1. Slide 1
Policing Issues: Cops thatPolicing Issues: Cops that
MoonlightMoonlight
Dr. Perry Lyle, PhDDr. Perry Lyle, PhD
Columbia CollegeColumbia College
20162016 (Study conducted 2015)(Study conducted 2015)

2. Slide 2
Problem Statement
 There are over 14,800 police and sheriff departments in the United States,
employing approximately 780,000 sworn officers—those with arrest
powers (Reaves, 2011). Many of these officers engage in secondary
employment, commonly referred to as moonlighting, to earn extra income
in a profession that has been known for inadequate wages.
 Even progressive departments might not adequately regulate moonlighting
activities. The problem is that fatigue, stress, and job burnout can result
from excessive hours worked, and moonlighting, if not properly regulated,
can exacerbate the problem.
 Studies have linked stress and burnout with lack of sleep and emotional
exhaustion. Stress and burnout are associated with poor response times
and inability to focus on tasks.

3. Slide 3
ContinuedContinued
 Up to 32% of police are injured due to accidents on the job.
 Being awake for 19 hours is tantamount to having a blood alcohol
concentration (BAC) of over .05, and in most states .08 is the legal
standard for driving while impaired. At 24 hours of being awake, the
equivalent BAC doubles to .10 (Vila, 2009).
 Secondary employment activities for police officers may have
significant negative outcomes both for the police officer as well as for
his/her employer (McCarty & Skogan, W., 2012). The central
problem exists in the unfettered access for unregulated hours worked
beyond normal duties that may induce sleep deprivation, physical
and emotional exhaustion.
 The phrase of ‘moonlighting’ appeared in the early 1950
representing people who worked second jobs for income. Working
evenings by the light of the moon became a catch phrase.

4. Slide 4
What Dr. Lyle’s Study Revealed
 The research study utilized the Strain and Maslow’s Need Satisfaction
theoretical foundations to underpin the research. The sample for the
descriptive research employed participation from six law enforcement
agencies in the North Central Region and the Southeast Regions of
the U. S. Full time sworn law enforcement officers (n=199) between
the ages of 18-65 with rank of police officer to Lieutenant were tested
utilizing the Operational and Organizational Police Stress Tests and
the Maslach Burnout Inventory (MBI-GS).
Research Questions
The study was based on five research questions and related hypotheses. Hypotheses are stated below in both
null and alternative form.
RQ1: How does secondary employment by police officers affect occupational stress and burnout?
H1o: Secondary employment has no statistically significant effect on occupational stress and burnout.
H1a: Secondary employment has a statistically significant effect on occupational stress and burnout.
RQ2: How do secondary employment polices affect the incidence of occupational stress, burnout, and legal
liability?
H2o: Secondary employment policies have no statistically significant effect on occupational stress,
burnout, and legal liability.
H2a: Secondary employment policies have a statistically significant effect on occupational stress, burnout,
and legal liability.

5. Slide 5
ContinuedContinued
RQ3: How do age, gender, and years of experience affect organizational stress?
H3o: Age, gender, and years of experience have no statistically significant effect on organizational stress.
H3a: Age, gender, and years of experience have a statistically significant effect on organizational stress.
RQ4: How do age, gender, and years of experience affect operational stress?
H4o: Age, gender, and years of experience have no statistically significant effect on operational stress.
H4a: Age, gender, and years of experience have a statistically significant effect on operational stress.
RQ5: How do age, gender, and years of experience affect job burnout?
H5o: Age, gender, and years of experience have no statistically significant effect on job burnout.
H5a: Age, gender, and years of experience have a statistically significant effect on job burnout.
 Three subscale variables where employed to examine relationships of
officers based on age, gender and years of experience engaged in
moonlighting activities.
 The study exposed a strong relationship between operational,
organizational stress and job burnout while officers engaged in
moonlighting work… Future studies are recommended to examine links
between the chronic problem of stress, fatigue and burnout associated
moonlighting work performed by police officers.

6. Slide 6
Excessive O.T.Excessive O.T.
 A number of studies have been conducted to better understand the
phenomena of sleep deprivation, stress and burnout due to excessive
overtime and other related occupational factors in nursing,
transportation, education, firefighting and policing. These studies have
focused primarily on shift work and scheduling. According to the
Bureau of Labor Statistics (2010), the law enforcement job has one of the
highest rates of injuries and illnesses of all occupations. However, little
has been done to examine relationships between internal police policies
that may affect outcomes associated with stress and job burnout due to
moonlighting, and the problems are significant.
 Citizen complaints of corruption and tired cops had progressed so out-
of-hand in New Orleans that in 2012, Mayor Mitchell Landrieu
announced plans to reform paid details within the office of Police
Secondary Employment (OPSE).The intra-department was designed to
manage and comply with a Department of Justice finding of systemic
problems of corruption within New Orleans Police Department (NOPD,
2012).

7. Slide 7
BackgroundBackground
 According to the Bureau of Labor Statistics, approximately six
percent of the American labor force has reported working one
additional jobs (multiple job-holders) within a work week in a 2011
BLS - Current Population Survey (CPS) as cited by (Marucci-
Wellman, H., and et. al. 2014).
 In the local and state police profession, it has been estimated that
multiple job-holders may be as high as 11.9 percent according to
(Brunet, J., 2008). In both studies, the predominant reason given for
working extra jobs was the need for additional income and
secondarily, to advance their skills and job opportunities.
 Law enforcement personnel working extra details may be increasing
their levels of fatigue linked directly to increased stress and potential
job burnout. The inability of getting enough rest and quality sleep
creates psychological and physical impairments, loss of performance
abilities, quality services, agility and behavioral problems which
includes heightens aggression.

8. Slide 8
Quality of Life
 The family life of the police officer is often disjointed between
competing demands of the job and the very nature that creates
difficult stress situations.
 Stress, angry aggression displaced onto family members and co-
workers;
 Increase tensions and home – fighting and threats of divorce,
domestic violence and even suicide
 Officers isolates and finds relief by working even more hours;
 Nutrition and healthily lifestyles diminished;
 Sex life diminishes;
 Officers loses focus on the job – performance issues evolve, and
job loss.
 Job burnout - Burnout has long been a concern of
organizational scientists (Ahola & Hakanen, 2007). Job burnout
results from chronic frustration and fatigue at work, leading to
a feeling of being trapped. Employees suffering from burnout
typically feel detached from their job and isolated from
coworkers (McCarty & Skogan, 2012).

9. Slide 9
ContinuedContinued
 According to Carlton (2009), “Job burnout is a physical and mental
state caused by severe strain placed on the body until all resources
are consumed” (p. 66). Burnout might manifest itself as a distant
stare indicating that one is not fully present in the immediate
situation. Job burnout can have a spillover effect, affecting one’s
off-the-job relationships with family, friends, and loved ones (Bunk
& Schaufeli, 1993). The risk of suicides are increased.
 One consequence of burnout is fatigue. Fatigue and sleepiness are
often confused and substituted for each, but they are separate
conditions. Sleepiness is the body’s felt need to fall asleep, whereas
fatigue is a state of exhaustion accompanied by lack of energy,
which compromises physical and cognitive functioning (Shen,
Barbera, & Shapiro, 2006). In 1910, Americans averaged 9 hours of
sleep per night. By 2002, that figure had dropped to 6.9 hours, and
6.2 hours when times were measured by an electronic device as
opposed to self-reporting (Rogers, 2008).

10. Slide 10
ContinuedContinued
 One strategy used by police officers, nurses, and others is to catch up
on lost sleep on days off. However, many experts advise that sleep is
an important restorative function to the body that cannot be double-
banked. Mood swings, depression, and irritability in healthy people of
all ages can result from loss of sleep. An accumulated sleep debt “may
be significant enough to impair decision making, initiative,
integration of information, planning and plan execution, and
vigilance” (Rogers, 2008, p. 2).
 Science tells us that a person can not catchup on sleep loss.
 How fatigue and burnout can lead to major disasters; examine:
Two nuclear power plant accidents (Chernobyl and Three Mile
Island) as well as the grounding of the oil tanker Exxon Valdez have
been linked to sleep deprivation. In the Valdez incident, the
captain and his assistant had not slept for 18 hours and 36 hours,
respectively, prior to the disaster (National Technical
Information Service, 1989).

11. Slide 11
ContinuedContinued
Investigation of the Space Shuttle Challenger disaster revealed
sleep deprivation as a contributing factor (Presidential
Commission on the Space Shuttle Challenger accident, 1986).
Fatigue was also cited as a factor in police misconduct following
Hurricane Katrina (National Institute of Justice [NIJ], 2012).
The NIJ (2012) described a cycle whereby “disrupted sleep increases
fatigue, fatigue diminishes ability to cope with stressors in a healthy
way, and inability to cope with stressors disrupts sleep” (para. 4). The
NIJ also noted that most police departments have an unspoken code of
silence when it comes to reporting stress and strain on the job. It
appears to be a part of police work culture to take fatigue as part of
being a cop. The NIJ speculated that it may take a cultural paradigm
shift or a national mandate to consider sleepiness-centered error-
reduction under the auspices of “fatigue management.”
According to the CDC, hospital errors by health practitioners are the
third leading source of all U. S. deaths.

12. Slide 12
Blurred Lines/Blue WallBlurred Lines/Blue Wall
 Lines between moonlighting and departmental policies become
blurred – police with brotherhood bonds, (blue wall) protect their
self-perceived interest; even at their own health risk!
 An especially serious consequence of job burnout is suicide. Suicides
among police officer are estimated to be 30% higher than in the
general population. Symptoms—such as loss of interest in family
and work, or increased irritability and worry—are often ignored
because of the attitude that it is not proper to interfere in someone’s
personal life.
 Walsh (1986) found that police officers in New York City engaged in
arrest avoidance so as not to interfere with their lucrative secondary
jobs. To counter this problem, some police departments prohibit
secondary jobs, while others regulate the practice in various ways.
Some departments encourage the practice as a way to supplement
low pay scales.

13. Slide 13
Secondary Employment
Policies
 Police departments vary in their policies regulating secondary
employment by officers; however, common stipulations are that
officers may engage in off-duty employment subject to the following
limitations:
 Secondary employment does not conflict with the officer’s
primary duties and the department’s mission.
 Officers obtain administrative approval prior to engaging extra-duty
assignments, which usually details hours, mandatory rest
periods, pay and billing procedures, type of business, and
responsibilities.
 Officers are not assigned to businesses whose primary revenues are
based on the sale of alcoholic beverages, bail bond agencies, private

14. Slide 14
ContinuedContinued
investigative work for insurance companies, private guard services,
collection agencies, attorneys, or employment that may otherwise bring
the department into dishonor or create conflicts of interest with the
general public.
In some jurisdictions, local governments have taken the decision
process out of the hands of the police decision makers and have passed
local ordinances regulating the practice (Reiss, 1988).
The IACP recommends that officers work no more than 64 hours per
week (IACP, 1996). The International Risk Management Association
(IRMA) has a Model Police Employment Program that closely follows
the ICAP model. The IRMA policy goes into more detail about workers
compensation, liability, and independent contractor employment
(IRMA, 2006).

15. Slide 15
5 P. D. Employment Polices5 P. D. Employment Polices
Police
Department
Outside jobs
allowed?
Super-
vised?
Dedicated
unit?
Sur-charge
or burden?
Hours rest
specified? Regulation No.
Atlanta yes yes no yes yes Yes -16/24 2060
Bellevue, KY yes yes no yes yes Yes -Not >24 10.06.1
Chicago yes yes yes yes yes
Yes -Not
specified 13-162 SB
Cincinnati yes yes yes/no
yes/n
o yes
Yes - Not >
18/24 19.140
New Orleans yes yes yes yes yes Yes -Not >76 Decree
Table 1. Selected Police Agencies’ Secondary Employment Policies

16. Slide 16
ContinuedContinued
 In Lake Wells, Florida, half of the city’s 185 employees hold
multiple jobs. Firefighters and police officers have schedules with
3 or 4 days off per week, thus enabling them to work other part-
time jobs. As long as employees do not have conflicts of interest,
such as working for city contractors, the practice is tolerated
(Hirschman, 2000).
 Flexible scheduling of officers – Originally haled as enormous
benefit to stress and fatigue; the 4 x 10 (three days - off) and the 3
x 12 (four days - off on rotations) became a quagmire for police
executives when officers utilized the time off to work other jobs!
 Like it or not, police benevolent associations/unions are often a
silent partner with police leadership as they want the officers’ to
have the right to work off-duty jobs.

17. Slide 17
Pros & Cons of MoonlightingPros & Cons of Moonlighting
Pros –
Supplemental wages for police
Increase police presence paid for by private firms
Professional event security coverage at sporting events, concerts, and
other public events
Celebrity security coverage
Human & nature caused environmental disaster support
Religious and funeral traffic support
Cons –
 Sleep depravation, psychological and physiological issues
 Job burnout – health deterioration, suicide risks, etc.
 Tired cops – job performance issues
 Liability issues
 Conflicts of interest and corruption
 Diminished quality of life

18. Slide 18
Implications for PracticeImplications for Practice
Based on the results of the study presented, the following
recommendations can be made to improve law enforcement
administrative practices:
Review policies and procedures that govern secondary employment,
ensuring that they are clear and even-handed. Large departments
appear to be using better tracking systems to monitor outside-normal-
duty hours to ensure adequate rest and downtime. Large departments
might consider contracting with an outside entity to manage all aspects
of secondary employment, including both assignments and
compensation. Police agencies should consider the IACP model that
not only regulates hours spent on outside details but also assesses
possible conflicts of interest and assignments deemed unfit or
hazardous
Institutionalize wellness and educational programs that promote
physical fitness as a means to improve individual health and stress
reduction

19. Slide 19
ContinuedContinued
 Promote nutritional education and healthy eating habits with less
reliance on caffeine, sugar, and other stimulants commonly used
by those with demanding and erratic work schedules
 Promote conducive day-sleep environments at home with no
distractions, often referred to as sleep hygiene (Samuels, 2009)
 Emphasize the benefits of anonymous consulting through
employee assistance programs for a variety of problems: family
stress, financial stress, addiction, and so forth
 Take steps to change the assumption that being fatigued is just
part of being a cop
 Promote ‘live within my means’ culture

20. Slide 20
ConclusionConclusion
 Moonlighting among police officers has both advantages and
disadvantages. Secondary employment enables officers to
supplement what have traditionally been lower wages than are
available in comparable professions. That in turn reduces the strain
of feeling undercompensated and hence underappreciated for the
difficult work that police officers do.
 As Griffin and Bernard noted (2003), fatigued and overstressed
officers are more likely to respond with inappropriate aggression,
thus exposing themselves and their departments to harm and
potential litigation.
 Secondary employment in law enforcement is a well-established
phenomenon, and barring widespread increases in salaries for
police officers, it is likely to continue, although some municipalities
have considered eliminating or vastly curtailing moonlighting in
view of the costs of defending officers accused of misconduct in off-
duty jobs.

21. Slide 21
ReferencesReferences
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22. Slide 22
ReferencesReferences
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23. Slide 23
AppendixAppendix
San Jose P. D. (off-duty cops)
N. Miami Beach P. D. – Shooting
death of Sgt. Steven Bauer (1992)