CPOA California Peace Officer Fall 2010

PeaceOfficer California

Fall 2010

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PERMIT NO. 2840 SACRAMENTO, CA

56 Hours of Terror Split Second Decision Continuous Ethics Training

table of contents

2010-2011 Executive Committee President

Jim McDonnell Chief Long Beach Police Department jim.mcdonnell@longbeach.gov

1st Vice President

Sandra Spagnoli Chief Benicia Police Department sspagnoli@ci.benicia.ca.us

2nd Vice President

Rick Braziel Chief Sacramento Police Department rbraziel@pd.cityofsacramento.org

3rd Vice President

Rich Lucero Captain Fremont Police Department rlucero@ci.fremont.ca.us

FEATURES

8

Legislative Update

10

56 Hours of Terror

12

Continuous Ethics Training: Careers Depend on It!

14

A Look Back at CPOA’s Past Presidents

16

The Making of the Split Second Decision

20

Bishop Police Department Spotlight

DEPARTMENTS

4th Vice President

Mark Yokoyama Chief Cypress Police Department myokoyama@ci.cypress.ca.us

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President’s Message

David McGill Lieutenant Los Angeles Police Department mcgilld@lapd.lacity.org

7

Executive Director’s Message

22

Promotions and Retirements

Immediate Past President

23

General Counsel

25

Legal Services Program News

26

Advertiser Index

Treasurer

John Standish Retired Chief California Department of Insurance ipp@cpoa.org

Chairs, Regional Advisory Council JP Badel Captain Lodi Police Department jpbadel@pd.lodi.gov

Steve Porter Captain Murrieta Police Department sporter@murrieta.org

Parliamentarian

Edward Pape Lieutenant Los Angeles Police Department 31313@lapd.lacity.org

Executive Director Carol Leveroni, CAE cleveroni@cpoa.org

Publisher

California Peace Officers’ Association 555 Capitol Mall, Suite 1495 Sacramento, CA 95814 (916) 263-0541 Fax: (916) 263-6090 E-mail: cpoa@cpoa.org www.cpoa.org

Managing Editor

Tricia Schomus (916) 263-0541 tschomus@cpoa.org

Opinions expressed are those of the authors or persons quoted and are not necessarily those of the CPOA state board, appointees, staff and its membership.

The publication of any advertisement by CPO or the California Peace Officers’ Association is neither an endorsement of the advertiser nor of the products or services advertised. Neither CPO nor CPOA are responsible for any claims made in an advertisement published in California Peace Officer. © California Peace Officers’ Association. All right reserved. The contents of this publication may not be reproduced, in whole or in part, without prior written consent of the publisher.

The California Peace Officers’ Association is committed to developing progressive leadership for the California law enforcement community. This is accomplished by organizational networking, professional development, technology advancement and public policy advocacy.

The purpose of California Peace Officer is to inform and educate CPOA members; to promote professional development; to generate interest in association activities and to foster a cohesive and involved membership.

Editor

Lisa Kopochinski (916) 481-0265 lisakop@sbcglobal.net

Advertising Manager

Cici Trino Association Outsource Services (916) 990-9999 Fax: (916) 990-9991 cicit@aosinc.biz

Layout and Design Lori Mattas

Printing and Mailing Copeland Printing

California Peace Officer | Fall 2010 | 5

president’s message

Leadership: Process, Influence, Groups and Goals

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By Jim McDonnell, Chief of Police Long Beach Police Department

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his year CPOA will continue to build upon the core value leadership theme. As I have stated previously, in today’s dynamic and uncertain times, society is looking toward law enforcement to provide leadership, especially transformational leadership. Unlike past generations, success in the 21st century will require that leaders within our profession know how to create high-performing teams, design empowering workplaces, and develop and manage effective partnerships, alliances and networks. But before one can create these transformations, one must understand exactly what leadership is.

Leadership has been studied using both qualitative and quantitative methods. The findings are varied, but they provide us with a snapshot into a process that is far more complex and sophisticated than the simplistic views presented in many of the “sacred” leadership books we study. In my own search for leadership knowledge, I have found that if you ask 10 different people for their definition of leadership, you will receive 10 different answers. For me, I have always enjoyed the easily understood manner in which the renowned author on leadership, Peter Northouse, explained leadership.

“Leadership is a process, whereby an individual influences a group of individuals to achieve a common goal.”

Using Northouse’s explanation as a guide, let’s explore his definition of leadership in four separate pieces: process, influence, group and goals.

Since leadership is a process, it can’t be considered a trait or characteristic. Instead, the process is a transactional event, which occurs between the leader and the follower. In essence, the leader affects and is affected by the follower, which explains why a good leader is always a good subordinate.

Leadership also involves influence, which demonstrates the fact that leadership is concerned with how the leader affects his/her followers. As Northouse explained, “Leadership is the sin qua non of leadership. Without influence, leadership does not exist.”

Since leadership occurs in groups, this is where the “rubber meets the road” in terms of context. As noted above, leadership involves influence. As leaders, we need to use that influence to rally the troops—a group made up of individuals—who have a common purpose.

Lastly, leadership involves goal attainment, which means directing a group of individuals toward accomplishing something together. Leadership demands energy and fortitude. As leaders, it is incumbent on all of us to direct our energy toward the individuals we lead, in order to accomplish something larger than ourselves.

As I previously mentioned, there are many different definitions for leadership and today I have provided you with one more. However, I urge you to take this explanation of leadership as only “food for thought.” For you see, although there are many definitions, leadership is not about theory, it’s about action, and leadership can only be truly understood by doing.

Leadership is not a science, but rather an art. Like Picasso, the leader takes a blank sheet of paper and creates something magical—something that changes and touches the lives of many for years to come. Each of us can name someone who has made a life-changing impact on us, either personally or professionally. We enjoy the benefits of that interaction for the rest of our lives.

I urge you to continually study leadership literature and add more tools to your leadership toolbox. But, more importantly, take the time to practice this most important art. You will make a difference in someone’s life. r

| Fall 2010 | California Peace Officer

executive director’s message

Find Your Mojo

By Carol Leveroni, CAE

I

t is nice that this issue of CPO, and its focus on training, annually comes after I return from my own training conference each year. I’m always so energized upon my return!

I find that the experience of the conference and the training is enriching in a myriad of ways.

Beyond the obvious benefits of attending training that has immediate functionality in my daily activities, the ability to network with others who are dealing with the same issues I am has far reaching implications for my “skill toolbox” that I find invaluable. Additionally, the training benefits extend well beyond just my enrichment. By bringing back what I’ve learned and sharing it with the CPOA staff, it ends up creating dialog and ideas that we then can implement together to better the staff and the association experience.

For me, it becomes a no-brainer as to how to address the CPOA membership as to the benefits of training because, of course, all our members should automatically understand the value of ongoing training, right?

Well, not so quick.

Along with the same obvious benefits that I know training brings to the profession (and don’t forget your personal development!), I also must acknowledge the obvious current restraints to training that the membership is facing; budget and personnel cuts, specifically.

While the association is keenly attuned to these budget cuts, and is consistently discussing ways that we can either streamline the delivery system and/or make it more affordable for our member agencies, the reality remains that the value of the training, education, and networking that CPOA provides far surpasses the cost of programming. And don’t forget that, regardless of budgets, it is contingent upon the agency to keep their officers well trained (see Martin Mayer’s article on page 23).

CPOA has always served as the training grounds for future law enforcement leadership. Speak with any past or current member who has served either in CPOA state or region leadership and they will tell you how CPOA positively impacted their careers.

Knowing that, as current or future law enforcement leadership, how can you choose to bypass either continuing to enrich yourself personally, or sending your command staff (and future leadership) to this kind of training?

As your association staff, do know that we are working to continue to bring you timely and topical training that will enhance both your functional and leadership skill sets. I encourage you to plan for this year’s upcoming programming which you can find on the CPOA website calendar (and don’t forget the leadership-themed conference in San Diego in May!).

In return, I encourage you to invest in yourself and/or your staff…learning is a neverending process with profound personal payback. I know I returned from my conference having found some “mojo” (Mojo by Marshall Goldsmith, find it in the CPOA bookstore) and I encourage you to find yours this year.r

California Peace Officer | Fall 2010 | 7

legislative update

End of Session Crunch Time

By Jennifer Wada

CPOA lobbied to get the 180-day provision removed to avoid having to redo costly and time-consuming background checks.

Jennifer Wada is an attorney, legislative advocate, and chief executive officer of The W Group, LLC. She offers her clients a blend of strong advocacy, relationships at all levels of government, and a wealth of legislative and regulatory knowledge. She can be reached at jennifer@thewgroupspa.com.

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very year, the period known as “the end of session” is full of last minute amendments, complex negotiating sessions, and political games among both houses. Faced with an August 31 adjournment, legislators worked to get through hundreds of bills remaining in each house. Lobbyists filled the hallways and staffers ran back and forth, communicating last minute developments to their members.

This end-of-session activity included a hiccup with regard to sentence credits. SB 1487 (Committee on Public Safety) proposed to reduce sentence credits from day-for-day to one day for every two days for qualifying inmates serving county jail time who are not ultimately sentenced to state prison. This bill was unexpectedly held in the Assembly Appropriations Committee. The law enforcement coalition quickly banded together and after many deliberations with the Speaker of the Assembly and the Assembly Appropriations chair and staff, the policy of SB 1487 was inserted into a new piece of legislation, SB 76 (Committee on Public Safety) which was approved by the Legislature.

Pension reform discussions continue and CPOA worked in opposition to two pension reform bills: AB 1987 (Ma) and SB 1425 (Simitian). These bills provided that any change in salary, compensation, or remuneration principally for the purpose of enhancing a member’s benefits would not be included in the calculation of a member’s final compensation for purposes of determining that member’s defined benefit. The bills required that a board of each state and local public retirement system establish, by regulation, a requirement that a retired person may not

| Fall 2010 | California Peace Officer

perform services for any employer covered by a state or local retirement system until that person has been separated from service for a period of at least 180 days. CPOA lobbied to get the 180day provision removed to avoid having to redo costly and time-consuming background checks.

CPOA will continue to engage in discussions regarding the regulation and reform of the pension system.

Finally, legislators continue to work to find a solution to the state’s $19-billion deficit. In early August, legislative democrats released their public safety budget plan. This plan proposes to provide a lump sum of funding to counties for offenders convicted and sent to prison for wobbler crimes. The source of this money would be from an increase in the Vehicle License Fee and the amount of funding provided to each county would be based on the state’s cost to incarcerate offenders. In the event the county lacked capacity to accept the offenders, they would have the option of sending the offender back to state prison, but the money would “follow the offender” back to the state. While this proposal is an improvement from the Governor’s realignment proposal, it is still contingent on approval of a tax reform package that is unlikely to obtain enough republican votes. The law enforcement coalition continues to lobby for adoption of its alternative custody proposal that would authorize the Secretary of Corrections to place up to 7,500 certain nonviolent, nonserious, nonsex offenders on alternative incarceration. r

California Peace Officer | Fall 2010 | 9

56 Hours of Terror

By John McGinness

W

hat happens when you have a three-day siege in the midst of devastating budget-based staff reductions?

On June 9, 2010, deputies of the Sacramento County Sheriff’s Department were contacted by FBI agents and officers of the Concord Police Department regarding a suspect by the name of Anthony Alvarez, who was wanted for multiple armed robberies and the attempted murder of police officers who had pursued him in the Concord area that day. Alvarez was known to have family in the Arden-Arcade area of Sacramento County and was believed to have fled to that area. Ultimately, officers from the sheriff’s department confirmed that Alvarez had contacted his cousin, who lived in the Arden Towne Apartments, a densely populated multi-family housing community in the urban unincorporated area east of the city of Sacramento. As Alvarez became aware of the presence of law enforcement officers, he took his 16-month-old second cousin (Michael Pittman) hostage and barricaded himself and his victim in the apartment of his cousin’s family. That violent and cowardly act set in motion a series of events that would test the professionalism and competence of some of the finest and most dedicated professionals in law enforcement.

In was clear from the onset that Alvarez had no regard for the welfare of his infant second cousin. However, the extent to which he was willing to harm baby Michael was not known, and there was some significant question as to whether or not he saw the innocent victim as a passport to freedom, or merely a vulnerable child he grabbed in desperate flight from police. Those questions would become very critical in the hours and days to come. Members of sheriff’s SWAT, the elite Special Enforcement Detail, were dispatched to the scene and incident command was established with SWAT Commander Fred Links assuming command. An event of this magnitude is always critical. However, recent changes in deployment of SWAT personnel created an increased element of sensitivity. Prior to the devastating budget cuts of 2009, the

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| Fall 2010 | California Peace Officer

Sacramento County Sheriff’s Department enjoyed a full-time, stand-alone SWAT team. Since the budget crisis of 2009, members of the SWAT team have been redeployed to patrol duty in a uniquely configured deployment plan, which maintained their workout and training schedule somewhat intact, while still deploying the specialized unit as patrol officers.

The long-standing belief is that in hostage incidents of this manner, time is on the side of law enforcement. There was nothing in the early hours of this event to suggest otherwise. I had absolute confidence in the ability of the SWAT personnel and their leadership, Commander Fred Links, a talented and dedicated professional with an extremely impressive history of courageous and distinguished service. Patience was the trait most valued at this juncture; needless to say, the welfare of 16-month-old baby Michael was the paramount objective. Eight hours into the incident, Alvarez fired shots at officers, while using the baby as a shield. SWAT personnel used extraordinary restraint in their efforts to ensure no harm came to the innocent child. As the incident dragged on, it became apparent that we would need to have a relief factor. Sacramento sheriff’s SWAT and Sacramento Police Department SWAT have had a multi-decade agreement of reciprocity in which protracted SWAT incidents for either agency would trigger a hand off to the other for officer safety and efficiency. With the concurrence of Sacramento Police Chief Rick Braziel, Sacramento Police Department Lieutenant Dave Paletta and his SWAT team would relieve Commander Fred Links and the Sacramento County Sheriff’s Department team 12 hours at a time. Personnel of both departments took gunfire from Alvarez throughout the ordeal.

Ultimately, after 55 hours of terror to an innocent infant and a community, concerns over the general welfare of baby Michael became very real. The passage of too much time without appropriate nutrition, rest or hygiene for the child, coupled with specific acts of violence directed at officers, I directed specific rules of

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engagement for our personnel. If the opportunity to safely dispatch the suspect presented itself, officers were given the green light to use deadly force. Moments later, Sacramento County Sheriff’s Department SWAT implemented a brilliant and courageous plan; the officers breeched the exterior wall of the apartment, placing themselves directly in danger of the armed suspect. Gunfire was exchanged and Sergeant Randy Winn, a seasoned leader in the Sheriff’s Special Enforcement Detail broadcast, said via radio, “The jackpot is safe, the suspect is down.”

Shortly after 6:00 p.m. on June 11, 2009, 56 hours after the longest hostage siege in Sacramento County began, the suspect was dead at the hands of the talented and courageous men of the sheriff’s SWAT team and baby Michael, aka “Jackpot” was safe. Anthony Alvarez was posthumously determined, by DNA, to be responsible for an unsolved murder in San Francisco.

In spite of some of the most devastating budget-based personnel cuts experienced in any law enforcement agency in the nation, members of the Sacramento County Sheriff’s Department including patrol deputies, detectives, Critical Incident Negotiations Team (CINT), Special Electronics Operations (SEO) as well as our allied agency partners at Sacramento Police Department, Sacramento Metro Fire and CHP gave this community every reason to be proud of them. r

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California Peace Officer | Fall 2010 | 11

Continuous Ethics Training: Careers Depend on It!

By Dan Blanke

E

arly this year, the Standards and Ethics Committee developed and posted two related ethical scenarios on a discussion board, and CPOA members posted their answers to questions about the underlying ethical issues.

A summary of the discussions is available by visiting www.cpoa.org and then clicking on the “Standards and Ethics Discussion Board� link.

Participant comments highlighted the importance of continuous ethics training within our organizations by revealing judgment flaws, particularly in the responses to the below scenario.

Scenario

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A deputy sheriff mistakenly opened a locker not assigned to him. The locker had a lock on it, but the lock was unlocked. The deputy had to remove the lock to open the door.

When the door opened, a gym bag fell out of the locker. A small Ziploc baggie containing what appeared to be marijuana fell out of the gym bag. The deputy took possession of the Ziploc bag, returned the gym bag to the locker, and replaced the lock in the position it had been before he opened it.

The assigned sergeant had already left for the day. As this was a Friday, the deputy retained possession of the Ziploc bag until he returned to work on Monday. Monday, he reported the incident to the sergeant and surrendered the Ziploc bag. Chemical analysis of the substance in the Ziploc bag confirmed the presence of marijuana.

The deputy was the subject of an existing, contested internal affairs investigation. He had been previously terminated (approximately two years prior), and returned to duty pursuant to Civil Service appeal.

As a group, the discussion board participants identified the most obvious ethical issues in two scenarios, including a variety of potential criminal and/or policy violations by both deputies.

However, the participants were inconsistent in describing the alternative methods they would have used, had they been the finders of marijuana in a locker. Answers included leaving the marijuana in the locker while contacting Deputy #1 prior to reporting to a supervisor; returning the marijuana to Deputy #1 and asking him to explain why he had it in his locker; and choosing to assume the marijuana was evidence, then giving it back to Deputy #1 and asking him to book it and explain his actions to his supervisor.

Notably, after working through the first scenario, the participants were more consistent in saying they would quickly report the accidental finding of the marijuana to a supervisor when they

responded to the questions related to the second scenario.

While the discussion board participants generally did a good job of identifying the obvious ethical issues raised by the scenario, they apparently failed to recognize others that are more subtle or indirect. Had the marijuana actually been evidence, consider for a moment what might happen if the marijuana case ultimately moved forward in court, and defense counsel asked Deputy #1 to affirm that the marijuana had been properly handled after seizure. The honest answer would be that the evidence had been placed for a period of time in an unlocked locker that could have been accessed by any male employee of the department, including the janitor. Any other answer would be dishonest. This is precisely why departmental policies and procedures are created—to protect the careers of law enforcement personnel and the rights of the citizens we serve.

Clearly, the potential “worst case” ramifications of the scenario are extremely serious. That is why one’s only reasonable recourse upon accidentally discovering the marijuana would be to report the incident to a supervisor immediately —not question the deputy oneself or give the benefit of doubt. Delays in reporting can only serve to cast doubt on one’s integrity, and to further complicate any violations that may have already been committed.

It is a reasonable supposition that those who took the time to respond to the CPOA ethical discussion board are conscientious law enforcement professionals. Yet, their answers to the questions demonstrate an incomplete understanding of the less obvious ethical pitfalls lurking within the scenario. Why? Because most law enforcement agencies do not continuously engage in scenariobased ethics training.

American writer Gertrude Stein once said, “Everybody gets so much information all day long that they lose their common sense.” Law enforcement personnel receive an astounding amount of training, but only rarely is the focus specifically on ethics—the real common sense foundation of the job. Too often, law enforcement leaders wrongly assume that even subtle ethical pitfalls are obvious to all members of our organizations.

Perhaps it is not surprising that some respondents to the ethical discussion board freely admitted that they would first try to resolve the matter themselves by speaking directly with their colleague. The occupational need for law enforcement personnel to depend on each other in critical situations can lead to a tendency to

assume that questionable decisions by a colleague are the result of a mistake or misunderstanding, rather than an intentional act. Often that is true, but automatically making such assumptions is hazardous to careers. Leaders have a responsibility to protect those careers by continually engaging their organizations in scenario-based ethical discussions to identify dilemmas and how to resolve them appropriately.

In law enforcement, ethical decisions must be made within the context of laws, policies, and organizational loyalty. Making such decisions based on convenience, personal preference, or individual loyalties is dangerous, at best. It can be like putting one’s career (and perhaps that of a colleague) on a roulette wheel and betting that everything will work out okay. We must hold our colleagues and ourselves accountable for following department policies—and the law. Talking about such things is a good place to start. It is a simple matter to regularly create and pose realistic ethical scenarios for discussion during briefings and meetings. Continuous ethics training can help us to earn and uphold the trust we have in each other to do what is right and just, so that the public can have that same confidence in us.

Careers do depend on it! r

Captain Daniel R. Blanke retired from the San Luis Obispo Police Department in 2009, after a 31-year law enforcement career. He is a CPOA Life Member and has served as chair of the Standards and Ethics committee, and as a member of the committee since 1988. Dan holds a Master of Arts degree in Education and a Bachelor of Science degree in Natural Resources Management.

He is a graduate of Command College, Class 27 and the Supervisory Leadership Institute, Class 3. Dan can be contacted at dan.blanke@ sbcglobal.net.

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California Peace Officer | Fall 2010 | 13

past presidents

A Look Back At CPOA’s Past Presidents

Vincent D. Jimno 1992-1993 CPOA President

By Sal Rosano

I

n 1964, Vince graduated from Cal Poly, San Luis Obispo, with a Bachelor of Science degree in Industrial Arts. After working for Standard Oil of California building high- pressure refined fuel and crude oil pipelines for almost two years, he decided to become a police officer in Walnut Creek, California, in 1966. What was supposed to be a couple of years in law enforcement—to grow up and decide if engineering was his future—instead became a career. Law enforcement was logical because his uncle, Salvatore P. Jimno, was then the police chief of Pittsburg, California, from 1942 to 1967. Vince’s dad was also a long- time reserve officer for Pittsburg Police Department (1944-1964).

Vince attained the rank of sergeant in 1969 and lieutenant in 1972. In 1977, Vince completed his Master’s Degree in Public Administration at Golden Gate University and was appointed to Chief of Police of Pinole, California. In 1980, he was recruited by, and appointed to, Police Chief of Carlsbad, California. During his tenure at Carlsbad Police Department, he attended the Leadership Program for Elected and Appointed Officials at John F. Kennedy School of Government, Harvard University. In 1987, after restructuring Carlsbad Police Department and designing and supervising the building of a new police/fire headquarters Vince was recruited and appointed as the Police Chief of Escondido, California. Vince retired after 29 years of service in 1995.

Service to the CPOA Chief Jimno joined CPOA in 1966. Upon being appointed to Chief in Pinole, Vince became active in the association’s committees. He chaired several committees and frequently represented CPOA in Sacramento in support of legislative items, participated in numerous POST Commission efforts to improve training and officer safety, represented CPOA in building better labor-management relationships with employee associations, and worked with the Governor’s Office

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to ensure law enforcement’s perspective was included in major decisions. Chief Jimno was appointed to the CPOA Executive Board in 1984. In 1988, Vince was elected fourth vice president and subsequently progressed to the presidency in 1992-93. As a CPOA representative, Vince was actively involved in a number of major law enforcement initiatives that included the use of assessment centers for selecting police leaders, pursuit policies, POST approved training for dispatchers, and preparing women for leadership positions in policing.

Accomplishment Outside his Tenure as CPOA President Vince has since served as a vice president of operations for a law enforcement software company, served as interim police chief in Cathedral City, California, and has done consulting work for the national Underage Drinking Initiative Project and the Vermont Addiction Research Institute. He has spent a lifetime learning about leadership and providing leadership programming for not only the agencies he worked for, but for a number of nonprofit community agencies and in building local community leadership. Chief Jimno has also served as president of both the Contra Costa County and the San Diego County Police Chiefs and Sheriff’s Associations and president of the California League of Cities, Police Chief ’s Division.

He is a lifetime member of CPOA, California Police Chiefs Association, International Association of Chiefs of Police, and the Police Executive Research Forum. Vince continues to be active in government and is currently serving as the executive director of the Nevada State Board of Cosmetology. r

Sal Rosano, retired Chief of Police of Santa Rosa Police Department, was the CPOA president from 1984-1985. He is actively gathering CPOA historical information. If you would like to contribute, contact Sal at salrosano@aol.com.

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California Peace Officer | Fall 2010 | 15

cover story

The Making of Split Second Decision: The Dynamics of the Chase in Today’s Society

By Jeff Curran and Steve Harbeson

I

n the hot, dry summer of 2009, deputies from the Los Angeles County Sheriff’s Department were involved in a series of foot pursuits that ended in highly publicized and controversial deputy-involved shootings.

In one weekend, three separate foot pursuits each ended with suspects being shot by deputies.

In all three incidents, although the actions of the suspects indicated to deputies that they were armed and posed an immediate threat, they proved, instead, to have been unarmed.

Tensions within the community began to rise.

Sheriff Lee Baca announced, “We are investigating each shooting and will provide answers as soon as possible. In fact, the investigations will be concluded within 90 days.”

Sheriff Baca then convened a unique panel of highly regarded, seasoned deputy sheriffs (master field training officers) under the leadership of Assistant Sheriff Paul Tanaka. The panel’s mission was to

create a document and evaluate the policy, examining the age-old questions facing law enforcement, “If a person, who you believe is armed, runs from you, what should you do? What are your options?”

Sixteen master field training officers, with more than 300 years of combined experience patrolling some of the toughest streets of Los Angeles County, eagerly accepted this daunting challenge.

So, what happens when you put 16 “Type A” personalities, with varying areas of expertise, in a small room? You get Split Second Decision.

Split Second Decision didn’t happen overnight.

The writing was both time consuming and taxing, and none of the deputies had prior administrative experience. Sixteen deputies almost certainly equaled 16 different points of view. They united with the same goal: to create a document that will increase safety for peace officers and the public and potentially reduce and eliminate the need for deputies to utilize deadly force during encounters with

The Master Field Training Officer program was instituted in January of 2009 by Sheriff Lee Baca as a way of elevating the level of training at all patrol stations. Currently, sixteen stations of the Los Angeles County Sheriff’s Department have a Master Field Training Officer assigned to them.

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suspects who are later found to be unarmed.

Deputy-involved shootings from throughout the 160-year history of the Los Angeles County Sheriff’s Department, as well as many other police agencies, were reviewed. Technology and innovations in training were compared and contrasted with the past. Reasonable resources available at the time of each shooting were considered.

The team was given full access to any information needed. Homicide Bureau investigators, Internal Affairs Bureau investigators, executives, crime scene photographers, psychologists, and attorneys from the Office of Independent Review were all called upon to provide information.

Teams were created. Each team viewed a selected foot pursuit and shooting from their point of view. Each looked for ways of getting the reader to put themselves in the shoes of the deputy involved, trying to make the reader understand the dynamics of a rapidly evolving event. Also, the thought process a deputy must go through when suddenly faced with a potentially deadly situation was considered. This provided an in-depth understanding of how deputy-involved shootings affect the Sheriff’s Department, its personnel and the communities we serve.

The objective was to have the readers understand the numerous decisions that a deputy faces during a foot pursuit, with possible deadly consequences. Most importantly, “The policy of the Los Angeles County Sheriff’s Department is unequivocal—when facing a perceived armed suspect, a deputy shall be cautiously persistent in performing his or her duties.”

You be the judge. After reading the publication, see if you can make the “Split Second Decision.” r

Deputies Jeff Curran and Steve Harbeson are Master Field Training Officers (MFTOs) with the Los Angeles County Sheriff’s Department. They were part of the team of sixteen MFTOs and other dedicated professionals who produced Split Second Decision: The Dynamics of the Chase in Today’s Society, which is available at www.lasd.org.

cover story

From the pages of Split Second Decision: Law enforcement is not like any other profession. We are hesitant to openly evaluate tactics that were used by our fellow officers during critical incidents. Yet, when an officer has been injured or killed, it is critical that we discuss, dissect and learn from what they did right, as well as possibly learn about tactics that could be improved upon. It’s not about judging or criticizing, it’s about learning. It’s also about examining their tactics in order to advance the tactics of all officers.

Tactics should constantly evolve. It is through our constant discussion of tactics and tragedies that improvements evolve.

What used to be considered good tactics, are now considered outdated. That’s one of the reasons why the good guy and the bad guy no longer meet in the middle of the dusty street at high noon.

Split Second Decision contains eight deputy-involved shootings that occurred during different periods of time throughout the modern history of the Los Angeles County Sheriff’s Department. This portion of “L.A. Heat” fills just one page from the 30-page publication: SCENARIO 1 IN L.A. HEAT While working in a patrol car (unit) by yourself on a hot summer afternoon, you see the midday heat radiating off the asphalt. As you patrol your area, you receive a call of a robbery that just occurred at the corner liquor store directly north of you. The call describes the suspect as a white male wearing a black shirt, dark pants, armed with a handgun.

“Make a Decision.”

You broadcast on your radio that you are seconds away from the location. You request air support and coordinate assisting patrol units to check specific areas for the suspect. You think to yourself, “The suspect is probably long gone by now.” As you round the corner, you’re surprised to see him 100 feet in front of you, sprinting across a vacant lot.

Your heart pounds as you think, “What are my options?” “Make a Decision.”

Instinctively, you get out of your car and give chase. You yell, “Stop!” You broadcast your location and ask for assisting units to respond. The suspect sees you and runs into a boarded-up abandoned apartment building. Your closest backup is three minutes away, and air support is not available. “Make a Decision.”

You enter the darkened apartment to search for the suspect. The sickening odor tells you it’s being used as a hideout for transients and drug addicts. The only source of light is provided by the sunlight shining through the gaps in the wood covering the windows. You reach for your flashlight and realize in your haste to give chase, you left it in your car.

“Make a Decision.”

The silence from within leads you to wonder if the suspect is lying in wait. Committed to the chase, you continue into the darkness. You turn down the volume on your portable radio and listen for an indication of where the suspect may be hiding. As you search the bedroom, your anxiety builds. You peer into the closet and see the suspect standing in the corner with his arms extended outward, hands together, holding a shiny object pointed toward your chest.

Conclusion and Analysis: How did you handle this scenario? Did you chase to apprehend or contain? Did you consider the threat posed to the community? Would you have used deadly force?

Split Second Decision: The Dynamics of the Chase in Today’s Society is available at www. lasd.org, the official website of the Los Angeles County Sheriff’s Department.

MAKE A DECISION Consider the Options: Tactics: Chase to Apprehend Chase to Contain Controlled Search Cover/Concealment Detain Request Backup Tactical Movement Tactical Retreat Use of Radio Wait for Backup Warning Shots

Resources: Aero Bureau S.E.B. Canine Unit Coordinate Resources Fire Department/Rescue

Force Options: AR-15 ARWEN Duty Weapon Flashlight Handcuff Pepper Spray Shotgun Stun Bag Shotgun Taser Verbal Commands Use of Deadly Force

California Peace Officer | Fall 2010 | 17

Split Second Decision continued from page 17

Mission Statement— Master Field Training Officer We are committed to providing and maintaining the highest quality training to support the safety and professional expertise of every training officer and deputy sheriff.

We will promote and foster deputies to be motivated leaders while remaining fair and professional.

We will never tire of our duty to assist personnel in reaching their highest potential.

Mission Statement— Los Angeles County Sheriff’s Department Lead the fight to prevent crime and injustice.

Enforce the law fairly and defend the rights of all.

Self-contained unit that Mounts Anywhere Green and Red Status LEDs Low 3-Milliamp standby current Programmable delay from 15 min to 16 hours Optional direct-ignition sensing (recommended for emergency vehicles apps) Low Voltage Protection (Turns off when system voltage falls below 10.5-Volts for 15-Seconds) 16.5-Volt Over Voltage Protection 5 second test mode (all switches off) Two year warranty

18

| Fall 2010 | California Peace Officer

Partner with the people we serve to secure and promote safety in our communities.

Ontario Convention Center, California November 16 – 17, 2010

America’s Premiere Law Enforcement Expo!

Year after year COPSWEST has provided you and your agency the one stop shopping experience that saves you time and money and this year is no different.

Nowhere will you find a wider assortment of products and distributors of gear, vehicles, weapons and services — all under one roof.

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California Peace Officer | Fall 2010 | 19

department spotlight

Department Spotlight on

Bishop

Police Department

C

alifornia’s landscape is as diverse as her peoples. Some places appeal to some, but not many. Others appeal to many, but not all.

Some places appeal to everyone. Bishop is in the latter category. If you’ve ever been there, you most likely want to go back.

At an elevation of 4,147 feet, Bishop, California, is located along US Highway 395 in the eastern Sierra Mountains. The town is named after Samuel A. Bishop, who was one of the first white settlers in the area in the early 1860s. Prior to that, the area had been explored by the famous mapping expedition of John C. Fremont. Current population is approximately 4,000 in the city limits, which encompass about two square miles.

The area is known worldwide for its varied, yearround activities. Bishop boasts some of the best trout fishing in the west with numerous lakes and creeks offering an abundant supply of “Lunkers.” Thousands of people pass through or stay in the Bishop area in order to enjoy the skiing and snow boarding that the slopes of Mammoth Lakes offer in the winter months. (Mammoth Lakes is located just a few miles up Highway 395 from Bishop). Bishop also offers hiking, hunting, world-class rock-climbing, bird watching and scenic photography. It is truly a yearround destination and the town economy is tourist based. In 2007, Bishop was voted by National Geographic magazine as one of the top 50 best mountain towns to live and play in.

Bishop hosts several local events that draw many to the town. The most famous is Bishop’s Annual Mule Days Celebration. Held at the tri-county fairgrounds the week and weekend of Memorial Day each year, the event first started in 1969 as a celebration of the contributions of the pack mule to the area.

Competitors and spectators come from all over the U.S. and the world to participate or enjoy the festivities. It is estimated that annual attendance averages approximately 30,000 fans. The events during Mule Days range from chuck wagon races to English and jumping class. It is said, “Anything a horse can do,

20

| Fall 2010 | California Peace Officer

By Chris Carter

a mule can do better” and the Mule Days Celebration can prove it. Also during Mule Days, the Mule Days parade takes place on Saturday of the Memorial Day weekend. This parade has the distinction of being listed in the Guinness Book of World Record as the longest running nonmotorized parade in the country.

The tri-county fairgrounds in Bishop also hosts the annual Eastern Sierra Tri-County Fair (Inyo, Mono and Alpine counties), the California State High School Rodeo Finals, Banff Film Festival, and numerous other events.

The police department traces its roots back to 1903, shortly after the city incorporated.

The Bishop Police Department currently has a staff of 13 sworn officers, which includes the chief, one lieutenant, three sergeants, and nine police officers. One officer serves as a K-9 handler with his dog X-Ray, and another officer serves in the capacity of investigator. The department also employs three

To nominate your department, go to

CPOA.org under the Publication tab in California Peace Officer.

reserve police officers, one of whom serves as the property/evidence technician. In addition, five public safety dispatchers handle police, fire and EMS calls for service. Support staff includes a full-time records supervisor, two part-time clerical staff, five crossing guards and two local high school students who serve as cadets.

All department employees live in or nearby the city and consider themselves part of the community.

The department obtained POST certification in 1963. Currently headed by Chief Kathleen Sheehan, who was appointed chief in 2007, the department is a modern, professional organization and maintains the low crime rate the area has experienced for the last decade. Officers are equipped with the Glock model 22 as their duty weapon and each officer is also issued a Glock model 27 as an off-duty or back-up weapon.

Additionally, each officer is issued their own Mini-14 Rifle. Department-issued Taser X-26 ECDs are equipped with taser-cams and each patrol unit is also equipped with a dash-mounted camera. Each officer attends an average of 40 to 50 hours of inservice training per year and several Bishop Police Department officers are assigned as members of the Sheriff’s Regional SEB (SWAT) team and respond to high-risk situations anywhere within the county.

While Bishop is rural and full of small-town charm, the department deals with all manner of crimes and incidents, like any other law enforcement

agency. Fortunately, the majority of reported crimes are property or white-collar type offenses and violent crime is a seldom occurrence. While the actual resident population and size of the city is small, the demands placed on the department are not. With a large influx of tourists passing through or staying in town, and residents of the surrounding Inyo County area obtaining goods and services in Bishop, the service population is estimated to be approximately 20,000. Bishop is the only incorporated city in all of Inyo County, which boasts the highest point (Mt. Whitney) and the lowest point (Death Valley) in the continental U.S. All law enforcement agencies in the area are relatively small and rely heavily on each other to provide mutual aid and assistance. During the Mule Days or Tri-County Fair, it is not unusual to see a Mammoth Police Department or CHP officer patrolling the fairgrounds. It’s also common to see CHP, Inyo Co. Sheriff, and Bishop Police Department units responding to the same incident anywhere within the greater Bishop area. You will find no rivalry or ego involved between agencies in the Eastern Sierra, only a spirit of teamwork and a can-do attitude.

So the next time you’re thinking of a great weekend getaway that has something to offer everyone, look no further than Bishop. If you have time, stop by the office, have a cup and get to know some of the best in the business. r

Lieutenant Chris Carter began his law enforcement career in the U.S. Army Military Police. He then served 20 years with the Barstow Police Department and transferred to Bishop Police Department in 2003, where he was promoted to Lieutenant in 2005.

Lieutenant Carter is a graduate of the 235th Session of the FBI National Academy. He can be reached at ccarter@bishoppd.org.

California Peace Officer | Fall 2010 | 21

cpoa bulletins

Promotions Benicia Police Department Corporal Kenneth Hart Promoted to Sergeant

California Highway Patrol

Assistant Chief James Abele Promoted to Chief Assistant Chief Steven Beeuwsaert Promoted to Chief

Contra Costa Co. Sheriff’s Department Chief David Livingston Elected Contra Costa County Sheriff (previously at Concord Police Department)

El Cerrito Police Department

Commander Sylvia Moir Appointed Chief of Police (previously at Menlo Park Police Department)

Huntington Park Police Department

Commander Jorge Cisneros Appointed Chief of Police (previously at Long Beach Police Department)

Newport Beach Police Department

Commander Jay Johnson Appointed Chief of Police (previously at Long Beach Police Department)

San Francisco Police Department Lieutenant John Sanford Promoted to Captain

Ventura Police Department

Assistant Chief Ken Corney Appointed to Chief of Police Commander Quinn Fenwick Promoted to Assistant Chief Sergeant Juan Reynoso Promoted to Commander Sergeant Al Davis Promoted to Commander

2010/2011 Training Courses Leadership Training Day November 15, Ontario, California

November 30, San Jose December 1, Walnut Creek December 2, Petaluma December 3, Ukiah December 6, Visalia December 7, San Luis Obispo December 7, Simi Valley December 8, Tustin December 9, Sacramento December 9, Commerce December 10, Redding December 14, Lodi December 14, Carlsbad December 15, Ontario

October 29, Seal Beach November 12, El Segundo TBA, Sacramento area

Promotions October 26, El Segundo November 18, Redding TBA, Santa Barbara TBA, Suisun

Public Records Act

January 20-21, Santa Clara January 27-28, Seal Beach February 24-25, Fairfield March 3-4, Riverside March 10-11, Simi Valley March 31- April 1, Sacramento April 7-8, Paso Robles

October 21-22, Sacramento November 4-5, Redding November 4-5, Visalia January 27-28, Commerce February 3-4, Napa February 10-11, Ontario March 3-4, Paso Robles April 7-8, Irvine

Legal Update Regarding Discovery and Personnel February 3-4, Sacramento

Visit cpoa.org under the training tab for additional course listings

Canine Program Management March 23-25, Simi Valley

and to register.

Retirements Chief Fernando Estrella Port Hueneme Police Department CPOA member for 27 years

Woodland Police Department

Chief Terry Stewart Sonoma County Junior College District CPOA member for 21 years

| Fall 2010 | California Peace Officer

POBR

Officer Involved Shootings: Supervisory and Management Responsibilities

Chief Robert Stewart Cotati Police Department CPOA member for 27 years

22

November 10, Seal Beach December 1, Commerce February 16, Corona TBA, Benicia

2011 Legislative Update

Sergeant Brock Avery Promoted to Commander

Captain Dan Bellini Appointed to Chief of Police

Pitchess Motion Update

Captain Richard Vasquez Hollister Police Department CPOA member for 21 years

Commander Tom Taylor Ventura Police Department CPOA member for 12 years

Chief Scott Kirkland El Cerrito Police Department CPOA member for 19 years

Commander John Garner Ventura Police Department CPOA member for 9 years

Assistant Chief Jon Lopey California Highway Patrol CPOA member for 18 years

Chief Ken Thrailkill Trinidad Police Department CPOA member for 9 years

Chief John Standish California Department of Insurance CPOA member for 13 years

Commander Ray Vance Ventura Police Department CPOA member for 9 years

general counsel’s message

The Duty to Train Officers and the Lack of Funding

By Martin J. Mayer

R

ecently the question has been posed as to whether the duty to train peace officers was mitigated by the lack of, or reduction of, reimbursement by any state or federal agency? The answer to this question is a resounding “NO.” The lack of funding from outside sources does not, in any way, relieve a department of its obligation to train its officers. Over 20 years ago, the United States Supreme Court, in City of Canton, Ohio v. Harris, 489 U.S. 378 (1989), held that “inadequate police training may form the basis for a civil rights claim against the city where the failure to train amounts to deliberate indifference to the rights of persons the police are likely to encounter…

The focus must be on the adequacy of a training program in relation to the duties the officers are expected to perform and the identified deficiency in a city’s training program…”

The decision to eliminate training programs, or reduce the amount of training, based upon the lack of reimbursement, would most likely be viewed as deliberate indifference to the rights of others. The duty to provide training for peace officers is imposed by law and the source of funding is irrelevant.

Adequacy of Training The case of Davis v. Mason County, 927 F.2d 1473 (9th Cir. 1991) involved a sheriff and several deputies being found liable for civil rights violations arising out of traffic stops, which resulted in arrests, beatings and

false charges being filed against the motorists. The inadequacy of the training program, which represented the county’s official policy, involving among other things the use of force, constituted a deliberate indifference to the rights of others, as a matter of law. Although the deficiencies in this case were extreme, the legal concept is applicable to all.

Mason County is located in the state of Washington which, like California, requires all law enforcement officers to complete training at a state training academy within a specified period of time after being hired. The court noted that “instead of academy training, the Sheriff’s Department devised a ‘field training program’ for the officers. While this program may have seemed adequate on paper, in practice it was never followed.” The officers involved in the incidents referenced above had received minimal or no training.

Furthermore, the court, citing to the City of Canton decision, noted that “the issue is not whether the officers had received any training...rather the issue is the adequacy of that training.” In referring to the facts in the Mason County case, the court said that “in the case at bar, the deprivation of plaintiffs’ Fourth Amendment rights was a direct consequence of the inadequacy of the training the deputies received. Mason County’s failure to train its officers in the legal limits of the use of force constituted ‘deliberate indifference’ to the safety of its inhabitants as a matter of law.” continued on page 24 California Peace Officer | Fall 2010 | 23

General Counsel Message continued from page 23

Negligent Training Liability for negligent training is most frequently raised in a federal lawsuit filed pursuant to 42 U.S.C 1983 which alleges a violation of one’s civil rights at the hands of the government. Negligence claims involving law enforcement can include negligent appointment, retention, assignment, and entrustment of the emblements of authority, in addition to negligent training. It is fairly common to find one or more of these claims included in a suit against law enforcement.

In order to meet the basic elements of such claims, it is necessary for the plaintiff to establish the presence of three elements: (1) that there was a deprivation of a constitution right; (2) the deprivation occurred under “color of law;” and (3) the deprivation caused an injury. When alleging negligent training, the plaintiff must also prove that the wrongdoing constituted a municipal “custom or policy.”

Normally, an isolated incident of police misconduct, which was not know and/or condoned by superiors, will not constitute a “custom or policy” of the agency. The United States Supreme Court, in City of St. Louis v. Praprotnik, 485 U.S. 112 (1988) stated that “an isolated decision by a municipal employee or official constitutes official policy only if that official has ‘final policymaking authority’ for the challenged act under state law.” (Emphasis added.)

Conclusion In order to avoid liability, therefore, cities and counties need to be able to prove that police officers receive adequate training in all key areas impacting on their jobs; that they are tested to prove their knowledge and skills; that training is ongoing; and that supervisors are updated along with their subordinates. In California, if agencies comply with POST standards, including advanced officer training obligations, this becomes a relatively simple task. Deviating from such training standards, however, for any reason including a lack of state reimbursement, will create potential liability for the city or county.

Failure to receive state or federal funding to reimburse an entity for the cost of training is not a justifiable reason for failing to train law enforcement officers. On the other hand, complying with and documenting training standards will enable those of us who defend the actions of law enforcement with the ability to effectively respond to the claim that our peace officers were not properly trained to do their jobs. r Martin J. Mayer is a name partner with the public sector law firm of Jones & Mayer, located in Fullerton, California. He has served as General Counsel for the California Peace Officers’ Association for more than 25 years.

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| Fall 2010 | California Peace Officer

legal service program news

Training to Survive With Honor: Your CPOA LSP Survival Kit

By Christopher W. Miller, Esq.

T

his issue’s “Training” theme is a reminder that “training” often is received the hard way— through lawsuits, disciplinary actions, job-related injuries, unwanted media attention, and even criminal charges. Your CPOA Legal Services Program exists to help you make such challenges a learning opportunity rather than an unwelcome detour in your career.

Training to Survive with Honor As a young naval officer in the 1980s, I completed the Navy’s Survival, Evasion, Resistance, Escape—or SERE—course in Coronado and Warner Springs, California. The ten days or so of classroom and outdoor instruction, including techniques for hiding from the enemy, surviving off the land, and enduring interrogation, were designed around one principle: survival with honor.

This principle also describes every law enforcement manager’s career objective. Most of the training you receive as a peace officer and public safety manager supports the goal of making it to retirement with your integrity, credibility and skills intact. You train, that is, to survive with honor despite the many challenges that will come your way.

Live to Learn, Learn to Avoid With civil liability a constant concern for cities and counties throughout California, a law enforcement manages decisions about internal affairs investigations, community policing, officer-involved shootings and other critical incidents, and the distribution of personnel and resources, all relate to risk management.

Navigating the “risk management” waters means keeping one eye on civil liability, while doing everything necessary to fulfill the agency mission and satisfy the politicians, media and public.

Law enforcement managers are paid to be both innovative and risk-averse. Many of the current innovations in department organization, community policing, decentralization of services, critical incident responses,

and personnel management came about as the result of litigation. The current trend toward uniform law enforcement policies and procedures that apply statewide demonstrates how important it can be to learn from the experiences of other agencies and managers.

This version of “distance learning”—training by learning from the mistakes of others—is critical to surviving a law enforcement career. The training seminars sponsored by the CPOA regional organizations are an excellent opportunity for sharing information about local agency issues in a way that will help other managers avoid the same problems.

Your CPOA LSP Survival Kit While the CPOA Legal Services Program is just one of many resources to turn to in managing such risks, it is your resource because it is designed to protect you and you alone when your own constituents decide you are the risk. All it takes is a complaint by a citizen or an officer or a member of a “protected class” to turn your world upside down.

The CPOA LSP provides attorney representation on all employment-related matters, from the internal affairs interrogation through any Superior Court appeal. The LSP provides representation on disability retirement appeals, discipline, involuntary transfers, demotions, and any other punitive or adverse employment action lodged against a member. Your LSP attorneys have expertise in the “global” settlement of employment matters involving workers’ compensation claims, disability retirement, and disciplinary actions against a plan member.

Join CPOA LSP today and take advantage of the range of legal services offered to help you “survive with honor” in the challenging world of law enforcement management. r The reader should not act on the information contained in this article without seeking specific legal advice on the application and interpretation of this information in any particular matter.

Apply online at

www.cpoa.org for CPOA’s Legal Service Program.

Christopher W. Miller is the managing partner of the Labor Department at Mastagni, Holstedt, Amick, Miller & Johnsen. He has represented CPOA Legal Services Program members for 15 years.

California Peace Officer | Fall 2010 | 25

resource guide CALVET HOME LOANS CalVet Home Loans

(800) 952-5626 www.cdva.ca.gov/calvetloans Please see our ad on page..............................................11

CBU ONLINE AND PROFESSIONAL STUDIES California Baptist University

(866) 7676.CBU www.calbaptist.edu/CJLA Please see our ad on page..............................................27

COMMUNICATIONS FreeLinc

(801) 221-7796 www.freelinc.com Please see our ad on page..............................................18

CREDIT UNION San Francisco Police Credit Union

(415) 242-6488 www.sfpcu.org Please see our ad on page..............................................15

DEPENDABLE VEHICLE POWER MANAGEMENT Copeland Enginerring, Inc.

(619) 575-4600 www.cope.eng.com Please see our ad on page..............................................13

Copeland Enginerring, Inc.

(619) 575-4600 www.cope.eng.com Please see our ad on page..............................................18

DRIVER LICENSE READERS E-Seek, Inc.

(714) 545-3316 www.e-seek.com Please see our ad on page................................................9

LEGAL SERVICES Mastagni, Holstedt, Amick, Miller, Johnsen

(916) 446-4692 www.mastagni.com Please see our ad on page..............................................15

MEG WHITMAN FOR GOVERNOR Meg Whitman for Governor

(408) 400-3887 www.megwhitman.com Please see our ad on page..............................................24

MOTORCYCLES Harley-Davidson Motor Co.

(414) 343-8603 www.harley.davidson.com Please see our ad on page..............................................26

POLICE FLEET AND ACCESSORIES Folsom Lake Dodge

(916) 355-9999 www.folsomdodge.com Please see our ad on page................................................2

POLICE WEAPONS, EQUIPMENT, DUTY AND TACTICAL SUPPLIES L.C. Action Pollice Supply

(800) 541-1270 www.lcaction.com Please see our ad on page................................................3

SPECIAL SERVICE VEHICLES L.D.V. Inc.

(800) 558-5986 www.ldvusa.com Please see our ad on page................................................4

UNIVERSITY American Military University

(703) 334-3970 www.Apus.edu Please see our ad on page.................................Back Cover

VIDEO SURVEYLANCE EQUIPMENT Digital Ally, Inc.

(800) 440-6947 www.digitalallyinc.com Please see our ad on page................................................9

AD INDEX American Military University...................................................................... Back Cover California Baptist University.................................................................................... 27 CalVet Home Loans................................................................................................ 11 Copeland Enginerring, Inc..............................................................................13 & 18 Digital Ally, Inc......................................................................................................... 9 E-Seek, Inc............................................................................................................... 9 Folsom Lake Dodge.................................................................................................. 2 FreeLinc................................................................................................................. 18 Harley-Davidson Motor Co...................................................................................... 26 L.C. Action Pollice Supply........................................................................................ 3 L.D.V. Inc................................................................................................................. 4 Mastagni, Holstedt, Amick, Miller, Johnsen............................................................ 15 Meg Whitman for Governor..................................................................................... 24 San Francisco Police Credit Union.......................................................................... 15

26

| Fall 2010 | California Peace Officer

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