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la. NAME OF INTERVIEWER: Michael Gonzalez
lb. DATE OF INTERVIEW: June 4, 1991
Approximately 1-1/2 hours
ld. NOTES:
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2. I.D. CODE: Officer MGS
3. SEX: Male
4 • . RACE: Latino
5. AGE: ..
6. · DIVISION: Foothill
7. CURRENT RANK:
8. MISC • PERSONAL BACKGROUND:
10. FIELD TRAINING -- SELECTION OF F.T.O.s:
Officer MG5 agrees with the concept that the FTO is one
of the most important positions within the department. Therefore,
it is extremely important for the officer to have quite a few
y~ars of experience before he or she takes on the res onsibilities
associated with the FTO position •
MG-5 6/4/91
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11. FIELD TRAINING -- TRAINING OF F.T.O.s:
Officer MGS had been to a number of advanced training
sessions prior to his assignment as an FTO. However, he did not
attend FTO school until quite a while after he had assumed the
position. He Qid not feel this was necessarily a drawback because
at the time the department policy was to pair a junior FTO with a
more senior FTO in a two FTO one probationer car.
12. FIELD TRAINING MISCONDUCT:
13. FIELD TRAINING EVALUATION OF F.T.O.s PERFORMANCE:
14. FIELD TRAINING ASSIGNMENT(S) TO PROBATIONERS:
15. FIELD TRAINING RELATIONSHIP WITH/TRAINING OF PROBATIONERS:
16. FIELD TRAINING EVALUATION OF PROBATIONERS:
When Officer MG5 first became an FTO, the superv1s1ng
sergeant was responsible for evaluation of probationers.
Eventually, the responsibility for this evaluation was shifted to
the FTO. Shortly thereafter, the probation period was broken
into several phases. This was accompanied by an edict requiring
much more documentation regarding the performance of a
probationer's performance than was previously required. As a
result, the probationers binder was created. These changes meant
that a troublesome probationer created more work, training, and
reports. Consequently, the better FTOs got the "problem
children." This led to an incredible amount of down time for
administrative work if the probationer was a problem. If the
probationer _ wasn't a problem, it allowed for more time on the
street.
Officer MGS has seen FTOs overlook problems of a
probationer simply because they don't want to go through the
trouble of documenting the poor performance of a probationer. As
a result, many probationers were given adequate evaluations simply
because the FTOs believe that they would be unable to prop~rly
document the shortcomings of a troublesome probationer. In short,
building a case to dismiss an inadequate probationer is simply
too much work. ·
MG-5 6/4/91
Officer MG5 feels that the Academy provides a great
foundation for the probationer. However, the FTO must remember
that all the Academy provides is a foundation. It is the
responsibility of the FTO to build upon that foundation.
Therefore, instead of adhering to the age-old belief that you
should discard everything you learned in the Academy the posture
of a good FTO is that the Academy was never intended to be all­encompassing,
but rather the training you provide as an FTO
compliments what was learned in the Academy.
17. ROLL CALL TRAINING:
The officer stressed the importance of remembering that
roll call lasts approximately 45 minutes, much of the time is spent
dealing with administrative procedures. As a result, only 20 to
30 minutes are left for training purposes. Many times, the
training provided in these sessions is quite worthwhile. Examples
of this type of training are the review of certain administrative
procedures, pursuit policy, shooting policy, etc.
18. USE OF FORCE:
Officer MG5 believes that the root cause of many of
today's use of force problems is the fact that officers are no
longer allowed to apply the upper body control hold maneuver.
The officer has a very close friend who's a member of the LA
Sheriff's Department. The Sheriffs are still allowed to use the
upper body control hold maneuver. This doesn't mean the Sheriff
doesn't use the baton. In fact, many LAPD officers are appalled
with the beatings that Sheriffs deputies are allowed to commit
with their batons. Officer MG5 feels this is the result of the
over-emphasis the Sheriff's Department places on the baton. In
contrast, when LAPD officers were allowed to use the upper b o Jy
control hold they favored this to the use of the baton. When lt 1e
upper body control hold was removed from the arsenal of tools
available for LAPD use, they wondered whether they would be forced
to treat suspects in the same manner the Sheriff's Department does.
The otf icer believes that the hand holds which they are
instructed to use only work in passive compliant situations
(political protesters and drunks). Officers usually "take it in
the shorts" when using mace.
19. RODNEY KING INCIDENT:
The officer felt this was a blatant example of excessive
use of force, but it was brought about by poorly chosen techniques.
He believes that the situation was allowed to get too far out of
control. While he doesn't note the background of the officers
involved in the incident, he suggests the Commission look to the
last time the officers were trained regarding (1) use of batons
and (2) arrest procedures for unruly suspects. The officer does
not believe that this was a racially motiyated incident. Rather,
it is an example of group psychology at work.
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As a result of the King incident, the Foothill officers
are not as aggressive as they were prior to the beating. Today,
they are doing only the bare minimum required of patrol officers.
He firmly believes that the majority of patrol officers are
conscientious and productive. After the King beating patrol
officers are not practicing preventive policing techniques.
20. CITIZEN COMPLAINTS:
The officer believes that the department takes citizen
complaints quite seriously. He feels that these complaints are
handled adequately. Further, the personnel complaint is there,
in actuality, to protect the officer. People complain all the
time.
As a result, he is thankful of the process because
of all charges. He has been insulted on occasion,
since the departm~nt aggressively investigates even frivolous
complaints.
21. INTERNAL DISCIPLINE:
The officer feels that he has been dealt with fairly by
the discipline boards. He believes that officers who are not
satisfied with the role of the discipline boards are many times
just complaining without any basis to do so.
22. PROMOTION:
The officer feels that the department does not value
good patrol officers. He acknowledges that the best time he ever
had in the department was when he was on patrol. However, the
majority of officers want to get out of patrol as soon as possible.
This is because patrol officers are forced to suffer the brunt of
the department's problems. Lots of demands are placed on the
patrol officer. He firmly believes that patrol officers are the
hardest workers who get paid the least for their work. He does,
however, acknowledge that there are some "slugs" on patrol duty
who are not motivated.
His experience as a detective suggests that the
of the work he does could be accomplished by a civilian.
23. ASSIGNMENTS/TRANSFERS:
• Did not discuss.
MG-5 6/4/91
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24. COMMUNITY POLICING:
Did not discuss.
25. GAYS/LESBIANS:
Did not discuss.
26. WOMEN:
The officer feels that women are given breaks for hiring
and promotional consideration. In fact, he thinks many times sex
is valued over qualification.
He believes that size is only important to help officers
realize their physical limitations. All that needs to be done
when you are p · ·
more often.
As a result, many officers complained
im during patrol duty because they felt
safety risk. He does believe that women
are better at talking people to jail. He did acknowledge that
there is an extremely derogatory phrase which describes small men
and women who are hired on to the force· ("runts and cunts").
However, once a person proves him or herself, there are usually
no problems relating with other officers. He does believe,
however, that any sexist sentiments in the department exist because
of the partiality of the promotional system.
27. RACIAL MINORITIES:
The officer believes that racial minorities are given
preference in hiring and promotion considerations. Further, the
department values race over qualifications. As a result, any
racist sentiments within the department exist because of the
partiality of the promotional system.
28. ATTITUDES/OPINIONS RE L.A.P.D.:
Did not discuss.
29. REFORM SUGGESTIONS:
The officer believes that the department needs to
compensate patrol officers in a manner which makes them feel they
are appreciated. This includes better pay, better assignments,
and better vacations. Further, the departmen€ needs to reinstitute
the upper body control hold maneuver.
30. CODE OF SILENCE:
Did not discuss •
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31. MISCELLANEOUS:
The officer believes that at one time he allowed his
emotions to run wild. As a result, he may have been a bit too
aggressive in certain situations. Over time, he developed the
ability to control his emotions and distance himself from the
activity he was exposed to. He believes this is a natural
progression that many officers must go through. Because of this,
officers need at least four to five years of experience before
they become FTOs to insure they have reached this level of
maturity. ·
MG-5 6/4/91