When people decide to become a police officer, we hope they do this out of a sense of service and commitment to their community. Most join the profession to make the world a better, safer place or because they believe they can make a difference. This perspective is all well and good, provided that the officer can adhere to it for the duration of a 25-year career. Today, an increasing number of police recruits indicate a greater interest in what personal benefits they might derive from public safety employment.

Certain conditions in American policing have led to a sea change in recruitment perspectives and attitudes toward a job in the law enforcement field. While the motivation of service to the community remains strong, in many areas recruitment and retention of police officers and support staff has suffered. In an effort to improve recruitment, financial incentives have been implemented, which will be covered in depth further in the chapter. Other motivations for the 21st century recruit might include shift flexibility; greater time off and leave; cash for specialty pay; overtime opportunities; take-home vehicles; opportunities for training; assignment to specialized duty; and access to cutting-edge equipment. Being able to live in an area outside the department’s jurisdiction—but still close enough to provide timely response—is another example that focuses on quality-of-life issues for the officer.

There are inherent inconsistencies in how the elements of interactive community policing are applied and how they are accepted by the community. This is one reason why some communities’ relationships with their police department flourish, while other police-community relations may vary from neutral to contentious. An important first step in fostering trust between the police and the community is through the process of recruitment and retention of quality personnel. Hiring highly qualified, properly vetted personnel who possess the physical and mental fitness, empathy, and caring for the jobs in the field of justice is an admirable start, but it requires maintenance through onboard training, strong policy development and adherence, a believable and achievable mission, vision and core values of the department, and an ongoing love for service to people and community. Some call this stewardship of public safety. Belief in this value system must be inclusive at all levels: administration, mid-level supervisors and staff, and frontline officers. Quality should be evident at many levels, including fitness of staff; personal integrity; cleanliness and organization of equipment and workstations; competence of employees; training that is dynamic and reflective of the duties and responsibilities of the position; and compensation permitting an employee to remain in their current position. An agency career ladder that encourages upward mobility through promotion, transfer, or reassignment to other duties should provide motivation for officers to improve their career opportunities. Administrators should draft, announce, and fairly enforce policies, procedures, and protocols for carrying out duties, with appropriate praise where earned. Part of the supervisory authority includes stressing responsibility, accountability, and praise for a job well done, as well consequences for negligence, policy violation, or misconduct.

The State of Recruitment: A Crisis for Law Enforcement, a report published by the International Association of Chiefs of Police (IACP, 2019), surveyed responses from agency representatives from federal, state, local, and tribal levels regarding the challenges facing recruitment and retention of staff, particularly police. The results included:

• 78% of agencies reported having difficulty recruiting eligible candidates. This is especially true in areas where affluence has created a shortage of affordable housing. Applicants early on may dismiss a recruitment announcement because they believe that they will be unable to find a rental property or a price point on a residence that fits within their personal budget (Erickson, 2023; IACP, 2019).
• 65% of agencies reported having too few candidates applying for positions. This finding generates other questions: Are salaries and benefits too low? Are good schools for children available? Are there employment opportunities for the spouse or partner in the community? Are the minimum qualifications for applicants or the hiring standards of the agency considered to be too rigorous (Erickson, 2023; IACP, 2019)?
• 75% of the agencies reported that recruiting was more difficult than in the past. Recent reports (Erickson, 2023) indicate that this difficulty in recruiting officers continues. This is evidenced by the competition between agencies to (a) hire lateral transfers (i.e., officers who are currently working for other agencies who may be seeking a transfer or relocation due to a host of personal reasons), or (b) recruit trainees who are currently attending a police academy as a sponsored trainee from another department. Both of these situations are considered poaching and often causes discord between local or regional departments. Some agencies have taken their recruitment efforts national, attending recruitment and trade fairs in states hundreds of miles from home in an effort to encourage applicants to come to their agency. They often offer higher pay, enhanced benefits, or the opportunity for participation in specialized duties, such as SWAT, K9 units, school resources officers, or other incentivized duty. In the other disciplines of justice, the equivalent might be eligibility for tuition reimbursement, improved medical benefits, expanded number of personal days off, or other similar value-added incentives (IACP, 2019).

While the US navigated the worldwide pandemic and several social challenges relating to police-community relations, the time period of 2020 through present day has seen the effects on recruitment and retention of public safety personnel (Police Executive Research Forum (PERF), 2023). Illustrations of these impacts are:

• Individual officer choices in accepting or rejecting state-mandated COVID-19 vaccinations, with some state and local agencies terminating noncompliant officers even in light of religious beliefs, medical grounds, or other bases. In some cases, reasonable accommodations for officers not accepting the vaccinations were stated in policy but were not always granted.
• What started as peaceful protests in cities of Seattle, Washington, and Portland, Oregon, soon devolved into riot conditions, with burning of businesses and vehicles, looting, and actual takeover of sections of city streets in an attempt to create a sovereign space free from enforcement and government intrusion.
• When police attempted to respond to the disorder in the streets, they were in many cases subjected to physical assault by some individuals in the streets. Political leaders, fearing a major pushback from their constituents, suspended certain police tactical strategies, putting officers at further risk of physical harm. By restricting police responses, the unintended consequences of an uptick in criminal activities that went unaddressed or, in some cases, unpunished, created fear among residents and business owners. Many business owners shut down operations or moved to new locations away from the epicenter of disruption. Many police felt that the politicians had thrown them under the bus and, in doing so, were not supportive of the officers.
• When some officers could not tolerate what was happening any longer, they made conscious decisions to leave their employment, retire, or transfer to other locations in search of a fresh beginning.

Another motivation for quality recruitment and retention strategies is to address the lack of diversity in the policing workforce. A long-standing stated objective of interactive community policing is that the police should reflect the community in terms of demographics. While vast improvements have occurred in the past 50 years, there is still much room for improvement. According to the Bureau of Justice Statistics, the national average for sworn women police officers in city and county police departments is approximately 13.3%, while state police organizations struggle to achieve and maintain half that number, which is approximately 6% (Starheim, 2019). The National Institute of Justice (NIJ) reports that the 13.3% figure is a significant increase from just 3% in the 1970s (Clary, 2020). The NIJ also reports that a major factor in improving the numbers of women entering policing is that statistically they are less likely to use excessive force or instigate a dangerous altercation during patrols. They are also better at de-escalating conflict and effectively communicating with civilians. This fosters improved officers’ relationship with the community they are serving. In recognizing these statistics, the FBI has joined the 30 X 30 Women in Policing Initiative, which seeks to increase female police recruits to 30% by 2030. The National Association of Women Law Enforcement Executives (NAWLEE) is another organization focusing on the unique needs of women seeking executive roles in law enforcement.

When considering the reflection of the community in the police force, the transgender community faces a tremendous challenge for acceptance in recruitment. According to the U.S. Trans Survey, survey respondents reported that once the police are aware that a person is transgender, 58% of the survey respondents reported some form of mistreatment, 49% reported being repeatedly misgendered, and 6% reported some form of physical or sexual assault (as cited in Kolodziej, 2019). It is suggested that this lack of familiarity or discomfort with communicating and dealing with transgender members leads to difficulty in recruitment as well as ultimate retention issues. The Washington, D.C., Metropolitan Police Department has developed extensive protocols for handling interactions with transgender, intersex, and gender nonconforming (TIGN) persons. At the time of this writing, none of the policies of the 25 largest U.S. police departments that were evaluated for 17 critical criteria based on the National Center for Transgender Equality’s common areas of interaction between police and transgender people received a passing score (Kolodziej, 2019). Clearly, policy development and training in dealing with transgender individuals in a respectful manner are foundational and a necessary start. It will take a departmental commitment, thorough initial and ongoing training, and accountability to succeed in this area.

Finally, the 2023–2024 Washington State Legislature passed S.B. 6157.  This bill allows deferred action for childhood arrivals (DACA) recipients to apply for civil service jobs. In addition, it gives an advantage to bilingual and multilingual applicants, applicants with higher education, and applicants with prior work experience in social services (Civil Service–Competitive Examination Advantage and Deferred Action for Childhood Arrivals Recipients, 2024). This bill allows otherwise qualified candidates to apply for public safety positions in their communities. This law should help with recruitment and retention of police officers who will reflect the diverse communities in which they serve.

HOW CAN RECRUITMENT BE IMPROVED?

It is vital that recruitment personnel make a clear, positive, and lasting impression on all prospective applicants in their recruitment materials, whether in print form, social media posts, public service announcements, and even word-of-mouth. Equally important is how the recruitment method is carried out. Job fairs, static displays at community events, and day-to-day service in the community are essential in spreading a consistent, positive message of service mission and values. Prospective applicants may have basic questions they need answered to determine whether they are suitable for policing. Many of these questions may be of a private nature, but applicants need to have them answered before they can make a personal commitment to apply. Examples of such questions might be:

• I had a minor brush with the law as a juvenile. Will that exclude me from consideration?
• I have (one or more of the following): tattoos, earrings, piercings, long fingernails, long hair, a beard, a prosthetic device. Will this hamper my ability to be employed as an officer?
• In the past, I have used recreational drugs. Am I not suitable for employment by your agency? As a follow-up, if I sold drugs in the past, would that be problematic? I stopped doing these things ___________ ago. Does that help?
• I have bad credit scores. Will this keep me from achieving my dream?
• I have been diagnosed with a particular mental health condition that is currently being successfully managed under the care of a medical professional. Can I qualify to be an officer?

As you can see, these questions require a more personalized, in-depth investigation to determine suitability for a law enforcement position. The answers to these questions may be consistent in some areas or vary according to the department, including whether the position being sought is for a sworn or non-sworn officer, if a certain security certification is required, and other factors. Directing these questions early in the process to someone in the department with the authority to speak in confidence and with certainty is worthwhile. In some cases, the department’s answer might be as simple as, “You’ll need to keep your tattoos covered from public view when on duty,” or, “As long as your tattoos aren’t offensive, they may be displayed.” Many times, persons who are deemed unacceptable for a certain law enforcement position can be redirected into another area of service that will be satisfying and challenging, and will contribute to the community’s safety.

In light of the difficulties in recruiting, some 50% of agencies reported having to change their policies to increase the number of qualified candidates (Erickson, 2023; IACP, 2019). Chief among these changes was the relaxation of the applicant disqualifier for use of certain controlled substances. For decades, use or possession of small amounts of marijuana for personal use carried criminal penalties, stemming back to the days even preceding the war on drugs. When a prospective applicant’s criminal history was checked as part of the hiring process, a conviction for simple possession of marijuana was for many agencies an automatic disqualifier. Recent changes leading to the decriminalization of personal use or medically prescribed marijuana and the establishment of a process to remove a prior criminal conviction obtained under previous laws now allow otherwise-qualified candidates to apply for criminal justice positions. However, the federal government still has laws against marijuana use, possession, and distribution that may exclude applicants for certain jobs in the criminal justice system.

Other examples of policy revisions in some agencies to increase interest in public safety positions include allowing applicants to live outside the jurisdiction in which they are employed; the opportunity to use a take-home vehicle; and adjustments in work week scheduling. Flexibility in work schedules is often advocated by labor unions to improve officer safety, encourage increased off-duty time to be spent with family or for personal pleasure; and to keep employees in high-pressure positions refreshed and rested before assuming their next shifts.

One means to address the continuing scarcity of qualified law enforcement applicants has raised the eyebrows of many in the field. This is the practice of offering financial sign-on offers (Bureau of Justice Assistance & Office of Community Oriented Policing Services, 2023). For example, an agency extends an offer of up to as much as $30,000 to apply for entry-level police positions or to leave their current department to come to work for the hiring agency. This practice is more apt to occur in departments seeking lateral transfer candidates—officers who have already been vetted, trained, and deemed suitable by their current agency. Hiring such an individual assumes lower up-front costs and less time invested in the hiring  process and entry training requirements. A lateral transfer hire generally has the same or similar academy training and may only require a short equivalency curriculum, which is generally about 5% of the total academy requirements, to bring the officer up to speed with any unfamiliar state laws, new patrol area, and departmental policies. And the agency that loses an officer to this process? They must start the process to recruit another officer and schedule officers to cover shift assignments until the replacement officer is hired. One often-neglected concern of lateral hires: The new officer is likely not well-connected with the community or the neighborhood in which they will be assigned, potentially widening any perceived or existing gaps in the community’s policing.

THE POLICE HIRING PROCESS

The recruitment of and hiring process for law enforcement officers is lengthy and for good reason. Bestowing a badge on a law enforcement officer requires a focus on risk management for the interests of the agency, the public with whom this officer will interact, the officer’s family, and ultimately the officer. Examinations are in-depth and focused, and may consider some or all of the following:

• written answers to questions in the application
• oral interview responses
• Interviews of references (family, friends, coworkers, teachers, past employers, and others identified through the interview process)
• drug analysis (not required by all agencies in Washington State)
• psychological impressions taken from the hundreds of statements contained in the psychologically-driven review and reinforced by a face-to-face interview with a clinical psychologist
• performance in a polygraph session
• physical fitness assessments

Successful completion of the above provides an officer the opportunity for a career in policing. Once inside, if not rejected by this daunting process, the officer must be dedicated to learning on the job the departmental policies, procedures, protocols, and patrol assignments, all under the strict tutelage of a senior trainer during field training. Field training may take up to one year to complete, sometimes more depending on a variety of factors (PERF, 2022), before the officer is approved to engage with the public on their own. When the officer is finally appointed as a patrol officer, deputy sheriff, state trooper, natural resources officer, or other title, they have entered a realm that is often perceived as dramatic or glamorous by the general public. The officer, often with much fanfare, receives their badge—a symbol of public trust and confidence—and credentials authorizing them to serve and protect the community. Their work is not limited solely to enforcing the state or federal statutes or promulgated rules. They are problem-solvers who respond to calls for service and proactively engage in strategies to inclusively assist their communities. They are now authorized to carry specialized tools and drive a polished and recognizable vehicle that acknowledges that they are a law enforcement officer.

A contemporary police hiring process is comprehensive and generally takes several months to complete (Bureau of Justice Assistance, & Office of Community Oriented Policing Services, 2023). The reason for the long duration is simple: Police administrators are seeking top-grade candidates who present few if any adverse characteristics that would detract from their providing a superior performance. For this reason, applicants to sworn police positions should expect the following as part of the hiring process:

• Submit an application for employment. The length of this application varies; it is rarely fewer than 10 pages and is typically 35–50 pages in length. The written application is often very short, and can actually be used as an intake document for various positions within the agency. The personal history statement (PHS), which comes later, may ask probing questions about a candidate’s background, personal history, past employment history, and personal references. This is usually asked for once the candidate has taken and passed a few initial steps in the process, such as a written test, a physical abilities test, and an oral interview. The PHS is usually done concurrently while the applicant is in the background investigation stage. The applicant is wise to research back to find names and addresses of prior places of employment, start and termination dates, supervisors, compensation, duties and responsibilities, and reason for leaving in advance of beginning the police application.
• Perform and pass a physical fitness test. In Washington State, the Physical Abilities Test (PAT) consists of the following (National Testing Network, n.d.):

1. 1. Push-up test—90 seconds to complete a minimum of 20 push-ups
   2. Sit-up test—90 seconds to complete a minimum of 25 sit-ups
   3. Squat thrust test—3 minutes to complete a minimum of 35 squat thrusts

For some departments, it is not uncommon to include other physical testing, such as a 1.5 mile run, a 300-meter dash, and a bench press to demonstrate the ability to lift a minimum of their body weight. Also included in some physical assessments is an evaluation of the applicant’s body fat composition; the applicant’s flexibility through a sit-and-reach stretch; performance of the Illinois Agility Drill (beginning from a push-up position, rising and quickly weaving through a series of cones on an established course); and a standing vertical leap measurement. All of the above fitness tests have minimum performance standards. Certain departments review some of the measurements using a gender-age matrix to assess the differences between genders and age groups. Applicants are wise to begin early in preparation for physical fitness testing and are encouraged to continue to maintain their fitness as a life-long goal.

In addition to a fitness test, prospective law enforcement officers also undergo the following examinations:

• Psychological examination. The psychological exam is typically an adaptation of the Minnesota Multiphasic Personality Inventory (MMPI). It is designed to examine the applicant’s tendencies and characteristics that are either considered to be valuable or detrimental to a person’s capacity to serve as a law enforcement officer. Originally developed to assist psychologists in patient evaluation, the use of the MMPI has been added to police applicant evaluations as a predictor of future behavior (Marshall et al., 2020). This is not a pass-fail test, and one cannot study for it. That said, there may be consequences based upon one’s answers that would in the eyes of hiring officials in police departments deem an applicant to be psychologically unfit for service. The best recommendation is to be honest; do not attempt to sell yourself or embellish your character traits to show you in the most positive light. The test results should be administered by a psychiatrist or a clinical psychologist and should be used in tandem with other tests in the hiring process.
• Polygraph examination. Under Washington State law, a prospective peace officer must take a polygraph test as part of the required background check: “A polygraph or similar assessment administered by an experienced professional with appropriate training and in compliance with standards established in rules of the [Washington State Criminal Justice Training] commission” (Wash. Rev. Code § 43.101.095, 2001). A polygraph assessment of an applicant measures and records several physiological indicators, such as changes in blood pressure, pulse rate, respiration rate, and skin conductivity while a person is asked and answers a series of questions. Prior to the administration of the test, the applicant and the examiner will spend about an hour discussing the process, during which time the examiner will reveal the questions to be asked. The applicant will be asked if the question may have personal implications for them. After this questioning, the test will be administered, with the examiner asking the questions and eliciting a “yes” or “no” response from the applicant. Experienced and trained examiners use their professional judgment to evaluate the recorded responses to the questions and provide a highly reliable conclusion that will be shared with the designated member of the hiring authority; the results will not be shared with the applicant. While a polygraph does not provide 100% accuracy, if performed by competent examiners, the interpreted results are accurate over 90% of the time when properly administered and free of bias (American Polygraph Association, 2023). The polygraph results will be compared to answers on the original job application, the responses during the oral interview, and from the psychological examination to evaluate them for consistency.
• Drug Screening. While this step is not an absolute requirement in Washington State, it is sometimes covered in the polygraph phase of testing. Police departments will determine what substances are considered inconsistent for applicants to have used or who are currently using. There may have been questions in the original employment application that will provide a basis for evaluating the applicant in terms of drug use, including whether the use was prescribed or if the applicant ever manufactured, sold, or otherwise delivered drugs to another person. The actual drug screening, conducted by urinalysis, evaluates the presence of a minimum of 10 panels of selected substances that would be considered incompatible for police officers. In some cases, the applicant may be allowed to provide information relating to the last time the substance was used or the circumstances surrounding use. These may be mitigating factors for hiring.
• Credit check. An evaluation of the applicant’s personal credit is important as it serves as a potential indicator as to whether, among other things, the applicant may be predisposed to unlawful or unsavory measures to satisfy outstanding debts.
• Social media check: Applicants under Wash. Rev. Code § 43.101.095 (2001) must provide certain viewing access to their social media platforms. The applicant is not required to provide their usernames or passwords to the investigator, but they may be required to sign in to them so that the hiring authority can scan them to determine whether there are illegal activities, unsavory behavior, or inappropriate organizational relationships that might adversely affect the applicant or the department if hired.
• Personal vehicle check. Some departments will send an officer out to evaluate the applicant’s personal vehicle while the applicant is engaged in an interview or similar activities. This can be useful to determine how the applicant maintains their vehicle. Does it have controversial bumper stickers on it? A radar detector? Is it well cared for or is its interior trashed out? All of this can be predictors that will help administrators determine if the applicant is suitable for employment.
• Driving history. A check of infractions, collisions, and moving/parking violations.
• Physical examination. A hearing test and general physical health exam.

If all goes well with the above, at some point the police agency may make a conditional offer of employment. This will typically occur prior to conducting a complete psychological examination and medical examination. This means there will be qualifiers as to whether the applicant can be fully hired and retained, including:

• Passage of the law enforcement academy endorsed by the department.
• Passage of a term of field training, which offers on-the-job training in the company of a senior officer, a field critique, and continued training in departmental procedures and preferred approaches. The length and duration of the field training is sometimes predetermined, but it may be indeterminate in length according to departmental procedures and situational circumstances.

POLICE INTERVIEW SUGGESTIONS

There are several ways to gain a competitive advantage going into a police interview. Here are some suggestions:

1. Prior to the interview, study the department for which you are being interviewed. Do your due diligence to learn about the department’s mission, vision, core values, and community engagement. Research the department’s organizational structure, including the individuals and their titles. Never refer to them casually by their first name; you should address members of the department by their title and last name, such as “Sheriff Brown.”
2. Dress for success. Unless directed otherwise, wear business professional attire: a business suit, long-sleeved shirt, and tie for men, a two-piece pantsuit or dress for women. Shoes should be polished and clothing pressed. Avoid wearing anything distracting, especially thematic jewelry.
3. Pay attention to how you look to others. Your head and facial hair should be neatly trimmed. Body language matters. Do not slouch or engage in nervous tapping or drumming your fingers or feet. Your feet should be flat on the floor, and you should be seated upright, exhibiting interest and focus.
4. Smile and maintain eye contact with all members of the oral board. Show enthusiasm.
5. Answer questions affirmatively and confidently by saying “yes”—not “yeah” or by nodding your head silently—and “no.” Be prepared to defend your answers logically.
6. If asked why you wish to join the department, do not mention salaries and benefits. Instead, create a confident response about how you wish to contribute to the department’s service mission, your love of the community, and how your research has led you to appreciate the integrity of the department.

Questions you can expect to be asked during an oral interview are listed below. This does not mean every question shown here will be asked, but there is a strong likelihood that one or more will be.

1. Why do you want to become a police officer?
2. Why do you wish to join this department?
3. Give the board an example of a time when you have acted with integrity.
4. What are some examples of core values that you believe are important to protect and serve the community?
5. Provide an example demonstrating your volunteer service to the community.
6. Why do you believe it is important to promote diversity in the police department?
7. How would you approach and deal with a prominent community member if you were called to their home to investigate a domestic dispute in progress?
   1. How would your approach change if this individual were a teenager?
   2. Would your approach change if one of the involved parties is a member of the homeless community? A member of the LGBTQIA+ community?
8. How will you manage rotating shifts (a mix of day shifts, evening shifts, and late shifts)?
9. When was the last time you disappointed yourself and why?
10. Scenario: You are working a major case where a high degree of confidentiality is required. You receive a call from the city administrator, who is calling on behalf of the mayor. They ask you to confirm a rumor that is circulating about some aspect of the case. How do you respond?

These are examples of questions that are routinely asked to determine your approach as a police officer. Many other questions will likely be asked. Answer them honestly and confidently. An excellent source used in Washington State for police hiring is Public Safety Testing. Their website is a useful intake site for persons seeking police and public safety employment; it also offers many helpful resources for applicants, including practice tests.

Note. Data from Bureau of Labor Statistics (2024).

HOW CAN RETENTION BE IMPROVED?

Retention of quality, well-trained employees is a major concern for police administrators. The solution to this problem is not always as simple as boosting salaries. There are some innovative ways being used to tackle this situation.

Police guilds and the officers they represent are frequently involved in negotiations with police administrators to improve police employees’ compensation and benefits. Often these gains are in the form of educational benefits, extra assignment pay, increased uniform allowances, gym memberships, and similar enhancements. As community living costs, such as rent, real estate, taxes, and fuel prices, escalate and off-duty time becomes more valuable to employees, cost-of-living increases and adjustments to work schedules tend to be a common way to address compensation and improve retention.

The City of Kirkland, Washington, working with the Kirkland Police Guild, has undertaken an innovative approach toward retaining officers while at the same time reducing fossil fuel emissions, thereby advancing sustainability goals for the community environment (Lt. L. Brouelette, personal communication, March 23, 2024). This partnership has developed a plan to provide a leased electric vehicle to those officers who live outside of certain selected cities or 10 or more miles from the Kirkland Justice Center. This vehicle is not equipped with traditional police vehicle systems, licensing, or insignias. Many departments allow take-home patrol vehicles, but in a department with numerous officers, the costs of purchasing and outfitting a police vehicle would be prohibitive. In this case, Kirkland police officers can use the electric vehicle to commute to and from the police department. Should an officer already own an electric vehicle and choose to use it to commute to work, they will receive a $500 per month “proximity housing premium” instead of the electric vehicle benefit. If an officer lives within the 10-mile limit, in Kirkland, or one of the excluded cities, they will be eligible to receive a $500 per month proximity housing premium instead. A qualified vehicle vendor was selected through a competitive bid process. Police administrators believe that this groundbreaking partnership will in the long run be a cheaper alternative to other benefits while also reducing noise and pollution (Romero, 2023).

Attributions

1. Figure 7.1: Richmond Police Department Recruits by Eli Christman is released under CC BY 2.0
2. Figure 7.2: Transgender health-care rally by Victoria Pickering is released under CC BY-NC-ND 2.0
3. Figure 7.3: Image released under the Pexels License