistance Program, Counseling). 

‣ Training: Adequately train investigators to conduct use of deadly force and internal 

affairs investigations. 

‣ Interagency Agreements: Ensure appropriate agreements are in place for the primary 

aspects of a use of deadly force investigation. 

‣ Data Management: Increase accountability by ensuring the accuracy and fidelity of 

relevant data. 

‣ Communication: Ensure transparency of action by all DOI Bureaus through 

appropriately communicating the outcomes of investigations to the public and 

involved parties. 

VE IN DOI LAW ENFORCEMENT

474,920 

1,152 

43,031 

15,370 

Citations Issued Citations Issued 

Calls for Service 

Uses of Force 

Arrests 

5 Officer Involved 

Shootings

CALENDAR YEAR 2022 
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HEALTHY & EFFECTIVE DOI LAW 

ENFORCEMENT WORKFORCE 

Recommendation 4: Law Enforcement Program Funding & Staffing 

THE NEED 

For more than a decade, the lack of adequate funding and the declining staffing levels within DOI 

law enforcement have resulted in numerous impacts to the DOI law enforcement workforce, 

visitors, residents, and communities near public lands managed by DOI Bureaus. Specific 

impacts include: 

‣ Law Enforcement Responsiveness: Understaffing in the DOI law enforcement programs

has resulted in a lack of timely response to incidents, an inability to deter or discourage

negative or criminal activities, and a perception that law enforcement is not available when

needed.

‣ Public Safety: Over half of DOI law enforcement officers believe that reduced staffing

levels have had a major impact on visitor and community safety.

‣ Officer Mental Health: Lack of adequate staffing was cited as one of the primary

contributors to stress and mental health concerns across the law enforcement workforce.

‣ Officer Safety: Over 90% of DOI law enforcement officers believe that current staffing

levels have impacted their safety on the job.

‣ Officer Physical Health and Wellness: DOI law enforcement officers identified

increasing staffing as the number one priority to support their physical health and wellness

as this would allow for a healthier work-life balance.

‣ Officer Retention: Concerns about their safety have caused almost half of DOI law

enforcement officers to rethink a career in law enforcement.

Photo: BIA
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Staffing 

High

DOI LE PROGRAMS 

15 YEAR 2021 2022 % CHANGE 

STAFFING 

HIGH 

STAFFING 

NUMBERS 

STAFFING 

NUMBERS 

+ OR - OVER 

15 YEARS 

BIA 453 336 358 -21.0% 

BLM 303 284 295 -2.6% 

FWS - OLE 230 211 205 -10.9% 

FWS - RLE 286 247 208 -27.3% 

NPS LE RANGERS 1500 1358 1330 -11.3% 

NPS - USPP 651 495 524 -19.5% 

TOTAL DOI LE 3423 2931 2920 -14.7% 

The current staffing levels within each of the DOI law enforcement programs and the decline in 

staffing from each program’s 15-year high to the 2022 staffing numbers are depicted in the table 

that follows. 

The table reflects the staffing totals for position classifications that are designated as full-time 

sworn and commissioned law enforcement officers (excludes other related positions, such as 

seasonal law enforcement officers, guards, wildlife inspectors, and correctional officers). 

THE ASPIRATION 

All DOI law enforcement and security programs are adequately staffed and funded, which 

enhances public trust, accountability, and transparency through increased community-policing 

interaction, improved responsiveness to incidents and calls for service, and timely and effective 

communication with the public. Appropriate staffing levels in all DOI law enforcement and 

security programs improve officer mental health, wellness, and resiliency through the reduction of 

stressors placed on officers by excessive overtime, travel, and extended details.
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THE PATH 

Opportunities for increasing the health and effectiveness of the law enforcement workforce will 

be pursued through the following actions. 

‣ Workforce Stability: Stabilize the workforce by matching or exceeding the annual hiring

of law enforcement officers with the attrition rate in each law enforcement program. 

‣ Law Enforcement Program Staffing Analysis: Conduct standardized and consistent

staffing analyses and develop a staffing model (or implement current model) within each 

law enforcement program to determine the appropriate and authorized strength. Bureaus 

(with OLES oversight) will be responsible for executing the changes based upon the 

analyses. 

‣ DOI-wide Approach to Staffing: Conduct a staffing analysis across DOI to ensure

adequate resources are available to address DOI law enforcement priorities that exceed the

capacity of an individual Bureau. 

‣ Workforce Management: Develop standards based upon human performance science to 

balance mission success with safety. This will include staff utilization models, overtime

targets, and work/rest balance. 

‣ Budget Formulation Strategy: Develop a strategic budget formulation process that

prioritizes law enforcement staffing to maintain and sustain authorized strength across all

law enforcement programs. 

‣ Staffing & Funding Baseline: Implement a data call to determine Bureau law

enforcement funding and staffing baselines and annually track to support operations. 

‣ Budget Oversight: Utilize current DOI-level authorities to review and oversee Bureau

law enforcement funding to ensure the sustainability of the authorized strength of law

enforcement personnel across all programs. 

Recommendation 5: Recruitment & Retention of a Diverse Law 

Enforcement Workforce 

THE NEED 

Nationwide, negative perceptions have cast an increasingly dim light on law enforcement. Since 

the integrity of a law enforcement program is dependent upon the caliber of its officers, the 

recruitment and retention of a diverse and capable workforce is vitally important to building and 

sustaining credibility and trust with the public. DOI law enforcement programs experience a 

variety of challenges to recruiting qualified applicants and hiring them in a timely manner. Some 

of these challenges include: 

‣ Competition for Applicants: DOI’s compensation packages often make it difficult to

compete with other law enforcement organizations when recruiting new officers. 

‣ Hard-to-Fill Positions: The locations and working conditions of certain DOI law

enforcement positions make them hard to fill. The remoteness and austere conditions of

some DOI lands, as well as the need to work with few or no law enforcement colleagues,

present barriers to keeping these types of positions filled.
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‣ Barriers to Diversity: Some of the barriers to diversity identified in the outreach process 

included a lack of prioritization within law enforcement programs for increasing diversity, 

the need for a more inclusive climate during basic and field training, and a lack of 

successful recruitment strategies for increasing diversity in the law enforcement workforce. 

‣ De-centralized Hiring Process: In some law enforcement programs, officers are hired 

locally, which limits coordinated hiring efforts and sometimes causes units within the same 

Bureau to compete against each other for staff. 

‣ Timeliness of Hiring Process: The length of time to complete background investigations 

is broadly seen as an impediment to filling positions in a timely manner. 

Photo: USPP
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A range of impediments to retention of DOI law enforcement officers was identified in the 

outreach process. These dynamics include: 

‣ Chronic Understaffing: The largest single factor contributing to stress, mental health 

concerns, feeling unsafe on the job, and a lack of work-life balance for DOI law 

enforcement officers is inadequate staffing. This can become a self-reinforcing cycle 

when the annual hiring process does not keep pace with annual attrition. (See “Law 

Enforcement Program Funding & Staffing” recommendation.) 

‣ Pay Disparities: Currently, pay scales across DOI law enforcement programs are not in 

alignment with each other. Also, higher compensation packages available in other law 

enforcement organizations accounts for some loss of personnel, particularly in urban areas 

and Tribal communities. 

‣ Housing Challenges: Some law enforcement officers have required occupancy status, 

so they must live in government housing. The costs of this housing and some of the 

limitations associated with it (such as the inability to house a family) become barriers to 

retaining law enforcement employees. 

‣ Lack of Career Path: Although some individuals, particularly those who are willing to 

relocate, can navigate a career path within law enforcement or to general management, 

there is a lack of organizational structure to assist individuals in managing a career in law 

enforcement and beyond. 

‣ Lack of Support for Law Enforcement: Internally, this lack of support is experienced 

as untenable workloads, a lack of necessary equipment and technology, and a lack 

of recognition for accomplishments. Externally, the generalized negativity about 

law enforcement, increasing incidence of crime on federal lands, and mounting 

expectations and elevated scrutiny from the public, all contribute to attrition in the law 

enforcement workforce.

Officer recruitment, hiring, promotion, and retention practices are further addressed in Section 3 

of EO 14074, with particular attention to promoting an inclusive, diverse, and expert law 

enforcement workforce. Both the LETF and the EO have informed this recommendation. 

THE ASPIRATION 

All DOI law enforcement and security programs successfully recruit a diverse and representative 

law enforcement workforce through the effective utilization of available hiring authorities, 

collaborative Bureau level workforce planning, outreach, and centralized hiring of entry level law 

enforcement positions. Retention is increased through effective employee support, adequate pay, 

consistent training opportunities, top-tier equipment and facilities, active supervision, and an 

equitable and inclusive work environment.
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Photos: BLM (Top) / NPS Ranger (Bottom)
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THE PATH 

Opportunities for increasing the health and effectiveness of the law enforcement workforce will be 

pursued through the following actions. 

‣ OLES Oversight: Consider establishing a Workforce Office within OLES, similar to the 

one in DOI’s Office of Wildland Fire, to conduct further analysis of recruiting, hiring, and 

retention challenges. In the near term, OLES will work with the Office of Human Capital 

(OHC) to conduct an analysis, the results of which will drive future strategy development 

and implementation. 

‣ Recruitment Strategies: Develop Bureau and DOI-level strategies to attract a more diverse and 

qualified pool of applicants for law enforcement positions including strategies targeting positions 

in highly competitive localities and ones that are challenging to fill. Create Bureau level recruiter 

positions whose full-time work is recruitment, outreach, hiring, and onboarding. 

‣ Gender Diversity: Engage DOI law enforcement programs in the 30x30 Initiative to increase 

the percentage of women in DOI law enforcement to 30% by 2030. Explore the possibility of 

developing a Bona Fide Occupational Qualification to increase the population of women in 

law enforcement. 

‣ Centralized Hiring: Establish a centralized hiring program for entry level law enforcement 

positions within each Bureau. 

‣ Hiring Authorities: Utilizing merit system principles, intentionally increase workforce diversity 

through all available recruiting practices, hiring authorities, and incentives. 

‣ Streamlined Hiring Process: Streamline law enforcement hiring by increasing the timeliness of 

the Bureau and DOI processes associated with background investigations. 

‣ Onboarding New Officers: Fully integrate new officers through equitable and inclusive 

onboarding processes and immediate participation in required basic and field training. 

‣ Compensation Equity: Address pay and benefits equity across all Bureau law enforcement 

programs including financial inequities for individuals with required occupancy housing status. 

‣ Career Development: Conduct succession planning within law enforcement programs and 

develop tools to assist individuals in planning their career development within law enforcement. 

‣ Recognition: Internally recognize and externally communicate about the accomplishments of 

law enforcement officers and programs. 

‣ Inclusive Work Environment: Develop strategies for an increasingly inclusive work 

environment within Bureau law enforcement programs. 

‣ Performance Evaluation and Promotion: Develop consistent performance evaluation and 

promotion processes that build public trust, improve law enforcement operations, and increase 

the overall effectiveness of the DOI law enforcement workforce. 

‣ Standardized Position Descriptions: Accelerate the development and use of Standard Position 

Descriptions (SPDs), where appropriate, for law enforcement to speed up hiring, provide greater 

balance and equity between equivalent positions within all Bureaus, and identify and emphasize 

career ladder promotion opportunities, where needed. Allow for flexibility for unique positions 

that exist within the Bureaus (e.g., international attachés within FWS OLE).
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  International Critical Incident Stress Foundation (ICISF

Blue H.E.L.P.

Apps

Valor for Blue

MyLife Meditation

Healthy Minds Program

RESOURCES Apps 31

Emotional

Wellness Wheel llness Wheel

Physical

Spiritual Social

WELLNESS WELLNES

HEALTH & 

WELLBEING Wellness Wheel 23 Suicide

Suicide is never the answer. 

SUICIDE Suicide 15

•

•

•

•

•

•

•

•

•

•

•

•

•

•

Personal features 

or situations 

contributing to stress:

Family-related

causes of stress:

STRESS 

CONTROL

&

RESILIENCE Stress 5

 

Recommendation 6: Law Enforcement 

Wellness Program 

THE NEED 

DOI’s law enforcement officers have a duty to protect and serve, and 

such service to others often comes with a sacrifice to self, particularly if 

proactive strategies are not in place to manage the inherent stress. 

In addition to the daily stressors of life, law enforcement officers are 

exposed to an exponential amount of stress and trauma throughout their 

careers. The last few years have proven to be particularly challenging 

for law enforcement with pressures compounded by the COVID-19 

pandemic, periods of civil unrest, and the dramatic shifts in public 

scrutiny and perceptions. Considering the impacts from the complex job 

demands, staffing challenges, and recurring responses to crises and 

high-risk/high intensity calls for service, the evidence gathered by the 

LETF affirmed the need to further invest in officer wellness. 

The manner in which law enforcement officers cope with occupational 

stress contributes to their overall well-being. When the appropriate tools 

to manage and mitigate stress are accessible and practiced throughout 

their career, the lasting impacts to their mental health, wellness, 

performance, and personal life can be significant. Key findings revealed 

that the current law enforcement program resources are viewed as 

ineffective in supporting law enforcement officers’ mental and physical 

health and identified that reliable support is essential to better enable 

officers to thrive. 

The analysis of the data and feedback underlined the following challenges 

and concerns: 

‣ Staffing Challenges: The correlation between staffing levels 

and officer wellness was prominent throughout the research and 

outreach findings. Collective concerns with understaffing were 

cited as one of the principal contributors to stress. Respondents 

specified that increased staffing levels are the primary means for 

supporting law enforcement officer mental and physical health 

and safety. (See “Law Enforcement Program Funding &

Staffing” recommendation.) 

‣ Retention: Data revealed that a significant percentage of 

law enforcement officers are rethinking their career in law

enforcement due to their concerns regarding officer safety.

Many reported that their overall wellness has decreased 

since beginning their DOI law enforcement careers. (See 

“Recruitment & Retention of a Diverse Law Enforcement

Workforce” recommendation.)
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‣ Lack of Appropriate Support: Current agency resources to support and protect law

enforcement officers from the far-reaching impacts of cumulative stress and unaddressed

trauma are described as inadequate and inconsistent across law enforcement programs.

Programs to address employee suicide awareness, prevention, intervention, and response

are not established in every Bureau. 

‣ Fragmented Approaches: Presently, there is no mechanism employed for establishing

baselines and monitoring a law enforcement officer’s health and wellness over their entire 

career. Significant exposures to potentially traumatic events were reported by law

enforcement officers, most of which have not been documented or monitored. (See “Law

Enforcement Data Management” recommendation.) 

‣ Workplace Culture and Stigmas: Stigmas for seeking help currently exist in DOI’s law

enforcement programs. Barriers reported include the fear of retaliation or negative job

impacts, perceived lack of confidentiality or anonymity, negative stigma associated with

sharing mental health concerns, lack of adequate resources and support from leadership,

and lack of trust. 

Photo: BIA
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The DOJ released two reports following the issuance of EO 14074, Best Practices to Address Law 

Enforcement Officer Wellness and Recommendations Regarding the Prevention of Death by Suicide of 

Law Enforcement. The first provides key principles and practices to foster a culture of wellness and 

psychological health and well-being of law enforcement agency personnel, echoing many of the 

needs identified in the LETF findings. The latter presents evidence-informed recommendations 

and practices that advance prevention, intervention, and postvention efforts that reduce risk 

factors for and build protective factors against suicide. 

Studies have found that suicide rates are higher among law enforcement officers and others who 

work in public safety than among adults in other occupations and DOI is not immune to the loss 

of law enforcement officers by suicide. The table below reflects reported suicide deaths among law 

enforcement officers nationwide. 

 For more information, visit the Blue Help website https://bluehelp.org/the-numbers

EO 14074 emphasizes the importance of dedicating sufficient resources to support officer 

wellness and charges Federal law enforcement agencies to develop and implement changes, 

where applicable. DOI has prioritized wellness, safety, and mental health of workers in its 

Fiscal Year (FY) 2022-2026 Strategic Plan. Concurrently, leadership in Public Safety, Resource 

Protection and Emergency Services is synchronizing a collaborative approach to promoting 

mental health and wellness within DOI’s first responder community. Leveraging the synergy 

of these parallel efforts will enhance the momentum towards our aspiration to strengthen and 

sustain a culture of wellness to safeguard our greatest assets – each one of our employees.

0

50

100

150

200

125

156

196

146 143

160

2017 2018 2019 2020 2021 2022

Annual LE Suicides in the U.S. 
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THE ASPIRATION 

All DOI law enforcement and security programs proactively support the mental and physical 

health of their law enforcement officers from recruitment to retirement. A collaborative first 

responder approach to employee wellness is implemented at DOI and Bureau levels leveraging 

resources to provide beneficial support services, education, health monitoring, and wellness data 

management. Healthy law enforcement officers have effective interactions with the public and 

make sound operational decisions in the performance of their duties which positively impacts the 

public’s view of DOI law enforcement. 

THE PATH 

Opportunities for increasing the health and effectiveness of the law enforcement workforce will 

be pursued through the following actions. 

‣ Wellness Program: Frame a wellness program that is sustainable throughout each Bureau 

and leverage the connections with DOI’s first responder community. 

Advance comprehensive wellness strategies that enhance one’s endurance and optimal

performance throughout a law enforcement officer’s career. Ideal elements of such a

program may include effective support services (see “Resources” below), post-incident

support, stress management, proactive wellness approaches and health monitoring, and

suicide awareness and prevention training. 

‣ Senior Advisors for Deputy Assistant Secretary – Public Safety, Resource Protection

and Emergency Services (DAS-PRE): In support of the DAS-PRE priority for 2023,

leverage the assistance of the senior advisors to work towards a DOI-wide approach to

increase coordination and better leverage existing capacity to meet the needs of first

responders. 

‣ Law Enforcement Mental Health and Wellness (MHW) Program Coordinator:

Requested a full-time MHW coordinator in OLES in the FY 2024 President’s Budget

request, who will provide consistent support to Bureau law enforcement programs,

collaborate with appropriate offices and stakeholders to ensure the availability of

supportive resources, and help build and sustain a trusted wellness program for law

enforcement officers. 

‣ Resources: Ensure the Bureaus’ and DOI’s ongoing capacity to support the well-being of

the first responder workforce and their families. Boost specialized support services 

(e.g., psychologists, culturally competent clinicians, mental health professionals

experienced in trauma incident response, etc.) as well as current support services (such as

the Employee Assistance Program) to ensure they are accessible for every law enforcement

program and enhance the use of peer support resources by sharing broadly across law

enforcement programs. 

‣ Education, Awareness, and Training: Visibly emphasize the importance of officer

wellness across DOI and the Bureaus. Initiate wellness strategies in new employee

orientation and build upon that foundation with continued training and a focus on
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wellness throughout an officer’s career. Improve the level of outreach and education to 

promote the advantages of seeking and utilizing available wellness resources. Nurture a culture 

that supports first responder wellness and eliminates the stigma associated with seeking help. 

Advance the understanding of the unique standards and requirements in law enforcement 

programs (e.g., medical standards and security clearances) through education and messaging 

to dispel myths and lessen reluctance to seek behavioral health support. Educate the law 

enforcement community on the existing employee assistance program contract. Enhance the 

use of peer support resources by sharing broadly across law enforcement programs. 

Work with OHC, in their engagement with the Office of Personnel Management, to provide 

more effective services for our law enforcement officers and other similar programs. 

‣ Preventative Measures and Practices: Encourage and promote healthy lifestyles to help

employees thrive from recruitment to retirement. Integrate proactive strategies, tools, and skills

for law enforcement officers to manage stress and trauma, decrease burn-out, and develop

resilience in advance of potential issues. Augment exercise, fitness, and nutrition programs to

help achieve optimal outcomes. Standardize suicide prevention, intervention, and response

strategies across all law enforcement programs. 

‣ EO 14074, Section 4 - Supporting Officer Wellness: Use the evidence-informed

recommendations provided by the DOJ and Health and Human Services (HHS) to focus on

the targeted areas for improvement where support, collaboration, and financial investments are

needed for implementation. 

Photo: USPP
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Recommendation 7: Law Enforcement Training & Education 

THE NEED 

Effective and relevant ongoing training and education sets the foundation for a high functioning

law enforcement program. While significant aspects of Federal law enforcement training

are managed by other Federal agencies, current opportunities exist for improvement in the

development, delivery, and oversight of basic and ongoing law enforcement training within the

purview of DOI Bureaus and OLES. The focus of this recommendation is not on additional

training content needed, but on the development, delivery, and oversight of law enforcement

training. Suggestions for the development of additional training content can be found within the

following recommendation sections of this report: Crisis & Incident Communications,

Use of Deadly Force Investigations, Law Enforcement Wellness Program, Law Enforcement

Data Management, and Bureau Law Enforcement Jurisdiction & Legal Authority. 

Current opportunities for improvement in law enforcement training include the following. 

‣ Training Environment: Mirroring the larger DOI law enforcement workforce, training

instructor cadres within the Bureaus are lacking in diversity. This has been identified as a

barrier to learning by individuals in groups that are less represented in training classes and

the workforce in general, such as female trainees/officers.

‣ Reciprocity: Since not all DOI basic law enforcement training programs are accredited

through the Federal Law Enforcement Accreditation (FLETA) Board, experienced law

enforcement officers wishing to transfer to and within DOI law enforcement programs

may be required to attend a Bureau specific basic law enforcement training at the Federal

Law Enforcement Training Centers (FLETC) even if they have previously completed

another Federal Bureau accepted basic law enforcement training program.

Photo: FWS RLE
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THE ASPIRATION 

Coordinated and consistent high quality initial and continual law enforcement training programs 

are implemented across DOI to support ongoing professional development and advance 

cultural competency, while also being responsive to ever changing legal standards, technology 

advancements, and societal demands. An inclusive climate within DOI training and education 

ensures law enforcement officers are prepared to deliver safe, empathetic, culturally sensitive, and 

constitutionally compliant law enforcement services on public and Tribal lands. 

THE PATH 

Opportunities for increasing the health and effectiveness of the law enforcement workforce will 

be pursued through the following actions. 

‣ Training Standards and Policy: Establish minimum training standards across DOI law

enforcement programs, which are reinforced by DOI policies requiring adherence to

those standards. Address gaps to facilitate transfer of employment between Bureau law

enforcement programs.

‣ Trainer Diversity: Promote a diverse DOI trainer workforce.

‣ In-Service Training: Develop meaningful in-service training curriculum through

contemporary delivery mechanisms, which reinforces acquired skills and introduces new 

information, techniques, and tactics necessary for the continuing professional

development of law enforcement officers.

‣ Inclusive Training Environment: Create an inclusive climate within the basic and field

training environments that values and embraces a range of perspectives, abilities, and

contributions within the diverse population of DOI law enforcement officers.
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Photo: NPS Ranger
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LAW ENFORCEMENT PROGRAM EFFECTIVENESS 

Recommendation 8: Law Enforcement Program Standards 

THE NEED 

Standards for law enforcement programs vary across all the Bureaus. As an example, there are 

over 200 distinct law enforcement programs being managed independently within DOI and the 

continuum includes programs being led and managed by a Bureau Director of Law Enforcement 

and others by a local or regional land manager. There are also variations and disparities in job 

series, pay, and budgeting in the numerous law enforcement programs. This creates inconsistency 

in management, funding, chains of command, span of control, on-duty supervision, operational 

command and control, internal affairs oversight and investigations, and disciplinary actions in 

a profession that requires standardization and consistency. The consequences of this include 

erosion of public trust, inconsistent policy and oversight, and the degradation of the individual 

and collective mental health, wellness and safety of the DOI law enforcement workforce. 

The input received during the LETF outreach process revealed that officers believe law 

enforcement operations would be enhanced by the development of consistent minimum 

program standards focused on the core competencies for a leader managing a law 

enforcement program. Issues raised that support this approach included the following: 

‣ Lack of Operational Consistency: In Bureaus where supervision of law enforcement 

is decentralized, there is significant inconsistency in support (personnel, funding,

equipment, technology) and standards for front line operations. There is universal

agreement that minimum standards must be established for DOI law enforcement

programs and that officers should be supervised by law enforcement supervisors. 

‣ Inability to Track Costs and Spending: Dispersed law enforcement operations are

funded through a geographically based budget (e.g., park or state), which makes it

extremely difficult to accurately assess the true costs of law enforcement operations and

track where funds are actually being spent. 

‣ Funding Challenges: Dispersed law enforcement operations are supervised by land

managers who are balancing budget priorities at a local level. At times, this has resulted in

diminished resources for ensuring safe, effective law enforcement operations. (See “Law

Enforcement Program Funding & Staffing” recommendation.) 

‣ Hiring Challenges: Hiring new law enforcement officers in a decentralized manner often 

results in redundant efforts, inconsistent communications with potential applicants, and at 

times, units within a single organization competing with each other for qualified 

candidates. (See “Recruitment & Retention of a Diverse Law Enforcement Workforce” 

recommendation.) 

‣ Inconsistent Accountability: Decentralized law enforcement operations accentuate the

inconsistent processes and organizational structures in place to address officer misconduct,

which can lead to a lack of confidence in the workforce that all officers are treated equally

and a lack of trust from the public that law enforcement officers are held accountable.
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‣ Lack of Supervisory Knowledge: Many land managers who supervise law enforcement

personnel are admittedly unaware of critical law enforcement policies and practices. These 

managers identified the top five training priorities for non-commissioned managers as: 1) 

DOI/Bureau Law Enforcement Policies, 2) Use of Force, 3) Crisis & Incident

Communications, 4) Basic Legal Authorities, and 5) Developing law enforcement program

priorities and aligning them with Bureau missions. 

‣ Liability Exposure: There is an increased risk associated with non-commissioned

personnel directly supervising law enforcement programs. Having law enforcement officers

supervised by personnel with subject matter expertise can mitigate liability exposure

stemming from alleged officer misconduct and negligent supervision. Supervisors currently

engaged in law enforcement with extensive knowledge of law enforcement policies,

training, and applicable constitutional standards are well suited to instruct officers in a

manner that can prevent future protracted litigation. 

THE ASPIRATION 

Minimum standards for DOI law enforcement programs are established and implemented 

in all DOI law enforcement and security programs which acknowledges and values the 

unique challenges and complexities of the law enforcement profession and is consistent 

with the demands of 21st century policing. These standards will ensure programs are led 

by managers with the appropriate competencies and grade level, who have the authority to 

manage the operations of DOI law enforcement programs. This will effectively prioritize 

public safety and officer wellness, maintain accountability within the organization, facilitate 

fair and consistent application of the law, and ensure effective deployment of resources across 

geographical boundaries. 

THE PATH 

Opportunities for increasing the effectiveness of DOI law enforcement programs will be 

pursued through the following actions. 

‣ DOI Law Enforcement Minimum Program Standards: Define the minimum standards

that constitute a DOI law enforcement program based on the purpose and required

functions of DOI law enforcement. 

‣ Public Safety Plan: Identify resources, needs, and opportunities to deliver effective 

law enforcement services to the visitors and communities served by DOI. Develop and

implement an annual plan within each law enforcement program to protect people and

resources on the lands within each Bureau’s area of responsibility. 

‣ Law Enforcement Program Budget Tracking: For law enforcement programs where a

dedicated law enforcement budget does not currently exist, implement a budget tracking

mechanism that provides visibility into law enforcement-related costs and allocated

funding. Annually track program costs and funding at a Bureau level to ensure adequate

support for all law enforcement operations.
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‣ Accountability: Establish a consistent approach to Internal Affairs investigations and disciplinary

procedures within each law enforcement program to ensure officers are treated fairly, and

appropriate discipline is consistently applied, regardless of their position or geographical location. 

Recommendation 9: Land Mobile Radios & Interoperability 

THE NEED 

Law enforcement officers within DOI Bureaus rely heavily on field communications, such as land 

mobile radios (LMR), to serve the public, maintain officer safety, pass critical information, collect data, 

and maintain situational awareness throughout the United States and its territories in service of the 

missions of each Bureau. There are several substantial challenges, including significant costs, inherent in 

the current field communications system which have detrimental impacts on individual officers and the 

accomplishment of their law enforcement duties. 

‣ Insufficient Coverage: Many radio systems in use today lack sufficient coverage, creating 

“no service areas,” within DOI managed lands. Operations in remote locations often patrolled by a 

single officer, leave that individual disconnected from current networks thus unable to

communicate with dispatch or other officers. 

‣ Lack of Interoperability: Many current communications system are insufficient to meet evolving

user and partner organization needs and demands for voice, video, and data interoperability.

Interoperability is the ability to communicate as needed, on demand, and as authorized at all levels

of government and across all public safety disciplines.

Photo: BLM
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‣ Fragmented Communications Management: Currently, the Bureaus manage 

their communications systems independently. The pace of change and demands for

interoperability necessitate a move toward centralized planning and strategy with

distributed execution of solutions determined by mission requirements. A more

collaborative approach will facilitate the integration of new technologies, interoperability

solutions, and equitable budgeting as well as the achievement of cost savings on the

procurement, operations, and maintenance of systems. 

‣ Changing Technology: Advances in wireless technologies over the past decade (from

voice-only to voice/video/data) and recent national support for advancing rural, Tribal, and 

public safety wireless broadband communications efforts present DOI with significant

opportunities to improve the level of interoperability and improve the ability of law

enforcement officers to work safety and effectively. 

‣ Impact on Officers: Insufficient coverage, lack of interoperability, fragmented

communications technology management, and the inability to keep pace with changing

technologies all result in notable impacts on the safety, mental health and overall wellness

of individual law enforcement officers in the field. To feel safe in executing their roles, law

enforcement officers need to be confident that when they need assistance, they will receive

it in a timely manner. (See “Law Enforcement Wellness Program” recommendation.)

THE ASPIRATION 

DOI law enforcement officers in the field have trust and confidence in their communications 

with local, regional and national dispatch centers, partner organizations, and the public. Law 

enforcement communications technology ensures effective voice, video, and data transmission 

and reception of routine and emergency information across all public and Tribal lands served 

by DOI law enforcement. Effective radio communications, combined with video and data 

capabilities, increases the physical safety of officers, and those they serve, and reduces the stress 

resulting from the uncertainty of whether assistance will be available when it is needed. 

THE PATH 

Opportunities for increasing the effectiveness of DOI law enforcement programs will be pursued 

through the following actions. 

‣ Interagency Agreements: Establish a Memorandum of Agreement between all DOI

Bureaus to share frequencies and provide necessary dispatch services at minimal 

(or negotiated) cost to other DOI Bureaus. 

‣ Field Communications Strategic Plan: Leverage the DOI Field Communications

Strategic Plan and the DOI Field Communications Modernization project, to the extent

possible, to baseline Bureau infrastructure and requirements. Establish a law enforcement

working relationship with the Field Communications Modernization team to identify

specific law enforcement needs.
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‣ Technology: Leverage, where appropriate, technology (Land Mobile Radio, Mobile Data 

Terminal, Satellite phone, etc.) to best support mission needs. 

‣ Policy: Conduct reviews of new and existing technologies to ensure compliance with 

DOI policies. 

Recommendation 10: Law Enforcement Data Management 

THE NEED 

As part of the LETF research and outreach process, data requests were made of all the Bureau 

law enforcement programs regarding staffing levels, budget allocations and tracking, and law 

enforcement officer disciplinary actions. Bureau responses to these inquiries varied and, in certain 

cases, no response of value was provided since the data was not being captured or tracked in a 

findable, accessible, interoperable, and reusable (FAIR) manner. The most significant issues in law 

enforcement data management uncovered in this process include the following. 

‣ Safety Data Management: The Safety Management Information System (SMIS) is DOI’s 

authoritative data source for collecting and reporting information on injuries, illnesses, or 

property damage involving DOI employees, volunteers, contractors, or visitors to DOI 

facilities. The system is also used to report “near misses” or hazardous conditions, and to 

report exposures. However, current SMIS database reporting tools do not easily allow for 

trend analysis among law enforcement officer occupational categories, since there is not a 

specific field or code to identify workers who meet law enforcement criteria across DOI. 

Additionally, since SMIS was designed to report incidents as required by the Occupational 

Safety and Health Administration, it was not set up to include validated fields to report 

potentially traumatic events and exposures. The SMIS programming team is reviewing 

system modification to record potentially traumatic events. 

‣ Personnel Data Management: Personnel, staffing, and recruiting systems, such as the 

Federal Personnel and Payroll System and USA Staffing, collect and maintain authoritative 

data on DOI’s workforce and applicants from the hiring process through separation. Yet 

these systems, which include DOI’s in-house exit survey tool and learning management 

system (DOI Talent), are not integrated in ways that allow for analysis of law enforcement 

staffing and recruiting trends. The manner in which occupational series are assigned results 

in mixing law enforcement personnel data with non-law enforcement staff. This makes it 

difficult to get an accurate count of the current law enforcement workforce and prohibits 

analysis of the reasons law enforcement officers choose to leave their employment with 

DOI. For these and other data-related reasons, suitable analyses of law enforcement career 

lifecycles and staffing trends that would enable evidence-based personnel decisions remain 

over the horizon. 

‣ Consistent Law Enforcement Data Management: Currently there are two systems 

of record for law enforcement data, Law Enforcement Management Information 

System (LEMIS) and Incident Management Analysis and Reporting System (IMARS). 

The existence and use of two separate law enforcement data systems within DOI creates 

inherent challenges to the management and sharing of crime data, evidence, and 

information about ongoing investigations. Partitioned systems, unable to communicate 
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with each other, create exploitable gaps negatively impacting the efficiency and safety of 

DOI’s law enforcement officers and mission accomplishment. Consolidating to a single 

system would not only mitigate these issues, but also improve the efficiency of training 

material development as each Bureau would be using the same system. Interagency 

transfers and law enforcement officer detail assignments would become more efficient as 

officers would not have to learn a new system when transferring to another program. 

‣ Increasing Accountability through Data Management: Decentralized information and 

data collection systems, such as LEMIS and IMARS, contain information that if reported, 

shared, or managed appropriately would improve law enforcement transparency and 

accountability functions. The data in these systems are not treated or managed 

as valuable enterprise assets or as law enforcement force multipliers. Appropriate law

enforcement data management policies and functions - to include transitioning to a single 

records management system - will enable sharing information and analyses across law 

enforcement programs that will inform better, more effective, and more efficient law

enforcement resource allocation, policies, and oversight, which in turn, build a foundation

for improving accountability and increasing public trust in our law enforcement programs. 

THE ASPIRATION 

Systems of record and associated databases are secure and support law enforcement officers and 

law enforcement programs with accurate data that meets findable, accessible, interoperable, and 

reusable (FAIR) requirements. Data and information derived from the system is sufficient for 

appropriate analyses and evidence-based decision making. 

THE PATH 

Opportunities for increasing the effectiveness of DOI law enforcement programs will be pursued 

through the following actions. 

‣ Safety Management Information System: Increase the accessibility of law enforcementspecific data within the SMIS database and improve the capabilities of SMIS users to

ensure the accuracy of this data. 

‣ Workforce Data Analysis: Conduct an analysis of data inconsistencies within workforce

data systems and enact changes necessary to accurately identify trends in the law

enforcement workforce and increase the collective ability to share data across Bureau law

enforcement programs. 

‣ Law Enforcement Records Management System: Develop and implement a DOI-wide

Law Enforcement Records Management System, which meets the needs of each Bureau’s

law enforcement program and the needs of its field law enforcement personnel. This will

provide better, faster, more accurate data entry and extraction for law enforcement calls,

actions, or responses. 

‣ National Law Enforcement Officer Accountability Database: Develop policy and

process for DOI law enforcement programs to comply with the requirements of the

accountability database being developed by the DOJ.
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‣ Interior - Management Accountability & Reporting Tool: Leverage data and 

information to better understand how grievances and complaints affect law enforcement 

officer mental health and wellness, employee engagement, and retention while also 

analyzing, where possible, the situations and factors that lead to complaints and grievances 

against law enforcement officers (supervisory and non-supervisory) so that those situations 

and factors can be used for training or education purposes. 

Recommendation 11: Bureau Law Enforcement Jurisdiction & 

Legal Authority 

THE NEED 

It is critical that DOI’s law enforcement and security personnel have the requisite legal authority 

to fulfill and prioritize their organic missions. Each law enforcement program has its own unique 

mission, with its own set of challenges, and requires the appropriate jurisdiction and authority to 

accomplish its mandate. DOI law enforcement officers are often asked to support their partners 

from Federal, State, Tribal and local law enforcement agencies. Whether it is the Department of 

Homeland Security requesting support along the southern border or a rural sheriff ’s office seeking 

assistance with an arrest warrant, DOI’s law enforcement programs are regularly asked to assist 

with matters that extend beyond DOI’s central mission. Yet, DOI law enforcement personnel 

continue to raise significant questions regarding the precise scope of their legal authority and 

their ability to provide assistance in various scenarios. Some examples include: 

‣ Cross-Designation and Deputation Authority: Questions persist regarding DOI officers’ 

ability to accept cross-designation and deputation from other law enforcement agencies. 

The 2017 Interagency Agreement for cross-designation of DOI law enforcement officers 

memorializes cross-designations of officers within DOI. However, DOI law enforcement 

programs are unclear about the extent to which they may accept cross-designation and 

deputation from other law enforcement agencies. 

‣ State Arrest Authority, Agreements, and Memorandum of Understanding (MOUs): 

Agreements and MOUs memorialize DOI’s working relationships with state and local 

law enforcement entities throughout the country. While each agreement will necessarily 

depend on specific local issues (e.g., delegated state arrest authority), some nationwide 

issues remain. 

‣ Bureau of Reclamation (BOR) Security Response Force (SRF): BOR recognizes its 

limited law enforcement authority under 43 U.S.C. § 373b, but further analysis is needed 

regarding the extent to which it may utilize its SRF at various facilities to accomplish 

its mission. 

‣ BOR Reimbursable Service Contracts: Bureaus with law enforcement programs 

provide law enforcement capabilities at BOR facilities through reimbursable service 

contracts. Issues have been raised concerning the legal sufficiency of these contracts, 

including questions regarding day-to-day supervision, governing policies, and job 

performance appraisals.
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‣ National Park Service’s (NPS) Cooperation with Other Law Enforcement Agencies: 54 

U.S.C. § 102701 et seq. authorizes NPS law enforcement to cooperate with Federal, State, 

and local agencies within units of the National Park System in certain scenarios. 54 U.S.C. 

§ 102711 further permits limited assistance outside the National Park System in certain 

emergency law enforcement situations. While NPS policy provides significant guidance on 

the precise parameters of such cooperation, officers continue to have questions regarding 

their ability to provide support in specific circumstances. 

‣ Legal Authorities Following Officer-Involved Shootings and Other Significant

Incidents: It is critical to have clear understanding of roles and responsibilities of the

various law enforcement entities that have jurisdiction following officer-involved shootings

and other significant incidents. Defining these cooperative arrangements through an

MOU in advance of such incidents will help prevent unwarranted delays in both criminal

and administrative investigations. 

Photo: NPS Rangers & U.S. Coast Guard 

Photo: BOR SRF
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THE ASPIRATION 

All DOI law enforcement and security programs have the requisite legal authority to fulfill their 

organic mission. DOI law enforcement officers and Bureau of Reclamation Security Response 

Force personnel have a clear understanding of their jurisdiction, authorities, and duties. DOI law 

enforcement programs maintain strong working relationships with their partners at the Federal, 

State, Tribal and local level, and are able to provide law enforcement support when it is within 

their legal authority to do so and is consistent with their overall mission. 

THE PATH 

Opportunities for increasing the effectiveness of DOI law enforcement programs will be pursued 

through the following actions. 

‣ Gaps in Legal Authority: Collaborate across Bureau law enforcement programs, OLES, 

and the Office of the Solicitor to identify any gaps in legal authority and, if necessary, 

propose new legislation or regulations to address any deficiencies. 

‣ Cross-Designation: Ensure DOI law enforcement officers have the requisite ability to 

accept cross-designation and deputation from other law enforcement agencies. 

‣ Partnering Agreements: Examine interagency agreements, MOUs, and other agreements 

to allow DOI officers to partner with other Bureaus, as well as Federal, State, Tribal, 

and local law enforcement agencies, when appropriate, ensuring DOI’s organic mission 

is prioritized. 

‣ BOR Law Enforcement Need and Authorities: Determine appropriate authorities 

and oversight for BOR to ensure effective support and management of its Security 

Response Force. 

‣ Guidance: Assist each Bureau law enforcement program with the creation of policies, 

procedures, and guidance based on their respective legal authority. 

‣ Training: Educate DOI law enforcement officers on the scope of their legal powers so 

they have a clear understanding of their duties and consistently act within the parameters 

of their authority.
5 3 | DOI LAW ENFORCEMENT PROGRAM EFFECTIVENESS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Recommendation 12: OLES Role & Authority 

THE NEED 

In the wake of the terrorist attacks on September 11, 2001, then Secretary of the Interior issued 

Secretarial Order 3234, which established OLES to provide leadership, coordination, policy 

guidance, and oversight to DOI’s law enforcement, security, and intelligence programs and 

functions. This order was replaced by Departmental Manual (DM) Series 02-Organization 

(Part 112, Chapter 17) and Series 03-Delegation (Part 212, Chapter 17), which established 

the functions, organization, and authorities of OLES. These policies were last updated in 

2010 and 2009, respectively, and require significant updates to reflect contemporary roles and 

responsibilities with a particular focus on the organization and authorities that best support the 

Bureau law enforcement programs and the officers. 

Since its founding and over time, OLES’ sometimes detached and intermittent approach to 

this critical role has resulted in a lack of standardization, consistency, accountability, and trust. 

This was prominently reflected in the 2002 Office of Inspector General (OIG) Report entitled 

“Disquieting State of Disorder” that made recommendations to enhance the management, 

efficiency, and coordination of the law enforcement programs across the DOI. The current 

synergy between OLES and the Bureau Directors of Law Enforcement (chartered as the Board 

of Advisors) is founded on coordination, collaboration, and mutual aspirations focused on 

public transparency & accountability, a healthy and effective workforce, and DOI & Bureau law 

enforcement program effectiveness. This Board of Advisors is aptly positioned to create a genuine 

consortium that leads the necessary changes and stewards the progress toward these aspirations. 

The input received during the LETF research and outreach process pointed to several dynamics 

that suggest a need for more consistent DOI oversight and coordination, governance, and 

inclusion. These dynamics and their impacts are described below. 

‣ Inconsistent Oversight and Coordination: OLES was established purposefully with the

intent to professionalize, strengthen, and support law enforcement programs and their

officers. However, the inconsistent approach to this role and its functions, combined with

the de-centralized nature of DOI’s law enforcement programs, has created alignment

challenges, which require a recalibration of the appropriate governance, authorities,

internal controls, respect, and trust to address them. 

‣ Lack of a Standardized Policy Development Process: OLES has not been consistent in

implementing a transparent and accountable policy development process that includes and 

leverages the unique mission and strength of each Bureau law enforcement program. The 

spirit and intent of such a process would be to develop mandatory minimum standards to 

ensure consistent governance and guidance and allow the Bureaus the flexibility to 

operationalize their policies to meet their unique law enforcement missions. 

‣ Lack of an Enterprise Law Enforcement Records Management System (RMS):

Numerous deficiencies have been identified and cited in the 2002 OIG Report, Secretarial

Directives, as well as in the Office of Management and Budget (OMB) and Congressional

reviews. DOI currently operates and funds two disparate records management 

systems that do not share information and have certain redundant and certain unique

functionalities. Neither system meets all of the operational, information technology
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

security, and reporting requirements necessary to ensure public and workforce safety, trust, 

transparency, and accountability, and connectivity with appropriate external systems. 

(See “Data Management” recommendation.) 

‣ Lack of Bureau Subject Matter Expertise: When OLES was initially established, each Bureau

assigned a permanent detailee to OLES to ensure relevant and contemporary subject matter

expertise, resulting in a more inclusive environment where Bureau perspectives were 

ever-present, valued, and reflected. These languished detail positions have created a void 

and an insular perspective and approach to OLES’ purpose and mission. 

‣ Lack of Standardized DOI Support: 

Bureaus have organically and 

independently developed internal 

resources (Peer Support, Critical 

Incident Stress Management, etc.) 

and established relevant DOI-level 

connections for a variety of services 

and support (i.e., Solicitor, Human 

Resources, Employee Labor Law, etc.). 

This has resulted in disparate and 

inconsistent support and advice. 

‣ Limited Communications: OLES and

DOI strive to assist Bureau programs

through transparent communication

intended to support when challenged

and amplify when thriving. These

communications require prioritization

and integration into the day-to-day law 

enforcement mission of DOI. Visible 

and efficient communication methods 

and mechanisms need to be designed 

with equity, inclusivity, and the 

stakeholder (internal and external) in 

mind to promote respect and trust. 

‣ Funding Challenges: Approximately 85% of the overall operating budget for OLES comes

from the Working Capital Fund, which is funded by the Bureaus. At times, this results in a 

lack of prioritization of resources to ensure OLES is staffed and capable of adequately

supporting Bureau law enforcement programs, its officers, and DOI’s interests. 

Photo: BLM & OLES
5 5 | DOI LAW ENFORCEMENT PROGRAM EFFECTIVENESS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

THE ASPIRATION 

DOI prioritizes and invests in law enforcement to enhance public trust, transparency, and accountability, 

promote a healthy and effective law enforcement workforce, and enhance DOI and Bureau law 

enforcement program effectiveness. OLES is appropriately structured, adequately staffed and funded, and 

possesses and utilizes the requisite authorities to support field law enforcement, intelligence, and security 

programs and operations. OLES provides informed effective direction, oversight, and guidance while 

catalyzing collaboration across Bureau law enforcement programs to ensure consistency where it is needed 

and allow for flexibility when appropriate and most effective. 

THE PATH 

Opportunities for increasing the effectiveness of DOI law enforcement programs will be pursued through 

the following actions. 

‣ Policy and Governance: Update the OLES Mission, Vision, and Values Statement, 112 DM 

17 (OLES Organization), and 212 DM 17 (OLES Delegation). Define a DOI law enforcement

program and set minimum standards. Further define the authority and leadership role of the Board

of Advisors as a consortium. Charter relevant Working Groups and establish formal Standard

Operating Procedures regarding processes (such as policy development). Develop processes and

tracking mechanisms to assess, ensure compliance, and support program success. 

‣ OLES Support: Identify opportunities to standardize support of Bureau law enforcement

programs and implement as appropriate. 

‣ Access to DOI Resources: Update the 2018 DOI Intra-Agency Coordination Plan for Emergency

Law Enforcement Assistance Resources or create a new plan to leverage Bureau and DOI resources

to ensure broader access (such as Peer Support, Internal Affairs, etc.). 

‣ OLES Staffing and Funding: After identifying the role and responsibility of OLES, conduct 

a staffing and funding analysis to determine the adequate staffing and funding for its mission. This 

should include supporting the potential change in Bureau staffing commensurate with associated 

requirements. 

‣ Management of Law Enforcement Records Management System: Ensure RMS meets the

following criteria: 

♦ Meets OMB, DOI, and Bureau/field requirements and needs; 

♦ Serves as the authoritative system of record for DOI; 

♦ Complies with all information technology security requirements; 

♦ Requires all Bureaus with law enforcement programs to participate; 

♦ Provides the required advanced functionality and security; and 

♦ Enhances transparency and accountability.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Photo: USPP
5 7 | T URNING ASPIRATION INTO ACTION

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

TURNING ASPIRATION INTO ACTION

Implementation Approach

This report identifies potential investment opportunities that will help to inform the Federal 

budget development process, but it is not a budget document and does not imply approval of 

any specific action or investment. All activities and recommendations included in this report are 

subject to resource constraints and weighing of priorities as part of the annual budget formulation 

process, as well as the availability of appropriations provided by Congress.

With the adoption of these recommendations by the Secretary of the Interior, the LETF has 

transitioned into the implementation phase. This includes:

h Development of an action plan implemented at the Bureau and DOI levels. This action 

plan’s timeline guides the sequence of actions to optimize their efficiency and effectiveness.

h Development of performance metrics and a process to track and communicate progress 

across all law enforcement programs.

h Building an effective consortium of internal and external stakeholders critical to successful 

implementation of LETF recommendations.

The following intentions will guide the implementation process for LETF recommendations.

h Regular communication across Bureaus, within law enforcement programs, with 

appropriate union representation, and with partner agencies and the public will be ongoing 

throughout implementation.

h Collaboration will be broadly encouraged to leverage expertise and resources across 

law enforcement programs. This will allow for flexibility in implementation when the 

uniqueness of mission, geography, and operational circumstances necessitate it.

h A consortium approach will be pursued when consistency is critical, resource needs exceed 

the capacity of individual programs, and overarching outcomes benefit all stakeholders. 

This will require programs to expand their concern and attention beyond their immediate 

organizational boundaries.

A consortium consisting of OLES, the Bureau Directors of Law Enforcement, and appropriate 

non-law enforcement managers and subject matter experts will provide oversight of the 

implementation process and the Bureau representatives on the LETF Working Group will act as 

liaisons between DOI and their Bureau law enforcement program throughout implementation.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Accomplishments To Date 

During the course of the Law Enforcement Task Force’s actions were being taken across the DOI 

and its Bureaus to improve the daily operations of all DOI law enforcement programs. Actions 

and accomplishments relevant to the focus areas of this Task Force are described below. 

Public Trust in DOI Law Enforcement 

‣ DOI’s FY 2022-2026 Strategic Plan included a strategic goal entitled “Serve and Honor 

the Public Trust” focused on both strengthening trust with the public and within the 

workforce. The Law Enforcement Task Force is reflected and specifically mentioned in the 

following strategic objectives contained within the Plan: 

♦ There is Confidence and Satisfaction in the U.S. Department of the Interior.

♦ The U.S. Department of the Interior Workforce is Diverse, Safe, Engaged, and 

Committed to the Mission. 

‣ DOI and OLES updated its public webpage to ensure all DOI law enforcement policies 

are publicly available and accessible. 

‣ DOI updated its BWC policy in October 2022 and 83% of the law enforcement 

programs have fully implemented the use of BWCs. The remaining program is in the 

acquisition process to implement BWCs. 

‣ DOI updated its Use of Force policy in October 2022, which meets or exceeds the 

DOJ’s policy and includes: duty to intervene, de-escalation, reporting requirements, and 

prohibited use of chokeholds and carotid restraints. 

‣ DOI created a “Knock and Announce” policy for execution of a warrant. 

‣ NPS established an Office of Public Trust to strengthen public trust and legitimacy 

through improved availability, timeliness, and transparency of information about law 

enforcement incidents in the NPS. 

‣ DOI expedited the public release of BWC footage from an officer involved shooting in 

March 2023 via a community briefing video. The briefing was released 16 days after the 

incident, meeting the aspirational intent of 446 DM 41. 

‣ DOI established a new policy in July 2023 regarding Expedited Public Release of Body 

Worn Camera and Vehicle Mounted Camera Video Footage. 

‣ A Memorandum of Understanding (MOU) between the BIA and the Federal Bureau 

of Investigation (FBI) was updated to provide effective law enforcement services on 

Tribal lands, and to establish jurisdictional guidelines, and protocols for officer involved 

shootings and in-custody deaths.
5 9 | T URNING ASPIRATION INTO ACTION

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Healthy & Effective Law Enforcement Workforce 

‣ DOI created a Mental Health and Wellness Pocket Guide, also available to its law 

enforcement officers via a safety app, which addresses Stress Control & Resilience, Suicide 

Awareness, Health & Well-Being, and Wellness Resources. 

‣ The Office of the Secretary FY 2024 President's Budget request included funding for a 

Law Enforcement Mental Health and Wellness Coordinator. 

‣ DOI’s Employee Assistance Program (EAP) contract was updated to offer 

services to seasonal law enforcement officers and extends services 6 months 

past separation/retirement. 

‣ DOI’s SMIS is undergoing an evaluation. Proposed changes would provide a mechanism 

for all DOI employees to document Potentially Traumatic Event exposure. 

‣ The NPS hired a full-time mental health and wellness (MHW) coordinator. The NPS 

MHW program focuses on the NPS’ law enforcement first responder community and 

law enforcement dispatchers. The MHW program has built a peer support platform and 

is championing local resources around the country. MHW resources include 4 volunteers 

that are mental health clinicians, 55 peer support specialists (projected to be over 100 peer 

support specialists by the end of 2023) and MHW training that has been incorporated 

into the basic law enforcement training at FLETC. 

‣ In 2022, the NPS centralized the hiring process for permanent law enforcement positions. 

As part of this move, the National Staffing Office became solely responsible for all hiring 

actions for GL-0025-5/7/9 Protection Rangers. This action ensured that the National Park 

Service can effectively recruit locally and nationally to provide for an appropriately trained, 

skilled, and diverse workforce. This further fulfills the NPS’ mandated obligations to 

provide law enforcement personnel with required training and to better support efforts to 

recruit, hire, and retain individuals in critical law enforcement positions. 

‣ The Critical Incident Stress Management policy was signed in 2019 which outlined the 

program for the FWS. During Covid, a toll-free number and direct peer support email 

was established to access the peer support program. BLM has been granted access to the 

peer support toll free number. There are currently 75 peer support specialists from all FWS 

disciplines and a full time MHW. This position monitors the toll-free number and a peer 

support email. This position coordinates deployments, the basic peer support training, 

monitors the annual law enforcement/fire mental wellness checks, and provides annual law 

enforcement training per policy. 

‣ BIA-OJS implemented Resiliency ECHO, an 8-week program in resiliency, open to all 

law enforcement and correctional officers and other OJS team members. Participants gain 

valuable knowledge and practical skills to address self-care, relationships, job difficulties, 

administrative stress, and burnout prevention. The course is co-facilitated by experts in 

psychology, psychiatry, chronic pain, social work, nursing and wellness coaching.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

DOI Law Enforcement Program Effectiveness

h Office of the Solicitor hired a first-of-its-kind Senior Counsel for Law Enforcement Policy and 

Litigation to enhance subject matter and legal expertise.

h DOI received $11M in FY 2023 to implement an enterprise Law Enforcement RMS to 

enhance reporting fidelity, accuracy, and efficiency, improve transparency and increase 

public trust.

h DOI LETF provided input into the FLETC Land Management Police Training (LMPT) 

curriculum review to ensure critical training concepts such as duty to intervene, 

de-escalation, Body Worn Camera use and Officer Mental Health and Wellness preparation 

were functionally incorporated into the proposed FLETC LMPT Training Program revisions.

h BIA formed the Missing and Murdered Unit to investigate cases of Missing & Murdered 

Indigenous People and opened 17 offices across the United States. The MMU created an 

intake process and reporting protocols while collaborating with other Federal, State and Tribal 

agencies on cold cases and acute incidents.

h DOI will obligate $1.5M to conduct comprehensive staffing analyses of its law enforcement 

programs in FY 2024.

Photo: DOI LE Programs
6 1 | LAW ENFORCEMENT TASK FORCE STAFF

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

LAW ENFORCEMENT TASK FORCE STAFF 

DOI’s Law Enforcement Task Force was led by Deputy Secretary Tommy Beaudreau. The Office 

of the Secretary, in collaboration with Bureaus and Offices, provided administrative services, 

funds, facilities, staff, equipment, and other support services as necessary for the Task Force to 

carry out its mission: 

Deputy Secretary of the Interior Tommy Beaudreau 

Policy, Management and Budget (PMB) Joan Mooney, Principal Deputy Assistant Secretary 

Eric Werwa, Deputy Assistant Secretary 

Public Safety, Resource Protection 

and Emergency Services (PRE) Lisa Branum, Deputy Assistant Secretary 

Office of Law Enforcement 

and Security (OLES) Robert MacLean, Director 

Office of Communications (OCO) Melissa Schwartz, Director 

Giovanni Rocco, Deputy Press Secretary 

Office of Intergovernmental 

and External Affairs (OIEA) 

Shantha Ready Alonso, Director

Danielle Decker, Deputy Director 

Office of Planning and 

Performance Management (PPP) Patricia Currier, Director 

Office of Budget (POB) Denise Flanagan, Director 

Thomas Wayson, Division Chief 

Office of Human Capital (OHC) Jennifer Ackerman, Director 

Jodi Vargas, Labor Relations Manager 

Office of Occupational Safety 

and Health (OSH) 

Doctor Jonathan Thomas, Director 

Doctor Kate Sawyer, Occupational Medicine 

Commander Corey Butler, Senior Industrial Hygienist 

Office of Diversity, Inclusion 

and Civil Rights (ODICR) Alesia Pierre-Louis, Director 

Office of the Solicitor (SOL) Paul Stern, Senior Counsel for Law Enforcement 

Policy and Litigation 

Office of Congressional 

and Legislative Affairs (OCL) Thomas “Perrin” Cooke, Oversight Counsel
LAW ENFORCEMENT TASK FORCE STAFF | 6 2

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Bureau of Indian Affairs (BIA) 

Bureau of Land Management (BLM) 

Bureau of Reclamation (BOR) 

Fish and Wildlife Service (FWS) 

Darryl LaCounte, Director 

Richard “Glen” Melville, Deputy Director, 

Office	of	Justice	Services

Tracy Stone-Manning, Director 

Michael Nedd, Deputy Director, Operations 

Jason O’Neal,	Director,	Office	of	Law

Enforcement and Security 

Camille Touton, Commissioner 

Grayford “Gray” Payne, Deputy Commissioner 

Matt Tracy,	Chief	Security	Officer

Martha Williams, Director 

Steve Guertin, Deputy Director, Operations 

Cynthia Martinez, Chief, National Wildlife 

Refuge System (NWRS) 

Edward Grace,	Director,	Office	of	Law	Enforcement

Richard Johnston, Chief of Law Enforcement, NWRS 

National Park Service (NPS) 

Charles “Chuck” Sams, Director 

Shawn Benge, Deputy Director, Operations 

Jennifer Flynn, Associate Director, Visitor 

and Resource Protection 

John Leonard, Chief, Law Enforcement, Security, 

and Emergency Services 

Pamela Smith, Chief, United States Park Police

(former) 

Jessica Taylor, Chief, United States Park Police

(current) 

Working Group Member 

Brandi Adamchik, OLES – Planning Team 

Neil Gardner, FWS 

Steve Hargrave, OLES 

Erich Koehler, USPP 

Katherine Korte, FWS 

Bo Leach, BIA 

Tino Lopez, BIA 

Robert MacLean, OLES – Planning Team 

Bobby Mathis, BIA 

Joseph Nardinger, BLM 

Lena Pace, NPS 

Ellen Paxton, NPS 

Paul Quimby, PPP – Planning Team 

Matthew Rowland, BOR 

Sue Thomas, Project Manager

(Avatar, Inc.) Planning Team 

Tom Tidwell, FWS
6 3 | ACKNOWLEDGMENTS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

ACKNOWLEDGMENTS 

The following individuals from across DOI also assisted the 

Task Force in its work: 

Mackenzie “Kenzie” Landa 

Anakarym Medina-Barnes  

L. Kaili McCray 

Jeff Parillo 

Theodore Ravas 

Gareth Rees 

Isis Rodríguez 

Rachel Spector 

Charlena Stephens 

Jennifer Stevenson 

Peter Symmes 

Dwight Taylor 

Jodi Vargas 

Erika Vaughan 

Andy Webb 

Darrell Westbrook 

James Austin  

David Barta  

Joy Buhler  

Elizabeth Burghard  

Cindy Cafaro  

Ruben Cajarty  

Richard Cardinale  

Jonathan Chisholm 

Letitia Coleman  

Susan Goodwin   

Howard Caro-Lopez 

Stephen Gillespie 

Rebecca Kasper  

John Klaja  

Lisa Kool  

Public listening sessions and outreach conducted by Kearns & West. 

Graphic Designer: Isis Rodríguez/Creative Services. 

Photo: BLM
ACKNOWLEDGMENTS | 6 4

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT
6 5 | APPENDIX 1: RESEARCH & OUTREACH PROCESS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

1 

2 

3 

4 

5 

Project Kickoff 

Project Scoping 

Project Research & Outreach 

Analysis & 

Recommendation 

Development 

Finalization 

APPENDIX 1: RESEARCH & OUTREACH PROCESS 

The LETF Working Group convened in September of 2021 to initiate the task force project. 

The project scoping phase resulted in the development of the “Project Foundation and Scope” 

document, which describes the need for this effort and the plan for conducting research and 

outreach to inform evidenced-based recommendations for building and 

maintaining public trust, supporting officer mental health, wellness 

and safety, and increasing law enforcement 

program effectiveness. 

STAKEHOLDER ENGAGEMENT 

Over a six-month period, the LETF engaged in significant internal and external outreach efforts 

to ensure the broadest possible perspective on issues related to law enforcement within DOI. 

Stakeholder input was gathered through the following strategies. 

Internal Stakeholder Input 

‣ Survey - Law Enforcement Officers: 1488 responses (46% of the 3,200 DOI law 

enforcement officers) 

‣ Survey - Bureau Directors of Law Enforcement (BDLE) and law enforcement subject 

matter experts: Responses from every BDLE and Training, Internal Affairs, and 

Criminal Investigations 

‣ Survey - Land Managers supervising law enforcement programs: 87 responses from 

4 Bureaus 

External Stakeholder Input 

‣ Federal Register Notice: 22 public comments received 

‣ 12 Public Listening Sessions: 158 individuals participated 

‣ Survey - Public Satisfaction: 60 responses 

‣ Survey - Cooperating Law Enforcement Agencies: 50 responses
APPENDIX 2: OUTREACH FINDINGS | 6 6

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

RESEARCH & DATA COLLECTION 

In addition to the qualitative data generated by the LETF outreach process, quantitative data and 

information internal and external to DOI also informed the findings of the research and outreach 

process. Research was conducted using the following data sources. 

‣ Internal DOI data and information including existing DOI and Bureau-level policies, 

operational documents, and data systems. 

‣ Model law enforcement organizations situated and resourced in a similar manner to 

DOI that are making visible progress in increasing trust with the communities they serve, 

supporting the overall well-being of their workforces, and developing policies that support 

these outcomes. 

‣ Partner organizations and agencies such as the Office of Personnel Management to 

better understand law enforcement hiring trends and hiring authorities; the FBI and 

the DOJ regarding policies for use of and investigating uses of force; and the National 

Institute for Occupational Safety and Health (NIOSH) to investigate data and reports on 

law enforcement mental health, wellness, and workplace injuries; as well as and Tribal law 

enforcement organizations. 

‣ External data and information on overarching societal trends applicable to 

law enforcement. 

The findings of the LETF outreach process suggest that many aspects of DOI’s law enforcement 

programs are effective at meeting the mission intention of their Bureaus and in supporting the 

people who serve in law enforcement roles. In alignment with the purpose of the LETF, this 

report focuses on the areas where the findings suggest potential improvements in building and 

maintaining public trust, supporting officer mental health, wellness, and safety, and increasing law 

enforcement program effectiveness. 

PUBLIC TRUST IN DOI LAW ENFORCEMENT 

The majority of findings from the LETF outreach efforts related to increasing public trust in DOI 

law enforcement fell into three areas: public perception, transparency and accountability, and the 

use of force. Summaries of these findings are described below. 

Public Perception 

Although the public’s perception of law enforcement in general has become increasingly 

negative over time, the public’s view of DOI law enforcement officers is generally more favorable 

as most participants of LETF public listening sessions and surveys stated that their direct 

APPENDIX 2: OUTREACH FINDINGS 
6 7 | APPENDIX 2: OUTREACH FINDINGS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

engagement with DOI law enforcement officers was professional and respectful. However, 

two themes emerged from the outreach process related to public perception that point to areas 

for improvement. 

‣ Understaffing in DOI law enforcement programs has resulted in a lack of timely response 

to incidents, an inability to deter or discourage negative or criminal actions, and a 

perception that law enforcement is not available when needed. 

‣ The demographics of the DOI law enforcement workforce do not generally reflect the 

diversity of the populations they serve. 

Specific findings related to these themes included the following: 

‣ 55% of DOI law enforcement officers reported that staffing levels have had a major 

impact on visitor and community safety. 

‣ Public comments acknowledged the connection between a lack of officers and the 

increasing challenge of addressing public safety issues and quality of life crime. Increasing 

the presence of law enforcement on public lands was identified by public survey 

respondents as a top priority. The majority of public respondents indicated their direct 

engagement with DOI law enforcement personnel was professional and they felt safe 

seeking assistance from them. 

‣ 70% of partner organizations noted the importance of the DOI prioritizing law 

enforcement officer staffing levels. Partners identified inadequate staffing as a primary 

challenge they also face. 

‣ Most land managers believe there is a need to strengthen relationships between their law 

enforcement programs and their local communities but competing resources, lack of 

staffing, and workload hinder these efforts. 

‣ Six of seven Bureau Directors of Law Enforcement identified “ensuring appropriate 

staffing levels” as one of their top 5 priorities. 

‣ 50% of land managers indicated the demographics of their Bureau’s law enforcement 

workforce does not reflect the communities they serve. 

‣ 35% of DOI law enforcement officers believe the current diversity of the law enforcement 

ranks has a positive impact on the communities they serve and 14% of law enforcement 

officers believe it has a negative impact. 

‣ All Bureau Directors of Law Enforcement identified “recruiting, hiring, and retaining a 

diverse workforce” as one of their top 5 priorities. 

Transparency and Accountability 

Transparency is critical for building and maintaining trust in law enforcement. Three primary 

issues repeatedly surfaced during outreach efforts related to increased transparency. 

‣ The timeliness of DOI communication with the public during and after a critical incident 

is often lacking, which results in other information sources controlling the narrative of 

an event.
APPENDIX 2: OUTREACH FINDINGS | 6 8

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

‣ Bureau law enforcement programs are unable to respond to public information requests in 

a timely manner, further contributing to claims of lack of transparency. 

‣ There is a lack of affirmative communication about the activities of DOI law enforcement 

programs. This vacuum is often filled by the generalized negative perception of law 

enforcement being applied to DOI personnel and programs. 

The public demand for increased accountability from law enforcement organizations continues 

to rise. Two critical arenas for action to increase the accountability of law enforcement personnel 

and programs were identified. 

‣ As the use of body worn cameras continues to increase to reach full implementation across 

DOI law enforcement programs, the development of consistent standards for the release of 

body worn camera footage is necessary. 

‣ While the majority of law enforcement officers believe in the integrity of their use of force 

investigation process, the lack of transparency to the public leads to perceptions of a lack 

of accountability. 

Specific findings related to transparency and accountability included the following: 

‣ 85% of DOI law enforcement officers believe it is critically important that the DOI 

develops timely public communications to increase transparency regarding highly 

publicized law enforcement issues, but 33% are not confident this is taking place now. 

There is significant agreement across the Bureaus and the public that DOI is behind 

industry standards relative to crisis communications. 

‣ 30% of land managers cited internal barriers, such as layers of review and approval, 

within their Bureaus and DOI as consistently inhibiting transparency with the public. 

Land managers believe there is a lack of consistency in managing internal and external 

communications during and after critical incidents, which may result from a lack of 

training for all involved in this process. 

‣ 20% of DOI law enforcement officers feel their law enforcement program is rarely or 

never transparent during use of force investigations. 13% of DOI law enforcement officers 

are not confident that their program’s policies regarding use of force investigations will 

lead to an impartial finding. 

‣ 59% of DOI law enforcement officers believe employees are always or often held 

accountable for misconduct. 

‣ 17% of land managers do not believe they have the resources to consistently ensure 

impartial investigations into a law enforcement officer’s actions and 26% do not know if 

the resources are available.
6 9 | APPENDIX 2: OUTREACH FINDINGS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Use of Force 

Many factors contribute to a law enforcement officer’s ability to determine the need for and apply the 

appropriate level of force in a law enforcement encounter. Input from the outreach process identified 

the following dynamics. 

‣ Several aspects of workplace culture were described that contribute to officers’ fear of 

retribution if they intervene during an incident involving excessive use of force. 

‣ Recurring in-person refresher training, to include scenario-based methods and de-escalation 

tactics and techniques, can be strengthened to ensure relevant information and legal updates 

are received by all law enforcement officers. 

Specific findings related to use of force included the following: 

‣ 24% of DOI law enforcement officers stated they have some or significant fear of retribution if 

they intervene during an excessive use of force. 

‣ Although all Bureau law enforcement programs provide de-escalation training, 22% of DOI 

law enforcement officers were unaware of this training. 

HEALTHY & EFFECTIVE DOI LAW ENFORCEMENT WORKFORCE 

The DOI Law Enforcement Officer Survey provided a comprehensive picture of the current state of 

officer mental health, wellness, and safety across DOI law enforcement programs. 

Supporting Law Enforcement Officer Mental Health 

The following issues related to the mental health of DOI law enforcement officers, and the impact on 

the overall health of the workforce, were identified in the law enforcement workforce survey. 

‣ The majority of DOI law enforcement officers have experienced potentially traumatic 

events while on the job and half of those individuals feel it has negatively impacted their 

mental health. 

‣ Lack of adequate staffing was cited as one of the primary contributors to stress and mental 

health concerns across the law enforcement workforce. 

‣ Mental health resources provided by the DOI are generally not viewed as effective by the law 

enforcement workforce. 

‣ There is still a stigma in the workplace that impacts individuals from reporting some level of 

psychological distress. 

‣ Many land managers who supervise law enforcement programs are concerned about the 

mental health of their employees.
APPENDIX 2: OUTREACH FINDINGS | 7 0

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Specific findings related to officer mental health included the following: 

‣ 54% of DOI law enforcement officers said staffing levels at their worksite had a major 

impact on their mental health. An additional 28% said it had some impact. 

‣ 13% of DOI law enforcement officers said their mental health while performing their job 

is poor. 

‣ 44% of DOI law enforcement officers said they have had a concern with their mental 

health at least once in the last six months. 

‣ 44% of DOI law enforcement officers do not feel comfortable disclosing mental health 

issues to their law enforcement program. 

‣ 51% of DOI law enforcement officers stated they engage in one or more of the following 

as a response to job-related stress: excessive consumption of alcohol, poor dietary 

tendencies, reduced exercise frequency, anger, or sleeplessness. 

‣ 50% of DOI law enforcement officers are not comfortable using mental health resources. 

69% of DOI law enforcement officers believe the resources available within their Bureaus 

are not useful. 

‣ 50% of DOI law enforcement officers who have used DOI’s Employee Assistance Program 

(EAP) did not find it helpful. The main reasons given for this assessment included a lack 

of counselors who understand law enforcement specific issues, and services that were not 

provided in a timely manner. 

‣ 28% of DOI law enforcement officers feel their training has not prepared them to 

effectively manage their mental health. 

‣ Most DOI law enforcement programs do not engage in pre-employment psychological 

screening as part of the hiring process. 

‣ There is a need for consistent mechanisms within DOI for establishing baselines and 

monitoring a law enforcement officer’s health and wellness over the course of their career. 

‣ Only two of the Bureaus have a Suicide Awareness, Prevention and Response Program for 

their employees. 

‣ Five of the seven Bureau Directors of Law Enforcement identified “ensuring the 

appropriate resources and standards necessary for a healthy career in DOI, which support 

the officer’s health, wellness, resilience, and safety” as one of their top 5 priorities. 

Supporting Law Enforcement Officer Physical Health and Safety 

The survey of the law enforcement workforce pointed to officer safety and overall wellness as 

significant concerns across the DOI law enforcement programs. Key findings in this arena include 

the following: 

‣ Half of the law enforcement workforce feels their overall wellness has decreased since 

joining their law enforcement program. 

‣ A significant percentage of the DOI law enforcement workforce stated their feelings 

regarding officer safety have made them rethink a career in law enforcement.
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‣ Increased law enforcement staffing is viewed by the law enforcement workforce as the 

primary means to increase officer safety. 

Specific findings related to officer physical health and safety included the following: 

‣ 34% of DOI law enforcement officers feel their law enforcement program’s ongoing 

medical standards program is minimally effective or ineffective at determining their 

medical qualification. 

‣ 43% of DOI law enforcement officers are not confident their law enforcement program 

leadership will appropriately utilize their medical information in making decisions about 

their duty status. 

‣ DOI law enforcement officers identified the top priorities for resources needed to support 

their physical health and wellness. These included: 1) increased staffing to facilitate 

work-life balance and shared workloads, 2) physical training time during work shifts, 

3) physical health resources (e.g., gyms), 4) training standards that match current job 

demands, and 5) wellness program offerings. 

‣ 43% of DOI law enforcement officers stated their feelings regarding officer safety have 

made them rethink a career in law enforcement. Reasons given included: 1) understaffing 

leads to increased duties, 2) negative public perception of law enforcement decreases 

officer safety, 3) lack of support from management/leadership, and 4) lack of boundaries 

between work and personal life. 

‣ 64% of DOI law enforcement officers said staffing levels at their worksite had a major 

impact on officer safety. An additional 27% said it had some impact. 

‣ DOI law enforcement officers identified the top priorities for resources needed to support 

their safety. These included: 1) increased staffing (41%), 2) improved radio and dispatch 

operations (10%), 3) improved training (9%), and 4) updated equipment and technology 

resources (6%). 

DOI LAW ENFORCEMENT PROGRAM EFFECTIVENESS 

Feedback received from the LETF outreach process regarding law enforcement program 

effectiveness fell into three main categories: policy effectiveness, organizational environment, and 

supporting the career of law enforcement officers from recruitment to retirement. 

Policy Effectiveness 

Although the majority of feedback from the law enforcement workforce about DOI and Bureau 

level policy was positive, several opportunities for improvement were apparent. 

‣ Communication about policy updates is not reaching the entire law 

enforcement workforce.
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DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

‣ There is a need to assess law enforcement program use of force policies to ensure they 

support the implementation of an impartial investigatory process that can render 

independent and credible findings. 

‣ A portion of the law enforcement workforce believes the policies of their law enforcement 

program do not ensure consistent accountability for law enforcement officers’ actions. 

Specific findings related to policy effectiveness included the following: 

‣ 14% of DOI law enforcement officers are not confident that their program’s use of force 

policies are updated regularly. 

‣ 12% of DOI law enforcement officers feel that their law enforcement program’s policies 

do not make them more effective at their job. 

‣ 10% of DOI law enforcement officers state they are not informed on updates to law 

enforcement policy. 

‣ 10% of DOI law enforcement officers state that the policies they need to do their jobs are 

not easy to find. 

Organizational Environment 

Issues of organizational structure and program standards surfaced across the range of audiences 

responding to LETF outreach efforts. Key themes in this feedback included the following. 

‣ In programs where Bureau Directors of Law Enforcement do not directly supervise all law 

enforcement officers, they lack visibility and oversight of day-to-day operations. 

‣ Many non-law enforcement managers who supervise law enforcement personnel are 

unaware of critical law enforcement policies and practices. 

‣ Increased collaboration is needed between law enforcement program leadership and local 

land managers in planning for and supporting law enforcement operations. 

‣ Many law enforcement partner organizations want more direct engagement and 

collaboration with DOI law enforcement programs. 

Specific findings related to organizational environment included the following: 

‣ 39% of DOI law enforcement officers feel the organizational reporting structure of their 

law enforcement program should be changed to increase effectiveness. 

‣ 74% of land managers reported a lack of adequate support from DOI for their programs 

including community outreach, resource protection, funding, and staffing. 

‣ 86% of partner organizations have not been involved in serious incident response 

planning with their local DOI law enforcement counterparts. 

‣ 74% of partner organizations stated the most desirable outcome of partnering with DOI 

law enforcement programs is interoperability between agencies.
7 3 | APPENDIX 2: OUTREACH FINDINGS

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Photo: USPP
APPENDIX 2: OUTREACH FINDINGS | 7 4

DOI LAW ENFORCEMENT TASK FORCE 2023 REPORT

Law Enforcement Officer Career: Recruitment to Retirement 

The LETF outreach efforts identified a series of factors which significantly influence the ability of 

DOI law enforcement programs to recruit and retain a talented and diverse workforce. 

‣ Competitive and equitable compensation, availability of appropriate training, equipment 

and facilities, and effective supervision are foundational to the retention of a productive 

law enforcement workforce. 

‣ DOI law enforcement programs often find it difficult to compete with other law 

enforcement organizations in recruiting new officers. 

‣ There is general agreement about the need to streamline the hiring process across all DOI 

law enforcement programs. 

‣ In order to diversify DOI law enforcement ranks, attention needs to be paid to making 

both the academy and field training and the daily work environment increasingly 

equitable and inclusive. 

Specific findings related to a law enforcement officer’s career included the following: 

‣ Pay parity does not exist across all DOI law enforcement programs. 

‣ Compensation packages within DOI are not competitive with other law 

enforcement organizations. 

‣ 39% of DOI law enforcement officers feels their law enforcement program focuses little 

effort on building or retaining a diverse workforce. 

‣ All Bureaus cited the length of time to complete background investigations as an 

impediment to filling positions in a timely manner. 

‣ The majority of Bureau training managers believe that basic training/academy courses are 

only somewhat effective at preparing law enforcement officers for the expectations of 21st 

century policing. 

‣ Four of the seven law enforcement programs do not have an active mentoring program. 

‣ Understaffing limits the ability of law enforcement personnel to attend training which 

leads to stale skills and knowledge. 

‣ Five of the seven Bureau Directors of Law Enforcement identified “development of 

high quality basic and ongoing training for law enforcement officers” as one of their top 

5 priorities.
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APPENDIX 3: REFERENCES

Public Trust in DOI Law Enforcement Programs

Crabtree, Steve. "Most Americans Say Policing Needs Major Changes." Gallup, July 22, 2020.

https://news.gallup.com/poll/315962/americans-say-policing-needs-major-changes.aspx

Executive Order (E.O.) 14074 of May 21,2022. https://www.govinfo.gov/content/pkg/DCPD202200454/pdf/DCPD-202200454.pdf

Herold, Maris (Chief ) and Tamara D. Herold, Ph.D. “Lessons for the Field: A Checklist for Fair 

and Just Data-Driven Policing.” Police1.com, February 10, 2023. https://www.police1.com/

chiefs-sheriffs/articles/lessons-for-the-field-a-checklist-for-fair-and-just-data-driven-policingqBKCQBRpVCoN33UT/

International Association of Chiefs of Police. 2016. Officer-Involved Shootings: A Guide for Law 

Enforcement Leaders. Washington, DC: U.S. Department of Justice: Office of Community 

Oriented Policing Services. Published 2016. https://www.theiacp.org/sites/default/

files/2018-08/e051602754_Officer_Involved_v8.pdf

Jones, Jeffrey M. "Black, White Adults' Confidence Diverges Most on Police." Gallup, August 12, 

2020. https://news.gallup.com/poll/317114/black-white-adults-confidence-diverges 

-police.aspx

Jones, Jeffrey M. "In U.S., Black Confidence in Police Recovers From 2020 Low." Gallup, July 14, 

2021. https://news.gallup.com/poll/352304/black-confidence-police-recovers-2020-low.aspx

McClure, Dave, Michael Jacobson, and Mark Perbix. 2023. Getting It Right and Why It Matters: 

An Introduction. Designing an Effective Law Enforcement Data Dashboard. Washington, 

DC: U.S. Department of Justice: Office of Community Oriented Policing Services. Published 

2023. https://portal.cops.usdoj.gov/resourcecenter?item=cops-w1011

Newall, Mallory, Chris Jackson, and Johnny Sawyer. "Americans’ Trust in Law Enforcement, 

Desire to Protect Law and Order on the Rise." Ipsos, March 5, 2021. 

https://www.ipsos.com/en-us/americans-trust-law-enforcement-desire-protect-law-andorder-rise

"Public Perceptions of the Police." Council on Criminal Justice, October 7, 2020. Accessed 

January 12, 2022. https://counciloncj.org/public-perceptions-of-the-police/

U.S. Department of Justice. Office of Justice Programs. Final Report of the President's Task Force on 

21st Century Policing. Washington, DC: National Criminal Justice Reference Service, 2015. 

https://www.ojp.gov/ncjrs/virtual-library/abstracts/final-report-presidents-task-force-21stcentury-policing

U.S. Department of Justice. 2019. Law Enforcement Best Practices: Lessons Learned from the Field.

Washington, DC: Office of Community Oriented Policing Services. https://portal.cops.

usdoj.gov/resourcecenter?item=cops-w0875
APPENDIX 3: REFERENCES | 7 6

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U.S. Department of Justice. Community Relations Services Toolkit for Policing: Police Critical 

Incident Checklist. Washington, DC: Community Relations Service. https://www.justice.gov/

file/1376336/download

U.S. Department of Justice. Importance of Police-Community Relationships and Resources for 

Further Reading. Washington, DC: Community Relations Service. https://www.justice.gov/

file/1437336/download

Healthy and Effective DOI Law Enforcement Workforce 

Copple, Colleen, James Copple, Jessica Drake, Nola Joyce, Mary-Jo Robinson, Sean Smoot, 

Darrel Stephens, and Roberto Villaseñor. 2019. Law Enforcement Mental Health and Wellness 

Programs: Eleven Case Studies . Washington, DC: Office of Community Oriented Policing 

Services. https://portal.cops.usdoj.gov/resourcecenter/RIC/Publications/cops-p371-pub.pdf 

COPS Office (Office of Community Oriented Policing Services). 2018. Officer Health and 

Organizational Wellness: Emerging Issues and Recommendations. Officer Safety and Wellness 

Group Meeting Summary. Washington, DC: Office of Community Oriented Policing 

Services. Published 2018. 

“Law Enforcement Officers Killed and Assaulted .” Crime Data Explorer: Federal Bureau of 

Investigation. Accessed January 28, 2022. https://cde.ucr.cjis.gov/LATEST/webapp/#/pages/

le/leoka 

Lexipol. (2023, June 13). Lexipol Survey Uncovers Alarming Staffing Shortages and Stress Levels 

Reported by First Responders. GlobalNewswire. https://www.globenewswire.com/news-rele

ase/2023/06/13/2687208/14064/en/Lexipol-Survey-Uncovers-Alarming-Staffing-Shortagesand-Stress-Levels-Reported-by-First-Responders.html 

Lilly, Michelle (Dr.) and Shawn Curry (Sergeant). "Mental Health Training and Intervention: 

A Critical Component of Police Reform ." Training and Research Institute for Public Safety,

August 23, 2020. https://lris.com/wp-content/uploads/2020/11/476005981-Mental-HealthTraining-and-Intervention-A-Critical-Component-of-Police-Reform.pdf

National Officer Safety Initiatives. 2020. Preventing Suicide Among Law Enforcement Officers: An 

Issue Brief . Developed under Grant No. 2018-DP-BX-K001 awarded by the Bureau of Justice 

Assistance. https://www.theiacp.org/sites/default/files/2020-02/_NOSI_Issue_Brief_ 

FINAL.pdf

Nissim, Hanna Shaul Bar, Jeff Dill, Robert Douglas, Olivia Johnson, and Caitlyn Folino. 2022. 

The Ruderman White Paper Update on Mental Health and Suicide of First Responders .

Ruderman Family Foundation. https://rudermanfoundation.org/white_papers/the-rudermanwhite-paper-update-on-mental-health-and-suicide-of-first-responders/

Police Executive Research Forum. 2021. Promising Strategies for Strengthening Police Department 

Wellness Programs: Findings and Recommendations from the Officer Safety and Wellness 

Technical Assistance Project . Washington, DC: Office of Community Oriented Policing 

Services. https://portal.cops.usdoj.gov/resourcecenter/RIC/Publications/cops-w0964-pub.pdf
7 7 | APPENDIX 3: REFERENCES

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Police Executive Research Forum. March 2023. Women in Police Leadership: 10 Action Items for 

Advancing Women and Strengthening Policing. Washington, DC: Critical Issues in Policing 

Series. Published 2023. 

Spence, Deborah L., Melissa Fox, Gilbert C. Moore, Sarah Estill, and Nazmia E.A. Comrie. 2019. 

Law Enforcement Mental Health and Wellness Act: Report to Congress . Washington, DC: 

U.S. Department of Justice. https://portal.cops.usdoj.gov/resourcecenter/RIC/Publications/

cops-p370-pub.pdf

U.S. Department of the Interior. Personnel Bulletin No. 22-04: Requirements for Assessment 

Practices During the Selection Process. Washington, DC: 2022. 

U.S. Department of Justice. Bureau of Justice Assistance. "Officer Suicide: Understanding the 

Challenges and Developing a Plan of Action ." Washington, DC: National Suicide Awareness 

for Law Enforcement Officers (SAFLEO) Program, May 2022. https://www.safleo.org/

ResourceLibrary/Resource/408f43c8-72c3-4c8b-ee19-08da3dc34503

U.S. Department of Justice. Bureau of Justice Assistance. “Peer Support as a Powerful Tool 

in Law Enforcement Suicide Prevention .” Washington, DC: National Consortium on 

Preventing Law Enforcement Suicide, 2020. https://www.theiacp.org/sites/default/

files/2020-10/244736_IACP_NOSI_PeerSupport_p5.pdf

U.S. Department of Justice. Federal Bureau of Investigation. “Law Enforcement Suicide Data 

Collection (LESDC).” Crime Data Explorer. March 15, 2023. https://cde.ucr.cjis.gov/

LATEST/webapp/ - /pages/le/lesdc. (accessed June 5, 2023) 

U.S. Department of Justice. Office of Justice Programs. Women in Policing: Breaking Barriers and 

Blazing a Path. Washington, DC: National Institute of Justice, July 2019. https://www.ojp.

gov/pdffiles1/nij/252963.pdf

U.S. Department of Justice. “Recommendations Regarding the Prevention of Death by Suicide of 

Law Enforcement.” Washington, DC: 2023 

U.S. Department of Justice. “Report on Best Practices to Address Law Enforcement Officer 

Wellness: Practices to Foster a Culture of Wellness and Psychological Health and Well-Being 

of Law Enforcement Agency Personnel.” Washington, DC: 2023. 

U.S. Office of Personnel Management. Employee Wellness Programs (EWPs): A Guide for Agency 

Leaders. Washington, DC: May 2023. 

U.S. Public Health Service. The U.S. Surgeon General’s Framework for Workplace Mental Health 

& Well-Being. Washington, DC: 2022. https://www.hhs.gov/sites/default/files/workplacemental-health-well-being.pdf
APPENDIX 3: REFERENCES | 7 8

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DOI Law Enforcement Program Effectiveness 

"National Association for Civilian Oversight of Law Enforcement ." National Association for Civilian 

Oversight of Law Enforcement. Accessed January 20, 2022. https://www.nacole.org/

Vitoroulis, Michael, Cameron McEllhiney, and Liana Perez. 2021. Civilian Oversight of Law Enforcement: 

Report on the State of the Field and Effective Oversight Practices . Washington, DC: Office of Community 

Oriented Policing Services. https://portal.cops.usdoj.gov/resourcecenter/?item=cops-w0952

U.S. Department of the Interior Law Enforcement Task Force Surveys and 

Listening Sessions 

U.S. Department of the Interior. Law Enforcement Task Force. Cooperating Law Enforcement Organizations 

Survey. 2022. 

U.S. Department of the Interior. Law Enforcement Task Force. Public Customer Satisfaction Survey. 2022. 

U.S. Department of the Interior. Law Enforcement Task Force. Internal Law Enforcement Officer Survey. 2022. 

U.S. Department of the Interior: Law Enforcement Task Force. “Strengthening Public Trust in the 

Department of the Interior Law Enforcement Programs: Listening Sessions .” June – July 2022. 

https://www.federalregister.gov/documents/2022/06/03/2022-11892/strengthening-public-trust-in-thedepartment-of-the-interior-law-enforcement-programs

Photo: FWS RLE
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DOI Law Enforcement Task Force (LETF) 

U.S. Department of the Interior 

1849 C Street, NW 

Washington, DC 20240