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RCV 5y:1RELL & MANELLA
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CONFIDENTIAL • l ..l • NAME or INTERVIEWER&
Brad Seiling
l Li • DATE or INTERVIEW:
June 10, 1991
l c.;. LENGTH OF INTERVIEW:
2t houri
I ci • NOTES1
2. I. D • CODE: Seiling 001 • :L §!!_: Male
4 • ~: Caucasian
5. ~: ... 6. DIVISION: North Hollywood
1. CURRENT RANK[ASSIGNMENT: PJ; Patrol Di vi"sioo North Hollywood
a. MISC. PERSONAL BACKGROUND:
• 9. MISC. L,A.P.D. BACKGROUND:
l~ki ling 001, June 10, 1991) 1
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10. FIELD TRAINING -- SELECTION OF F.T.O.s:
Criteria when he applied:
1. All officers had to take a written test before
becoming an F.T.O. The test was multiple choice and true and
false, and the Department graded the test on a pass/fail basis.
The officer believes that the test has become more difficult, but
it is still possible for an officer to pass the F.T.O. exam with
relatively little time in the field.
2. Oral Exam: The oral exam consisted of an interview
by three supervisors, including at least one captain. This
officer's oral exam consisted principally of a discussion of an
arrest that the officer had just made. The officer was late for
his interview because he had to respond to an emergency call and
engage in a freeway pursuit, and the interviewers were extremely
interested in how he had handled the situation. The remaining
questions in the oral exam dealt primarily with basic police
work.
Each officer who took the oral exam received a rating
after the oral exam (outstanding, excellent, or satisfactory). At
the time this officer took the exam, you had to receive an
outstanding rating in order to become an F.T.O. There was no
provision to appeal an adverse decision, and the rating was based
on solely the oral interview.
The officer believes that the process is basically the
same, but he feels that the Department now takes officers who
have not received an outstanding rating on their oral exam.
11. FIELD TRAINING -- TRAINING OF F.T.O.s:
The officer did not attend F.T.O. school because he
does not believe that the Department had such a school when he
first became an F.T.O. During his tenure on the force, the officer
has attended a variety of education and training courses under
Department osmesis. Specifically, the officer has attended in-
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• • service school and tactical awareness school (the officer believes
that these two schools essentially taught the same subjects but
that the Department changed the name of the training in recent
years). Both in-service and tactical awareness school involve a
general update on police policies and procedures. The officers
who attend these schools are re-certified in C.P.R. and first aid,
and the Department updates the new self defense techniques. The
officer has also attended Academy sponsored training in narcotics,
juvenile procedures, driving, and use of the new .9 millimeter
pistols. This training has fulfilled his requirements to maintain
POST certification with the state. He still has not attended any
formal training courses on field training.
12. FIELD TRAINING -- MISCONDUCT BY/ DISCIPLINE OF F.T.O.s:
The officer had no anecdotes regarding misconduct by or
discipline of F.T.O.s. However, the officer recounted examples
of discipline against probationary officers. The officer could
not remember any examples of probationary ' officers being
disciplined for excessive use of force. However, he noted that
probationary officers frequently can be over zealous in applying
techniques learned in the Academy. For example, recruits tend to
be a bit over zealous in using a risk lock. This F.T.O. attempts
to stress to the recruits that they need not use these control
techniques if a suspect has cooperated.
The officer also complained that it is very difficult
to try to terminate a probationary officer who is incapable or a
safety risk. In one instance, he attempted to terminate a
probationary officer who consistently demonstrate that she could
not perform her job. However, the Department simply sent her
back to the Academy for more training. After leaving Foothill,
officers in Rampart institute a personnel complaints against the
Field Training Officers in Foothill for allowing her to complete
the training program. However, to this officer's knowledge, this
woman is still on the force.
13. FIELD TRAINING -- EVALUATION OF F.T.O.s' PERFORMANCE:
F.T.O. are evaluated on the same basis as regular
officers. They receive an evaluation every six months from one
supervising sergeant.
14. FIELD TRAINING -- ASSIGNMENT(S) TO PROBATIONERS:
Recruits out of the Academy are assigned to a
geographical region. Once the recruit is at a division, there
crew is assigned to one of the three watches and to a specific
car on that watch. Each recruit is assigned to two field training
officers, and the three officers rotate to allow for each officer
to get enough days off during the month. The probationary officer
is assigned the same car for two or three months, and the
assignment rarely exceeds three months. According to the officer,
this rotation is a fact of life to meet the scheduling demands of
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the Division, but he believes that it is a good thing. Individual
F.T.O.s play little part in deciding which probationary officers
get assigned to them. Training supervisors make the decisions
regarding assignment, but frequently the training supervisor will
pair a problem recruit with a more skilled F.T.O.
15. FIELD TRAINING -- RELATIONSHIP WITH / TRAINING OF
PROBATIONERS:
This officer reviews a probationary officer's book
before getting a new probationary officer and talks to the former
F.T.O.s to get back background on a probationary officer. In
particular, the officer is interested in finding out any problems
that the probationary officer may have -- specially in the areas
of officer safety. If the probationary officer is fresh from the
Academy, the officer will review the probationary's officer records
from the Academy, but these records typically are not very
revealing.
According to the officer, during the initial period of
field training with a new probationary officer, the F.T.O. is
working alone. The probationary officer knows nothing, and this
lack of knowledge can make the probationary officer a liability.
According to the officer, many probationary officers are
excessively formal as a result of their Academy training. One of
the key elements that this officer tries to engrain in his
probationary officers is that they cannot be so formal in dealing
with the public or else the public will not relate to them. The
officer treats his probationary officers like any other officer.
His goal is to make the probationary officer a full partner in
operation car and to treat the officer with the respect
of a full-time partner.
16. FIELD TRAINING -- EVALUATION OF PROBATIONERS:
F.T.O.s evaluate probationary officers on a daily basis.
The F.T.O. keeps a daily diary on the probationary officer, and
the probationary officer must sign the diary each day. Every two
weeks, the Field Training Officer completes an evaluation form and
attaches the daily diary to the evaluation form. The officer
discusses the rating with the probationary officer, and the
probationary officer must sign the rating.
The officer favors simplifying the evaluation procedure.
Daily evaluations of the probationary officer constitute
"overkill", according to this officer. The officer believes that
it is not necessary to document every time a probationary officer
does sometime correctly. These daily evaluation forms are merely
a "legal paint brush" to make it easier to terminate truly problem
However, these forms create so much paperwork
that no one in the chain of command has time to read them.
Although sergeants, lieutenants, and captains are
supposed to review each probationary officer's notebook, a sergeant
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• • generally does not become directly involved in evaluating a
probationary officer unless the Field Training Officer has given
the probationary officer an unsatisfactory rating. If a Field
Training Officer gives an unsatisfactory rating, everyone in the
chain of command (the sergeant, lieutenant, captain and EODD)
must review the unsatisfactory rating. According to this officer,
giving an unsatisfactory rating frequently is more trouble than
it is worth. The supervisors who review unsatisfactory ratings
always demand additional documentation; however, sometimes it is
difficult to document these ratings because they are based on a
hunch by the F.T.O. Such instances frequently occur in the areas
of cowardice or officer safety because these officers are difficult
to document. After review of the unsatisfactory rating, the EODD
may make recommendations that the probationary officer receive
additional training or may give the probationary officer a new
F.T.O. or transfer the probationary officer to another Division.
17. ROLL CALL TRAINING:
Roll call training is frequently redundant. The
Department has established a trading schedule of topics which
must be covered, and roll call training frequently covers the
same topics each month. In the area of use of force, the roll
call training typically involves demonstrations by one or two
officers regarding use of force. Only occasionally will the
officers actually practice use of force techniques during roll
call training .
18. USE OF FORCE:
The L.A.P.D. has used a use of .force thermometer to
demonstrate appropriate uses of force every since this officer
has joined the Department. Until recently, the _use of force
thermometer included the choke hold before the baton. However, as
a result of the well-publicized problems, including deaths,
resulting from the use of the choke hold, the Department elevated
the choke hold to "deadly force" -- the same as use of a firearm.
However, this officer contends that the choke hold is a valuable
tool to control suspects. The problems with the choke hold
resulted from use of the choke hold on suspects or had ingested
PCP. According to this officer, PCP eliminates pain, the key
element in the effectiveness of the choke hold.
Because officers no longer can use the choke hold, they
must rely on the baton. The basic teaching point and use of the
baton is to "beat them until they stop". Because the inherent
properties of the baton, even if justified use of force appears
very violent.
19. RODNEY KING INCIDENT:
This officer knew all of the officers involved in the
King beating except Officer Wen, the probationary officer. He
believes that the officers simply failed to use their batons
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properly King. According to this officer, they should
have broken both of King's arms when he was on his hands and
knees, so that he would have been in a prone position and, thus,
easier to arrest. However, the officers who attempted to arrest
King hit King repeatedly in soft tissues areas. According to
this officer, although such a beatings looks terrible, it is
extremely ineffective. This officer has used the baton five
times in twenty years and has broken four bones, even though he
does not think he hit any suspect more than once with the baton.
The officer believes that had the officers at the scene properly
used their batons, the public would have perceived the use of
force as proper, even though the beating may have looked brutal.
20. CITIZEN COMPLAINTS:
This officers has never been involved in taking a citizen
complaint. He has had three complaints filed against him for
excessive use of force, but none of the complaints were sustained.
In each instance, the Department investigated the complaint, and
in two of the three instances, the officer had other witnesses to
support him.
21. INTERNAL DISCIPLINE:
The Department's approach towards discipline deperids on
the offense. Complaints against patrol officers initially are
handled by people in patrol. However, if an investigation goes
to internal affairs. Internal affairs evenly investigates all
offenses.
This officer believes that the L.A.P.D. 's internal
discipline system broke down in connection with the King beating.
According to this officer, the Department effectively convicted
the officer~ involved before it even started its investigation.
As a result of this mentality, the Foothill Division has become
one of the worst Divisions for an officer to be stationed. All
officers in Foothill now receive repeated complaints, some
involving incidents which occurred years ago, and the Department
is investigating all of these complaints.
22. PROMOTION:
This officers does not agree with the L.A.P.D. 's
promotion system. This system emphasizes an officer's ability to
study and pass tests, both written and oral. However, the
Department places no emphasizes on an officer's ability to work
in the field. If an officer wants to be promoted, the officer
has an incentive to get out of the field as soon as possible. The
best way to promote within the Department is to get a job in
Parker Center. The recent batch of F.T.O.s demonstrate this de­emphasizes
on field experience. As a result of the influx of new
recruits, the Department had to make new F.T.O.s to train the
recruits. As a result, recent Academy graduates took the F.T.O .
test and past the test. It is not difficult for a recent Academy
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graduate to pass the written test, because it covers much of the
same material that the recruit has just learned in the Academy.
In the Foothill Division, several of the F.T.O.s were made F.T.O.s
only eighteen months out of the Academy. Such officers do not
have enough field experience on their own to train recruits
effectively.
The officer favors changing the L.A.P.D. 's outlook
towards promotion to emphasize an officer's experience in the
street. This officer believes that no officer should be in a
supervisory position unless her or she has had at least five
years in the street. Futhermore, all officers, regardless of
their rank, should spend no less than one day per month in a
patrol car. According to the officer, mulch of the brass has
lost touch with the realities of patrol work, and requiring the
brass to go into the field every month would eliminate this
problem.
23. ASSIGNMENTS / TRANSFERS:
This officer favors stability over a planned rotation.
In fact, he choose not to promote because he liked his position
and didn't want to increase his commute. He believes that the
mass of transfers in the Foothill Division have been grossly
unfair. These transfers had added to his commute, forced him to
learn a new area, and cost him a shot at a promotion. The officer
believes that he "didn't do anything wrong other than to be there
too long and be white." The officer contends that there has been
favoritism in these transfers for non-white officers.
24. COMMUNITY POLICING /COMMUNITY RELATIONS:
This officer believes that the biggest enemy of the
police Department is the traffic ticket. The hierarchy places
great pressures on officers in the field to write tickets
regardless of the merit of the tickets. As a result, officers
frequently write tickets for relatively minor infractions, such
as defective taillights, and members of the community become
resentful of such tickets. However, this officer refuses to
write a vast quantity of "bogus" tickets, and stresses the quality
of the tickets he writes.
25. GAYS / LESBIANS:
According to this officer, most police, including
himself, are homophobic. He does not look forward to contacts
with the gay and lesbian community, and he maintains that some of
the calls that he has responded to which have gays and lesbians
have been some of the most violent disputes that he has seen. He
stresses that it is important to learn to interact with the
community; however, he does not believe that the police should
hire openly gay or lesbian officers. He believes that hiring
openly gay and lesbian officers would create more problems because
it would create negative reactions in the Department.
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26. WOMEN:
According to this officer, women police officers handled
the technical part of the job well and get along very well with
the community. However, he believes that the Department is "going
to pay" for hiring so many women. The officer contends that up
until now, women have been shielded because they typically are
partnered with men. But the officer does not believe that women
can handle use of force situations as well as men.
27. RACIAL MINORITIES:
According to the officer, racial minorities are
distrustful of the police. The black community has more police
exposure, and one of the biggest problems with relations with the
black community is that blacks frequently are "mis-accused" by
police officers. However, this officer could not present any
suggestions of how to remedy this problem.
With respect to the latino community, the major problem
was the language barrier. However, spanish language training
alone will not be sufficient to remedy this problem. Even if an
officer attempts to communicate with a latino suspect who does
not speak english, unless the officer is fluent, the suspect will
not believe that he or she can communicate with the officer. The
officer contends that what is needed is some form of reliable
• translation, but he is not sure how to achieve that result.
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28. ATTITUDES/ OPINIONS RE L.A.P.E.:
The officer believes that the L.A.P.D. is still a great
organization, but that it needs to straighten out its notion of
how to promote its officers. He believes that Gates has mishandled
the King beating because he backed down after calling for an
investigation. Gates should have used the normal process for the
case.
29. REFORM SUGGESTIONS:
The best reform for the L.A.P.D. would be to promote
policemen based on their time in the field so that the Department
is promoting police officers rather than managers. Furthermore,
the Department should establish some form of liaison between the
patrol officers and the brass. This officers believes that
requiring the brass to spend time in a patrol car each month
would facilitate this liaison.
30. CODE OF SILENCE:
50. MISCELLANEOUS:
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