The most powerful influence for maintaining a culture of integrity within a patrol division is the role-modeling of line supervisors. FTOs are line supervisors. Conversely, one of the most devastating, yet preventable ways to breed misconduct is to have FTOs who are bitter cynics and thrive on convincing young rookies that they should be the same. Such FTOs create a culture which serves as fertile ground upon which officers or deputies will rationalize wrongdoing for years to come.
Misconduct is sure to flourish when field training officers act unethically in front of their trainees. The following are a few samples of statements I took while conducting nationwide research on the police code of silence during 1999 and 2000. They are quotes taken from officers who were assigned an unethical FTO and were recalling what occurred while they were with the FTO.
- "As a recruit in field training, I observed another officer beating a suspect in the cellblock. My FTO told me to forget what I saw and never say a word about what occurred."
- "During field training an older FTO was drinking on duty in front of civilians at a local bar and in our squad car. His supervisors knew, but did nothing as he was a friend of an administrator."
- "While in the FTO program and being on the midnight shift witnessed my FTO meeting w/his girlfriend on duty for sex."
There are several ways to wind up with a dysfunctional or corrupt FTO program, such as having a poor selection process or never allowing them to have meetings. It has been my experience that neglecting field trainers to the extent that they become very angry, frustrated and cynical is second only to having a terrible selection process in a list of methods to destroy a program.
Between April, 2000 and March, 2004 I did a study of 732 FTOs from 23 states. They completed a confidential survey regarding what job factors do or do not make them angry and frustrated. The findings can help reveal what administrators and FTO coordinators need to resolve in order to work toward a program which promotes integrity. The most cmmon sources of anger identified were
- Administration plays favoritism
- Not enough FTOs
- Administration does not support us
- Administration is "out of touch"
While a faculty member at the University of Southern Mississippi, I did another study of field training programs from April 2003 through May 2004. A confidential survey was used to collect data from 466 field training officers and program coordinators. Here are some of the findings that are pertinent to the morale of FTOs:
- 64% either generally or strongly disagree with the statement, "The compensation I receive as an FTO is fair."
- 56% of respondents generally or strongly agreed with the statement, "Administrators in our agency sometimes refuse to terminate a trainee with poor DORs."
- Only 33% advised that they either generally or strongly agreed with the statement, "FTO selection procedures consist of more than submitting a memo for consideration."
- 49% generally or strongly agree with the statement, "There are some cynical, bitter FTOs in our program."
- Lastly, 64% stated they generally or strongly agreed with the statement, "I don't believe discipline is fair or consistent in my agency."
The significant point is that disgruntled, hateful FTOs usually create a disastrous situation for maintaining integrity. The only way to know for sure if and why trainers are bitter is to conduct an FTO needs assessment. Unfortunately, very few departments have ever done so. The good news is that an assessment is not difficult or time consuming.
At the top of the survey be sure to state that the survey is confidential and anonymous. Ask the FTOs to complete the survey with total honesty and objectivity, and to not identify themselves or anyone else. Each statement should be identified on a five-point Likert scale, ranging from "Strongly agree" to "Strongly disagree."
The following are some suggested survey questions. The responses should reveal needs that, if resolved, will improve the quality of the program and ultimately, help to enhance the integrity of the patrol division. Insert the survey inside an envelope so that the completed surveys can be sealed inside the envelope before they are returned to the FTO coordinator.
- As an FTO, I feel supported and appreciated by my administrators
- Trainees are sometimes temporarily taken from me for other assignments.
- All our FTOs receive at least 40 hours of formal FTO training.
- The compensation I receive as an FTO is fair.
- Our process for selecting FTOs is effective.
- Our FTOs evaluate trainees in writing every day.
- Administrators in our agency sometimes refuse to terminate a trainee with poor DORs.
- Our FTO program is respected throughout our department.
- FTO selection procedures consists of more than submitting a memo for consideration.
- Our FTO program has a good written policy manual.
- Our FTOs are evaluated by the trainees.
- Our FTOs teach the ethical perspectives of every topic they instruct.
- Our FTOs have received training on how to teach ethics.
- There are some cynical, bitter FTOs in our program.
- Our FTOs thoroughly understand how to train and have great training techniques.
- Communication among our FTOs is very good.
- Training presented by our FTOs is very standardized and consistent.
- I believe the first line supervisors support us.
- Our program has annual goals and objectives.
- Our program provides FTOs with enough time to adequately train recruits.
- Our program conducts surveys with sergeants to evaluate our effectiveness.
- Some of our FTOs are unethical and should not be an FTO.
Do not conduct a needs assessment if you or administrators are not willing to do everything possible to resolve the causes for FTO anger or frustration. On the other hand, making them feel appreciated and supported may be one of the best things to happen to your patrol division in a long, long time.
Research referenced in this article was drawn from the following sources:
- Trautman, Neal, Anger and Frustration Study, University of Southern Mississippi, April, 2000 through March, 2004.
- Trautman, Neal, FTO Needs Assessment Research in AL, MS, AR and LA., University of Southern Mississippi, April, 2003 through May, 2004.
