💾 Archived View for gemini.spam.works › mirrors › textfiles › law › fbiaug05.law captured on 2022-04-28 at 22:16:48.
⬅️ Previous capture (2020-10-31)
-=-=-=-=-=-=-
August 1990
A NEW APPROACH TO FTO TRAINING
By
Blair Rankin
Captain, High Point Police Department, North Carolina
Prior to February 1989, the High Point, North Carolina,
Police Department was using a traditional field training officer
(FTO) program to supplement its academy training. This program
had been in place since the 1970s; however, despite a highly
structured format, new recruits graduating from the program
reflected inconsistent work habits and attitudes. In addition,
liability problems arose, as did concern for proper
documentation, fairness, and doubts about the abilities of the
FTOs themselves.
A close analysis determined that the central problem was a
lack of consistency in the training methods used by field
training officers. Recruits leaving the regimented environment
of the academy were being assigned to several ``mini-FTO''
programs throughout the Patrol Bureau, depending upon vacancies.
Each of these units, though accountable to a central training
authority, had its own definition as to proper FTO training
methods.
After considering many viable options, the department
decided not to alter the FTO concept, but to continue its use
with a new, highly centralized field training team. This team
would consolidate all FTO training into one unified approach to
improve its management. After its first year, the program's
impact has been positive. Such a team method is apparently
unique from most traditional FTO systems and may not be
applicable to all departments.
Traditional Field Training
Field training is a process by which officers receive formal
instruction on the job. Although all officers receive a thorough
introduction to law enforcement subjects during basic training,
they cannot be expected to assume the full responsibilities of
experienced police officers immediately following graduation from
the academy. Therefore, additional training is given to officers
in the field where they can learn from others who have already
gained practical police experience.
In a typical FTO program, new recruits are assigned directly
from the academy to ride with an FTO, usually a veteran officer
who has volunteered for the position and who has received special
training. During a specified 3- to 6-month period, several FTOs
train and document the skills and abilities of each recruit. At
the end of this time period, a formal review board decides
whether to release the officer to work alone, return for more
training or be terminated.
High Point's Former FTO Program
All new recruits with the High Point Police Department must
receive 694 hours of basic law enforcement training from
in-house, State-certified instructors. The new officers were
then assigned to a 12- week FTO program, during which time they
had three different FTO instructors. Lateral entry officers also
completed this process.
The department provided all FTOs with an FTO Recruit Officer
Training Guide and required each FTO to submit a daily report and
a weekly report. The FTO also interviewed the recruits weekly to
keep them fully aware of their progress. A departmental training
supervisor coordinated the staff and maintained all records of
FTO training.
During the 12 weeks, recruits were also assigned to other
areas of the department, such as records, communications, and
traffic to gain insight and hands-on experience. For the final 3
weeks, they accompanied the FTOs on their duties, serving as a
plainclothes observer. The process concluded with the recruit
appearing before a formal review board.
Problems Encountered
Even though all FTOs used the same guidelines, procedures
and report forms, newly assigned officers showed alarming
inconsistencies. From officer to officer, there were varying
levels of 1) how well each could perform certain tasks and follow
proper procedures; 2) how thoroughly each knew the various areas
of the city; and 3) how thoroughly each had been taught by their
FTOs. Some FTOs rated more fairly than others, and some let poor
performance slide. Also, the police attorney voiced concerns
that the department could be held liable for officers not
receiving proper, standardized, on-the-job training after
completing the basic academy course.
The root of these problems appeared to be the organizational
structure of the FTO program. There was no quality control or
command structure to assure uniformity. The inconsistency
resulted from having field training conducted by several
different teams. Although the departmental training supervisor
was technically responsible for the program, team commanders
established the guidelines for their respective teams. Selection
and training of FTOs were not uniform, and standards varied from
team to team. In addition, many of the high standards
established during the basic training were soon lost as the
recruit was told ``how it is on this team.''
High Point's New FTO Program
In early 1989, a newly designed system consolidated all the
field training teams into one. The FTOs were assigned to the
team based upon their ability to train new officers. One
commander and two supervisors were selected after special
consideration for their experience, proven abilities and the
examples they would set. In High Point, patrol teams that do not
serve a field training function consist of 1 commander, 2
supervisors, and 13 officers. However, the field training team
consists of one commander, two supervisors, and nine FTOs. The
four remaining slots for officers are filled in peak periods by
off-duty volunteers from other teams.
When there are no recruits to train, the FTO team performs
regular patrol functions. The entire team also receives
instruction in trainee evaluations and uniformity of departmental
tasks, so that each trainee acquires the same information and
instruction, creating a uniformly trained officer. After
completion of the FTO program, the new officers are assigned to
one of the four regular patrol teams. They then serve as
functioning police officers, able to assume their duties and work
alone.
The Impact
The new program has corrected the deficiencies that were
evident in the previous FTO system. The FTO program is now
tailored specifically to the department's requirements rather
than to individual team practices. Centralized recruit training
enables closer liaison between the FTO team and the training
division. Now, uniform standards govern the FTO experience for
all recruits. In essence, each has the same opportunity to
succeed.
It is expected that this new program will continue to
provide well-trained officers performing in a uniform manner,
thereby minimizing departmental liability. Individual and
collective training deficiencies should also be more easily
spotted and addressed. Recruits will also be assured of exposure
to all areas of the city and will, therefore, be available for
patrol in any location. Recruits themselves will have a more
receptive learning environment because they will remain together
for a longer period of time after the academy phase. Thus, the
retention period for new recruits should also be lengthened.
The First 12 Months
During the first year of operation, 20 recruits completed
the program 18 successfully finished, and two were dismissed.
However, one negative aspect of the new FTO program became
apparent, and that was the effect the program had on FTOs. After
training recruits for two straight sessions, the FTOs are
approaching burnout. And, finding officers to replace them has
been difficult. For the most part, top veteran officers are
reluctant to volunteer for the FTO position because they believe
they will be repeatedly assigned to the FTO team. Therefore, to
put a more positive spin on the FTO program, the department
authorized special incentives. FTOs receive a 5-percent pay
increase while training new recruits, special ``off'' days after
each assignment, and a special FTO ribbon to be worn on their
uniform in recognition for their efforts.
Conclusion
The High Point field training team approach has been very
successful, despite its minor problems, and has proven itself to
be a favorable setting for the FTO process. It strengthens
management and control of the program and further enhances what
is a proven and important field training tool.