Law enforcement agencies often use After-Action Reviews (AARs) to evaluate critical incidents. However, many agencies miss their broader potential for everyday operations. According to research conducted by Benchmark Analytics, which monitors agency and officer performance across over 2,000 agencies and 70 million performance records, agencies that integrate AARs into daily routines as part of a learning-driven culture significantly outperform their peers.

The research highlights a common misconception about AARs. Many agencies treat them solely as a retrospective tool for evaluating serious incidents. But what if AARs were approached as proactive coaching tools? Consider how professional sports teams analyze game film to improve performance. Similarly, AARs applied to routine calls, traffic stops, investigations, and community engagement can transform how agencies operate. These daily reviews identify outstanding performance, reveal inefficiencies, and create meaningful coaching opportunities for officers. Agencies that use AARs to reinforce how their officers embody the organization’s mission and values foster a culture where excellence becomes repeatable.

This shift in how AARs are viewed is nothing short of transformational. Leading agencies enhance professionalism and lower incident risk by prioritizing proactive improvement rather than reactive assessments. For example, agencies employing this approach have reduced officer and subject injuries, liability claims, and at-fault auto crashes by up to 60%.

The Tangible Benefits of AARs

After action reviews go beyond paperwork. They help officers sharpen tactical decision-making, communication skills, and situational awareness. When agencies regularly review everyday interactions, they spot opportunities to address unnecessary risks or gaps in training. Benchmark’s data also shows that AARs can surface procedural inefficiencies and inspire innovation. By tackling these areas head-on, agencies not only lower risk exposure but also improve their overall quality of service.

For example, if an officer’s approach during a routine traffic stop creates unnecessary risk, an AAR discussion can provide immediate, constructive feedback. Similarly, analyzing a successful community engagement event can reinforce and replicate effective strategies. Over time, these discussions drive incremental but impactful improvements in an agency’s operations.

Building a Coaching Culture

To unlock the full potential of after action reviews, a coaching-focused organizational culture is essential. Agencies that prioritize excellence as a mission—not just hitting rigid metrics—see the greatest gains. Command staff play a key role by fostering open, honest dialogue and aligning their teams around shared values and accountability. Leaders must create an environment where learning from mistakes is embraced rather than feared.

Top-performing agencies recognize that a culture of learning and a culture of accountability are two sides of the same coin. By removing the stigma attached to failure and focusing instead on growth, they set the stage for service excellence. This mindset prevents the all-too-common concern that acknowledging missteps might weaken performance—instead, it reinforces the organization’s commitment to continuous improvement.

Moving Forward

Looking ahead, Benchmark plans to share actionable examples of how leading agencies incorporate AARs into their daily routines. These examples, along with research-backed tips, will provide practical guidance for agencies of all sizes to streamline the process and maximize its impact.

Starting Your AAR Journey

The benefits of AARs are clear. They reduce risk, limit liability, and enhance service quality. And because AARs don’t rely on financial investment, they’re accessible to every agency. By fostering open, blame-free discussions, you can make continuous improvement part of your organization’s DNA.

The process starts small—with an intentional commitment to learn from every interaction. Step by step, AARs turn daily operations into opportunities for growth, and that growth leads to measurable improvements in officer performance, agency efficiency, and community outcomes. The question is not whether you can afford to adopt AARs; it’s whether you can afford not to.

About the Author

Mark Pfetzer is a consultant and former law enforcement executive with over two decades of leadership and risk management experience. As founder of RMP Consulting LLC, he specializes in operational assessments, liability mitigation, and policy program management for law enforcement and detention facilities. His expertise lies in identifying vulnerabilities, implementing strategic solutions, and developing customized training programs that enhance safety, efficiency, and organizational effectiveness.

Mark retired is a Captain from the San Juan County Sheriff’s Office, where he led multiple divisions, and played a pivotal role in risk and liability management. He also served as the Police Administrative Manager for the Durango Police Department, where he ensured strategic alignment of administrative operations with the department’s mission.

Mark is a graduate of the FBI National Academy and holds a certification in risk management. He is an active member of the International Association of Chiefs of Police (IACP) and has contributed to several professional organizations, including the New Mexico Sheriff’s Professional Standards Council and Leadership New Mexico. His extensive training and experience underpin his ability to develop data-driven strategies that balance operational capabilities with best practices.