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.  Downloaded From P-80 International Information Systems 304-744-2253