Within one of the recent national headlines, there was the inference that officers involved were recruits under the direction of their training officers. The question of young officers and their relationships with their trainers was brought into the national limelight. This is not a discussion of that case or anything around that particular department. This is a discussion to help you manage your field training officer program or similar programs.
FTO Selection
The first item that comes to mind is the FTO selection process. In years past, many departments required up-and-coming officers to be a field training officer almost as a rite of passage. This assignment would give them valuable experience for their professional future. Granted, the FTO is a one-on-one supervisor and lessons learned here may apply to the future. This assignment can also be one of the most difficult and complex collateral duties that can be given to any officer. This assignment is often given to our younger officers with less than 3-5 years of experience. An average FTO course is a week-long and most do not have supervisory elements within the course content. There have also been some chiefs who required officers to become a field training officer and/or academy instructor as part of their career building assignments. These chiefs feel that this would give them great foundations for their supervisory promotion. And this is true, however we all know that the FTO is an one-on-one supervisor. Being locked in the car with the person that you are managing can be a trying process. We also agree that the classroom management or span of control of an academy instructor can sometimes be thirty students versus the universal 1 to 7 ratios as so many people taught as a workable span of control. History has taught us not everybody is cut out to be a FTO and not everybody can be a police instructor. So how do we do the process? I have always felt that the field training officer program should first staffed with volunteers, those who actually want to teach those who actually want to make a difference. Reality statement is that most times there are not enough volunteers. Hence, many started their FTO assignment being “voluntold”. The problem, you are compelling an officer to perform a collateral duty that they do not have the mindset for. Some FTO’s perform these duties for mercenary purposes. Most departments compensate their FTO's at a higher hourly rate, stiffens or bonuses. Why reimburse them? This compensation will make up for some of the inconveniences of the assignment. For starters, they are compelled to change their eating habits or break habits. Some officers may actually go to their home for their breaks whereas now with a new person in the car this can no longer be done so they are eating out of their pocket on the economy.
What Makes a Good FTO
I am consistently asked about what are the traits of being a field training officer. Usually, I ask if this officer could perform a ride-a-long with a loved one of yours? Here I am seeking trustworthy. Then could they perform another ride-a-long with well-known defense attorney? I am seeking verbalization skills, professionalism and articulation skills. Finally, I want solid instructional skills balanced with patience. I am not seeking the Steve Stunning, poster model of cop but rather the one you wish you had more like. Yes, there are more defined traits, but they are somewhat cloning or making the officers like themselves. When I was chief and there was a complaint or disciple on a young officer (2 years or less) one of my questions to the internal affairs or supervisor presenting me the case was – ‘who was his/her FTO(s)’? Final statement, I want a FTO who has exemplary behavior, in all interactions they always represent the department and this profession in its best light.
FTO Management
The years that I managed FTO programs for a large metropolitan department I discovered that it is a constant juggling act of personalities, needs and special skill sets. Not every recruit can be handled by just any FTO. You have to do your homework and weigh out which FTO has the skill sets to help this recruit. As I mentioned at the beginning, there were some questions of an officer who may have had too many complaints, investigations or discipline. I do not know if your agency has an officer tracking program (red flag program). If an FTO falls into this, you might consider giving them a break or retraining. Yes, there are FTO Refresher courses available, this may help. This can apply to your visiting academy instructor cadre as well. Consider who you are putting in front of your younger and impressionable minds. As the FTO manager and academy director, you must envision that you are responsible for developing the department’s future. Yes, you are putting your fingerprint on the next generation’s professional DNA. The FTO has traditionally been considered to be the bridge or the conduit between academy learning (theory) to the actual street application (practice). However, in the streets there are no ‘do overs” and there are no “tap outs”. As managers, we have got to be right here, so it requires a critical eye and thought process. The FTO has got to be selected and managed. Just because they were a good FTO five years ago does not mean they should be training today. In your program management, watch for FTO burnout and if they need to take a break great. We do not want bad training, mistakes or losing a good FTO. If a FTO becomes fatigued or burning out, the reality is that you do not want to lose their training and expertise. Talk with them, let them have a cycle out to refresh themselves. Invest in your FTOs they are that important.
People have asked me who are the most important people in a successful police department. I have always said the first line supervisors (sergeants) are the most critical to your success. Then quick to reply that your FTO’s are probably in second place, for they are other ones that will train the future of the department. Your FTOs and your FTO management are the staffers that are going to paint the future for your department’s success.
