10/20/2025
BREAKING NEWS, Williston—A Smaller Police Budget Means More Work for Staff and Management. But What About Morale?
Williston wakes to a day that feels a touch different. Not because crime has suddenly spiked, but because the city commissions police department budget requirements may have reshaped the everyday rhythm of policing here. Seemingly small shifts—where officers spend their time, which tasks they must triage, and who has the chance to rise into leadership—echos outward into response times, proactive policing, community trust and officer morale.
By the Numbers
Current staffing: 67 sworn officers.
Williston population: 29,632 (latest estimate).
National staffing benchmark: roughly 2.4–2.5 officers per 1,000 residents.
Using the benchmark range:
At 2.4 per 1,000: targeted staffing ≈ 2.4 × (29,632 / 1,000) ≈ 71 officers.
At 2.5 per 1,000: targeted staffing ≈ 2.5 × (29,632 / 1,000) ≈ 74 officers.
Reality check from our data:
If you consider allocated vs. unallocated time (calls handled vs. proactive duties like traffic enforcement, drug task force, K-9, etc.), Williston’s current pattern lands us in the “comfortably staffed” zone for Patrol and Investigations, yet with a strong emphasis on reactive work.
Losing proactive positions (Drug Task Force, K-9, Traffic Enforcement) highlights the gap: fewer proactive resources often means more on-scene response for incidents that might have been prevented or disrupted earlier.
Takeaway: Williston’s numbers sit close to national targets, but the gap between “comfortably staffed” and optimal proactive capacity matters for coverage and morale.
The Flow Chart, Rewritten
From the attached, the department’s flow chart reflects:
A streamlined leadership ladder with fewer upward pathways (Lieutenant/Sgt roles impacted by budget cuts).
A workforce that remains strong in day-to-day operations but with reduced capacity for proactive initiatives and internal leadership development.
Impact of eliminating or constraining leadership steps:
Morale: For officers who view promotion and expanded responsibility as motivation, the absence of these steps can dampen initiative and career engagement. One high ranking Williston officer in the department put it this way:
“There has been an effect on morale. We have a department full of well-trained and dedicated officers. One of the biggest morale boosters in policing is having opportunities to specialize and grow. When specialized positions are eliminated, it limits those opportunities and can stifle professional development. We had several qualified internal sergeants who applied for lieutenant positions that ultimately had to be removed, which was disappointing for many. That said, our people remain committed to the community and continue to perform at a high level despite those challenges.”
Operational effect: Fewer senior leadership roles can slow decision-making during critical incidents and hamper mentorship, succession planning, and cross-unit coordination.
The chart also notes that three officers have accepted conditional offers with the Williams County Sheriff’s Office, with one resignation effective in November. This compounds the staffing reality and underscores the need for careful deployment and retention efforts.
Metrics That Matter for Williston
Based on the national standard, about 70–74 officers would align with 2.4–2.5 per 1,000 for Williston’s population. Considering geography and call volume and growth expectations, experts in this area suggests the department may function best with a modest buffer above the 67 sworn, particularly to support proactive work and coverage during vacations or training.
We spoke to several retired and active duty high-ranking officers from outside Williston about the effect budget cuts can have on the rank and file. Their suggestions deserve consideration.
Morale indicators to watch:
Overtime usage and comp time balance.
Recruitment and retention trends (noting the Sheriff’s Office moves and the upcoming resignation).
Participation in training and mentorship programs (even if formal promotions are limited, alternative leadership roles can help).
Morale, Promotion, and the Ripple Effect
Key point: leadership opportunities are a powerful motivator. When lieutenant and sergeant tracks are limited or removed, a segment of officers may feel stymied, which can suppress initiative and long-term commitment.
Mitigation ideas:
Create alternative leadership channels: lead officer roles, project coordinators, or civilian supervisor tracks that don’t require additional sworn rank.
Strengthen mentorship and training programs to preserve growth opportunities.
Coverage and response: With three officers leaving for the County Sheriff’s Office and one more resignation, there is a tangible gap that must be managed.
Bottom line: Policing in Williston is still mission-driven and focused on maintaining safety, but the budget realities require sharp, data-informed deployment and a renewed emphasis on proactive elements and leadership development within the constraints.
Williston is extremely fortunate that we have a new Williston Police Chief, Steven Gutknecht, who seems ready and able to tackle these budgetary concerns. Though it’s unfortunate for him that at the beginning of his tenure, he has to deal with reduction in staffing, there appears to be every indication that Chief Gutknecht is up to the task.
