inside president s message t - florida police … · with the city of tallahassee and never has ......

The fall is upon us and our currentcollective bargaining agreementends on September 30th. The hopes

of getting a new agreement completed byOctober 1, 2013, are fading away. Further -more, the misinformation that many of youhave received from the City’s retirementoffice on the “snapshot” of your vacationcalculation has been frustrating as Septem -ber 30th vastly approaches. Then there’sthe City of Tallahassee’s wage proposal.

This is my sixth contract negotiationwith the City of Tallahassee and never hasan offer been so insulting, nor one that hasbeen proposed to decrease our wages andbenefits. For those of you who have beenon another planet, the City of Tallahasseeproposed the following on July 23rd:• You pay for take-home vehicles, $50

monthly within the City and $250 out-side the City limits.

• Increase your pension contribution by4.6%

• We requested that they pick up the .6%for this contract’s group for 52 COLA.

• They proposed a 4% pension increaseand we pay the .6%

• NO STEP INCREASES.• Reducing the TAC pay from 4 hours of

overtime per week to $40 per pay period.• 2.5% ATB for each physical year.

Those of you who attended the JulyBoard of Directors meeting know that wewere on the verge of parking the take-home vehicles. However, I received a tele-phone call just minutes before the start ofthe meeting and was advised that the vehi-cle offer was a mistake. Therefore, thevehicles were taken off the table and thatArticle has been tentatively agreed upon.But you still do the math. I can advise that

based on the currentoffer, my pay wouldbe reduced by 2.1%.We have tentativelyagreed on 27 articles and have 9 open.(Articles 6, 8, 9, 11, 15, 20, 33, 34, and 35.)

Stephen Vaughn and I met with theMayor and Commissioners after this offer.Each of them advised they were unawareof the vehicle, pension and STEP propos-als. There is an executive session sched-uled for September 11th. I will assume theCity will return with a counter proposalfrom our second proposal which placed theSTEPs and TAC pay back on the table. Weremoved their pension proposal request aswell. This counteroffer will be the gaugeon how this year’s negotiations will playout or move into the election year of 2014.

On page 25, you will see lettersaddressed to the City Manager in referenceto Secondary Employment, College Townand how criminal investigations will behandled in Officer Involved Shootings orTraffic Homicide Investigations outsidethe City limits when the CDA goes opera-tional in a couple of weeks. The SecondaryEmployment will work itself out duringnegotiations. However, please take thetime to let your Commissioners know yourthoughts and views on the other two sub-jects. Stephen and I discussed these issueswith each one of them and I met with theCity Manager on both. As of this date, noone has been drafted for College Town andthe MOU with LCSO is still at City Hallfor discussion based upon our concerns.

For those of you who do not normallyattend the Board of Directors meetings, ourlocation has changed from the Holiday Innto Beef’s O’ Brady’s at 1800 Thomasville

The official quarterly publication of the Big Bend Chapter of the Florida PBA

Volume 25, Issue 3, September 2013

INSIDE

3From Your Editor

4-6Advising Youth on a

Career in LawEnforcement

7PBA Raffle Winners

8Choosing the Right Law

Enforcement Career

10-12The First Female Patrol

Officers

13City to Pay, Promote

Officer in Gender Suit

15-1610 Tricks for Picking the

Right Department

17Strategy & Policy

18Be Like Alfred E.

Newman

19Quality of Work Life

And Much, Much More!

PRESIDENT’S MESSAGESteve Slade

Road. I want to acknowledge Mr. Mike Kelly for taking care of us over thepast few years with the Holiday Inn. If you remember, Mike was with theRamada Inn when they closed and he moved over to Holiday Inn and hastaken great care of us at both locations.

Recently, an officer stopped me at a special event and questioned some-one’s leadership. I left them with this quote from Retired General ColinPowell:

The day soldiers stop bringing you their problems is the day you havestopped leading them. They have either lost confidence that you can help orconcluded you do not care. Either case is a failure of leadership.

As supervisors and leaders, we all must have the willingness and desireto lead at our level and, often times, beyond.

As we remember the sacrifices that public safety and civilians made 12years ago on September 11, 2001, let us not forget the price of freedom. Ourarmed forces are based globally to protect our freedoms and we stand unitedto protect our domestic interests enforcing the laws of the land. We have lossbrethren throughout the dawn of time protecting these rights and freedomsthat some take for granted. Let us celebrate life with our loved ones, fortomorrow is not promised. GOD Bless and stay safe!

Big Bend Gadfly - 2 - September 2013

B I G B E N D C H A P T E Rof the Florida Police Benevolent Assn., Inc.

300 East Brevard StreetTallahassee, Florida 32301-1218

(850) 222-3329 ❖ (800) 733-3722

The Gadfly is published by the Big Bend Chap -ter of the Florida Police Benevolent Associa -tion, Inc. solely for the benefit of its members.This is Big Bend PBA’s official medium ofexpression and is dedicated to improvingcommunications within our community andamong members of our respective agencies.

Big Bend membership encompasses city andcounty law enforcement officers employed inthe following counties: Calhoun, Franklin,Gadsden, Gulf, Jackson, Jefferson, Leon,Liberty, Madison, Taylor, and Wakulla.

PRESIDENTSteve Slade

SENIOR VICE PRESIDENTSteve Vaughn

VICE PRESIDENTKathy Connell

SECRETARYTracy Clark

TREASURERTim Clark

SERGEANT-AT-ARMSDan Copelin

BOARD MEMBERSTALLAHASSEE POLICE DEPARTMENT

FSU POLICERichard Wooten

FAMU POLICEJohn Cotton, Jr.

QUINCY POLICE DEPARTMENTHarold Barber

EDITOR

Mike VonStein

PUBLICATIONS SPECIALIST

Bob Peterson

MEMBERSHIP SECRETARY

Laura SprakerOpinions and views expressed by guest writers are not necessarily those of this

Chapter or editorial staff.

Brian DavisDave DonatoDonnie GluntZach LyneTenitris McInnis

Leroy PeckRyan Pender

John RuddStephen StableyMike VonStein

President’s Message – Continued from page 1

EEnnjjooyy yyoouurr FFrreeeeddoomm..GGoodd BBlleessss oouurr TTrrooooppss..

September 2013 - 3 - Big Bend Gadfly

If you have several years in law enforcement, you havelearned a great deal about this career choice and the lifechoices you have made. Someone new to this profession

probably will not even think about their future until theyhave maybe five or so years under their belt. As they reachthat point in their career, where they hear that inner voicesaying “Not going anywhere for a while?Grab a Snickers!”, you could help themsort things out. As a veteran of our profes-sion, you have gained knowledge or person-ally experienced your organization’s goodand/or bad behavior. Just think about someof the good managers that you have workedfor and then think about some we wish couldbe sent onto early retirement. Just like theeconomy lags four to five years behind thelaws that are made, you know what good orbad impact occurs when a promotion/deci-sion is made by your administration and thejustifications you are expected to node your head to in termsof acceptance.

It is my belief that we all are the “GATEKEEPERS” ofthis information/experiences and it is our duty to pass thisinformation forward. As the saying goes, “Those who do notremember their past are condemned to repeat their mis-takes” and seeking those who have this knowledge will save

you a lot of aggravation, not to men-tion peace of mind, when it comes toyour financial security. To volley withthose who might have the manage-ment misbehavior of elevating “us”by diminishing “them” or lack sagacity is not an easy task.

Various patterns undermine an organization;and above all offering practical solutions isnot a skill someone acquires just becausethey have management authority. So thesooner you educate yourself on what is bestfor you and your family, the more you canwork towards your biggest return on invest-ment—RETIREMENT.

Having the passion and energy to makea difference is unfortunately not harnessedby all, but when you provide your insight tosomeone, I hope this publication is helpful.This issue is dedicated to someone thinking

about joining law enforcement and seeking information tohelp make an informed decision when choosing an employ-er. Enjoy these free-thinking articles that might offer someinsight.

THANK YOU for your duty and mutual sacrifice.Remember, this is your publication, and your submitted arti-cles are appreciated.

From Your EditorBy Michael Von Stein, PBA Board Member – Editor

TO: All Sheriff’s Office PersonnelFROM: Sheriff Donald F. EslingerDATE: July 16, 2013RE: Memorandum of Recognition — Zimmerman Trial

As we are all aware, during the past five weeks, the Sheriff’s Office has been cast into the national spotlight as theZimmerman trial progressed.

I would like to take this opportunity to thank each and every member of the Sheriff’s Office for your commitment and dedication to duty as the trial unfolded. I know many of you worked long hours in a high-profile setting to ensure these courtproceedings occurred in a safe and efficient manner.

While I am personally tremendously proud of your efforts, your work has not gone unnoticed by others who were directlyinvolved in this case. I was pleased to receive a letter from Attorney Mark O’Mara thanking the Sheriff’s Office for the mannerin which we handled the trial. In his letter, Mr. O’Mara states, “I also want to express my heartfelt gratitude for the way youhave handled my team during these difficult times. The men and women of your department have treated all members of theprocess, from my team to the Martin family, to the prosecution, to the public in a completely professional and respectful way,and have done it in such an organized and seamless manner that their presence almost goes unnoticed.”

Additionally, at the conclusion of the trial, while addressing the media, Mr. O’Mara and 4th Circuit State Attorney AngelaCorey both publicly thanked the Sheriff’s Office for our professional and efficient service rendered during the trial.

These remarks reflect very favorably on our Sheriff’s Office. I too, believe that each of you performed your duties in anexemplary manner. I am proud to serve with all of you! In closing, I am grateful for your above and beyond efforts to ensurethe successful handling of this trial.

DFE/eag

MEMORANDUM OFRECOGNITION


What would you tell a young person whoasked you, “I think I want to become acop. Is it a good career choice?”

With rare exceptions, cops love being cops. In a recentPoliceOne poll, we asked the question, “If you could returnto the day before entering the academy, and make that ‘go-no-go’ decision all over again, what would you do?” Morethan 1,600 members replied to the survey, and the over-whelming majority (71 percent) said, “I’d do it all overagain!” Ten percent said they’d go to college instead and18 percent said they’d do something else entirely. One per-cent of folks emailed me a clever (and all but unprintable)quip or joke.

So, about three-quarters of those who responded saidthey’d make the exact same career moves as that whichthey’d done “the first time around.” But I got to thinkingthat an even more telling indicator of police officers’ opin-ions of their profession would be how they’d respond to ahypothetical scenario. You’re on patrol near a high schooland you’re approached by a young person. He addressesyou with a smile and respectfully says, “I get good grades,I’m a two-sport athlete, and I’ve never been on the wrongside of the law. I think I want to become a cop. Is it a goodcareer choice?”

I asked you to write me with how you’d reply to suchan inquiry. Below is a collection of observations generatedby my query last month.

Get an EducationBen Carroll, a 33-year law enforcement veteran, is cur-

rently the Emergency Planner for the Clay County (Fla.)Sheriff’s Office and has held practically every rank possi-ble in a law enforcement agency, including Chief of Policeand Special Agent in Charge. Today Carroll has aBachelor’s degree in Criminal Management and I’m fin-ishing my Masters in Public Administration but when hehad started his career at 19 years of age, these degrees werenot part of his resume.

Carroll says he would tell this young person to stay inschool, earn a four-year college education, and possibly aMaster’s degree. “Take some time after college and con-sider the military for experience, because in Federal Lawenforcement, military time will transfer to his retirement.After spending time in the military, if he still would like tobe a law enforcement officer, start by applying to Federal

Agencies first. The pay is better and it takes fewer years toearn a retirement. Attempt to avoid, county and municipal-ity law enforcement agencies. Politics often governs someportion of the advancement up the ranks, but if he doesfind himself in county or municipal service, his college andmilitary will translate well, and help him with his careergoals. I would remind him, wealth doesn’t follow publicservice. Sometimes the pay is adequate, other times a sec-ond and even third job is required to provide for your fam-ily. The public will love you and hate you at the same time,and they won’t even remember you during the violenttimes because they are under extreme stress. Keep doinggood at school. I’m proud of you for your accomplish-ments this far. You are my future at it will be my honor towork with you someday.”

Bill Pringle is with the RCMP in Canada. Pringle says,“I would encourage the person to continue with their edu-cation, to keep doing community work and to keep them-selves fit. I would help them with the application processand tell them about my great 25 years in the police force.The experiences I have had, the love of the people I haveserved and now the joy I have in teaching younger offi-cers.”

Captain J. T. Flanagan is with the Town of TonawandaPolice Department outside Buffalo, New York. Flanaganadds, “I would tell them what I have told my own son whojust graduated w/honors and an associate degree. The localgig is a rotten deal these days, stay in school, get the four-year degree and try and go federal.”

Senior Officer Christopher Harris of the ColonialHeights (Va.) Police Department agrees. “I would tell himto go to college and get a degree first. I have been a policeofficer for seven and a half years and I am trying to obtaina degree while working on the night shift and I am marriedwith two kids. I wish that I had taken college seriouslywhen I was younger.”

Community Service, A Way of LifeDetective Sergeant Joshua Donovan is with the Shiloh

(Ill.) Police Department would explain to this young per-son that becoming a police officer is not just a job but away of life — that it is not something you start at nine inthe morning and end at five in the evening. “You are a cop24 hours a day. There are some sacrifices that go alongwith the badge, such as missing family functions, periodsof not getting to see your loved ones much, lack of proper

Advising Youth on a Career inLaw Enforcement

Reprinted Courtesy of Doug Wyllie, PoliceOne Editor in Chief • www.policeone.com


sleep, long hours of dealing with stress and sometimes theworst life has to offer. I would also tell them that the jobhas, in my opinion, more good than bad to offer, such as;the close knit relationships you develop with some of yourco-workers/partners, the fulfillment you experience whenyou get a job well done, the challenges and lifelong learn-ing, the little things, like when a small child approaches toshake your hand or salute, and of course I would admit toenjoying that little adrenalin dump every now and then,similar to that of winning a game.”

A female Sergeant from California who wished toremain anonymous said that she’d had that exact scenariohappen to her recently. “I told him I still thought it was thegreatest job in the world, because cops truly do make a dif-ference in the lives of so many on a daily basis. I advisedhim to keep working with the public, because it’s greatexperience for handling citizens in the future. Plus, I sug-gested he take several English composition classes, includ-ing a creative writing class, to prepare himself for all thedescriptive reports he will someday be writing. It alwaysseems as if five minutes of fun translates into one hour ofpaperwork.”

Similarly, Officer Ken Frownfelter with the RogueRiver (Ore.) Police Department had this very scenario hap-pen to him just a couple of weeks ago. “The young ladytold me she wanted to be a cop. I asked her why. She gaveme the same answer everyone else always gives, ‘I want tohelp people.’ I replied to her, ‘Okay, you want to help peo-ple, but why do you want to help people?’ She couldn’tanswer the question. She thought about it for a little bit andwas unable to answer the question in any other way than ‘Idon’t know.’ This young lady was 16. I told her she had alot of time to think why. Is it because of something thathappened when you were younger? Or, perhaps, a familymember does it, or because of TV shows you’ve watched?She still wasn’t sure why, she said she just thought it wascool. I assured her it was, and is, cool. The coolest jobthere is, but if she wants to make this her career she shouldknow why she wants to help people who don’t want herhelp, some of the time. I gave her some information thatmight be helpful. She said she was also wanting to go intothe military and fly jets, but wasn’t sure which one shewanted to do. I told her the military is a good steppingstone and that she didn’t have to choose just one. She couldjoin the military, get a degree, fly jets, then come and serveher community with the knowledge she gained from themilitary. She has a full life ahead of her, and provided shekeeps her nose clean, she can do all/anything she wants.That young lady left our conversation with a big smile onher face as she did that little bouncy step as she left. Policework is sometimes very disheartening, but once in a whileyou get to help someone change their life, and maybe one

day that someone will be your partner that saves yours.”Officer M. Soldano is a cop in the Village of Spring

Valley, New York. Soldano adds, “Oddly enough, I havebeen in that situation before. I made my response simple. Itold the student that it is a great career with many chal-lenges, excitement, and opportunity. However, being aLEO for almost 11 years and enduring the patrol of highrisk/crime areas as well as the political plight, my advicewas a bit opposite of my true disposition. Truth is, nobody(and I stress nobody) especially the general public, couldbe prepared for the real definition of this job in wordsalone. If I was to really explain our profession to thisyoung mind, they would be certain to change course. But,in the spirit of good PR, I stated my words of support in anemphatic yet reserved tone. Shortly thereafter, the conver-sation was cut short as I raced to the call of a large fightinvolving weapons. After driving against traffic in the rainonly to find out it was a hoax, I returned to HQ to finishpaperwork before the end of my second double in twodays, only to be back in eight hours for more! How do youexplain that as part of a normal day? Man, guess I really dolove this career after all.”

David Wallace is with the Modesto Police Departmentin Modesto, California. “I would strongly encourage thisyoung person to explore a career in LE,” Wallace says.“We need bright young people with common sense and awillingness to serve. I would tell them that the best thingabout it is that each day is a new canvas and you don’tquite know how it’s going to fill up. After 20+ years I stillenjoy hunting for bad guys, solving peoples problems, andthe constantly changing environment we do it in. It surebeats sharpening pencils for 30+ years. It comes with itsfrustrations and sometimes heartache, but overall it’s beena great ride. Bottom line is I wouldn’t want to do anythingelse...”

Hank Fahnert, who is with the La Vernia PoliceDepartment in Texas, would tell this young person, “It’sthe best job in the world, and you get to make a differencein peoples lives. You can do so many things in law enforce-ment — you’ll never be bored and always be learning. Andmost of all it makes you think about situations and allowsyou to be creative.”

Detective Carl Spriegel of the San Marcos (Texas)Police Department’s Criminal Investigations Divisionagrees. “I admire that you would be interested in a careerof service to the community,” Spriegel would tell thisyoung person. “I believe it is a great occupation with manyrewards and opportunity for personal accomplishments.Good grades are a great start but you also need to possessgood morals and values. You have to know right fromwrong and have the personal resolve to enforce the law

Continued on next page

even when you don’t agree. You have to know in yourheart that you are helping people even when they cuss,beg, and plead with you. You have to accept that you willreceive far less recognition for what you do well and veryfew thanks from those you help. Despite this you will gaina perspective few understand, you will be able to see thingsothers don’t, you will become part of a brotherhood that isunlike any other, and you will gain lifelong friends whowill depend on you and place their own lives in yourhands.”

Eugene Rhodes retired from the Detroit (Mich.) PoliceDepartment after a 27-year career in which he met manymen and women from all walks of life. Rhodes says hewould tell this young person — or anyone else with quali-fication and an interest in law enforcement — “You havelived a lifestyle that provides a future for you to becomewhatever you what to be! Come and visit with me andsome of my fellow officers and supervisors where you canask questions and see them in action!”

Don Burcham retired from the Richardson (Texas)Police Department and is now a Reserve for theWhitesboro (Texas) Police Department. Burcham says,“Get involved in an Explorer Post if available, continuewith the good work and finish high school and considercollege classes until a decision is made. My experience asa full time police officer for 25 years in a medium sizedepartment and currently a reserve officer in a smalldepartment has been very rewarding during my life. I don’tknow what other occupation that I could have chosen thatwould have been as self satisfying as this job. There arevery few occupations that the employees actually look for-ward to going to work every day. The friends that youmake as co-workers are life long friends. I am still con-nected through Facebook and e-mail with officers that Ihave known for nearly a half century now.”

Two Dissenting ViewsStanley Nyland retired from law enforcement work in

1995 and is now CEO of a private company called GeorgiaExecutive Protection Division in Atlanta. “I would tell himto go get a better paying career where he could support hisfamily better and if he is really interested in law enforce-ment then apply for a reserve position. This way he has astable financial job and testing what it’s like to be a policeofficer. He could always go full time later in his careerafter he has a stable family life.”

Finally, one PoliceOne Member submitted the follow-ing comment on the promise I’d keep their identity anony-mous. “No, it is not a good career choice. It is a necessaryjob and a noble endeavor but it will change you forever if

you do it for very long and not necessarily for the better.You will face danger every day and every night you go towork just because of who you are and what you represent.Your decisions and actions will constantly be questionedby society as well as your administrators... and necessarilyso. You will subject yourself to the ugliest part of humani-ty along with a steady diet of sleep deprivation and stressthat will undoubtedly shorten your life. Your family willwonder if you are coming home in the morning every timeyou walk out the door to go to work. You will miss birth-days, Christmas, ballgames, and a whole lot of otherimportant days because you will be working. People —even your friends before you became a cop — will treatyou differently. You will never be rich but if you are fru-gal, you might be able to put your kid through college oneday. There are good people out there who do need yourhelp and if you are willing to sacrifice your life forthem...they may or may not appreciate it. Being a cop is acalling, it is not a career. Think about that long and hardbefore you decide to put on a badge. There is no shame inrealizing it isn’t for you and deciding to do something else,there are many other career paths that will be healthier foryou and that you’ll make more money at. If after carefulself examination you think being a cop is still for you, I’lldo everything in my power to make sure you become agood one.”_________________________

About the authorDoug Wyllie is Editor in Chief of PoliceOne, responsi-

ble for setting the editorial direction of the website andmanaging the planned editorial features by our roster ofexpert writers. In addition to his editorial and managerialresponsibilities, Doug has authored more than 650 featurearticles and tactical tips on a wide range of topics andtrends that affect the law enforcement community. Doug isa member of International Law Enforcement Educatorsand Trainers Association (ILEETA), and an AssociateMember of the California Peace Officers’ Association. Heis also a member of the Public Safety Writers Association,and is a two-time (2011 and 2012) Western PublishingAssociation “Maggie Award” Finalist in the category ofBest Regularly Featured Digital Edition Column. Even inhis “spare” time, he is active in his support for the lawenforcement community, contributing his time and talentstoward police-related charitable events as well as partici-pating in force-on-force training, search-and-rescue train-ing, and other scenario-based training designed to preparecops for the fight they face every day on the street.

Advising youth on a career in law enforcement – Continued from page 5



TWO MEMBERS WIN BIG FOR JUNE RAFFLE On Friday, June 28th, the Florida PBA held the drawing for June’s membership raffle and we’re pleased to

announce Officer Timothy Peck of the University of Florida Police Department and Officer Donald Bracci ofthe Tallahassee Police Department as the lucky winners. Each member received their choice of an I-Pad orTablet.

The month of June marked the halfway point of our 2013 raffles and we wanted to give away a special gift.

TWO MEMBERS WIN JULY RAFFLE On Friday, August 30th, the Florida PBA held the drawing for August’s membership raffle and we’re pleased

to announce Officer David Meresse of the Tallahassee Police Department and Sergeant John Green of SumterCI as the winners. Each member received a $100 gift card to a retailer of their choice.

We have four months left of giveaways as our way of saying thank you for your support of the Florida PBA.For the September raffle, we’ll have two more winners, each receiving a $100 gift card to a retailer of choice orprepaid credit card.

To qualify for the raffle on September 30th, you must have a membership date on or before August 31, 2013,and your account must be in good standing at the time of the raffle.

We appreciate our members and thank you for your continued support. Stay safe!

PBA Raffle Winners!

The Big Bend Chapter wishes to thank

Beef O’Brady’s for its cooperation and

the use of its meeting room for occasional

Big Bend Membership Meetings.

Please show your appreciation by

patronizing its establishments.

1800 Thomasville Road2910 Kerry Forest Parkway

1208 Capital Circle SE


Acommon question received at PoliceLink relates towhat a service member can do in order to best aligntheir skills with those needed to succeed as a civilian

law enforcement officer (LEO). In this section, we’ll helpyou figure out which areas of law enforcement your skillsbest suit you for. For active duty service members, this mayhelp you determine whether or not you need to change yourspecialty in order to prepare you for the field you strive tobe a part of.

Skills TranslatorThe Military.com

Skills Translator is a freetool that will translateyour MOS, Rate, AFSC,or designator into theircivilian counter parts. Forexample, a Navy MA2008 has the skills neededto fill a CorrectionsOfficer position, while aMarine Corps MP 5811would find a good fit as apolice officer or deputysheriff.

Using the Military.com Skills Translator will provideyou with a wealth of information on career fields, differentoptions for your current skills, or can help you figure outwhat specialty to change to, should you have that option.

Police Officer / Deputy SheriffPolice officers and deputy sheriffs serve as every com-

munity’s front line defense against criminals. They con-duct routine patrols, respond to calls for service, appear atcommunity events, and conduct community policing initiatives.

When initially hired as a police officer or deputy, youwill almost certainly be assigned patrol duties. Once youserve your time as a rookie, you’ll be given opportunitiesfor advancement and promotion into a variety of specialtyareas, such as K9, SWAT, bike patrol, motor squad, etc.Some of these units, such as K9 or motor squad, may be fulltime units, while others may be on call or as needed. Ineither case, you will be required to receive specialized train-ing, which is highly sought after in order to advance yourcareer.

The average starting salary for an entry level police offi-cer is roughly $48,000. Officers with degrees or militaryservice generally start at a slightly higher salary and aregiven the opportunity to advance more quickly.

Corrections OfficerCorrections officers perform a critically important role

in the law enforcement world: the custody and supervisionof today’s offenders. With today’s inmate population grow-

ing faster than ever, thereis a never ending shortagein the need for correctionsofficers. It is estimatedthat there are about500,000 correctional offi-cers supervising almost2.5 million inmates inlocal, state and federaljails at any given time inAmerica.

All correctional facili-ties require at least a highschool degree. However,many agencies – especial-

ly state and federal agencies – require at least a collegedegree or a mix of college credits, prior counseling experi-ence, or prior military service.

The average income for an entry level corrections offi-cer in America is about $36,000. Officers with degrees orprior military supervisory service generally advance quick-ly through the ranks to a higher paying supervisory position.

Special Agent / Federal AgentThere are hundreds of state and federal agencies that

employ special agents. Agencies as obscure as the VirginiaLottery Commission or as famous as the Federal Bureau ofInvestigation all hire the most highly qualified candidates.Successful candidates often have advanced degrees in spe-cialties such as accounting, computer sciences, foreign lan-guages, or chemistry, or engineering.

The most qualified special agent candidates also haveprior military or law enforcement experience. The averageentry level salary for special agents is above $50,000 peryear, with plenty of opportunities to advance to specialagent in charge or higher.

Choosing the Right Law EnforcementCareer

Reprinted Courtesy of http://policelink.monster.com • PoliceLink and Military.com

ATTENTION MEMBERS:In appreciation of your business, each member willreceive a $10.00 gift certificateto Super Suds Express CarWash for each auto glassreplacement.

Visit both our website andour Facebook site!Don’t forget to “Like” us!

www.facebook.com/pages/Big-Bend-PBA/121280021237429?ref=sgmwww.bigbendpba.org



The first female patrol officers stepped out oftraditional assignments considered to be“women’s work,” demanding respect from

the public and from their fellow cops.

A female police officer makes an arrest in the 1980s.Photo courtesy of Los Angeles Police Historical Society.

It’s difficult to determine when the first Americanfemale police officer pinned on her badge and began herwatch. Several departments say they swore in the first“police woman” sometime around the turn of the 20th cen-tury so the issue is contested. It’s easier, however, to pin-point the dawn of the contemporary female officer, that onemoment in time where law enforcement’s and the public’sattitude toward women with badges began to change andfemale officers began to be perceived as “real police.” Thatyear was 1972.

Forty years ago women didn’t have much of a toeholdin law enforcement. A mere 2% of all police officers andsheriff’s deputies nationwide were female. Yet there was agrowing presence of female officers and a growing recogni-tion that female officers could take on duties that were oncethought only suited to men.

Of course, women who wore badges in the 1970s facedold school stereotypes and biases, both within their depart-ments and from the public. They were also accorded littleconsideration in sartorial matters, as they were required towear impractical skirts, high-heeled shoes, and unisex bal-listic vests that ignored the natural contours of the femalefigure. It wasn’t even until the late ’70s that SallyBrownes—uniform belts designed for women—were wide-ly used. Before that belt was available, female officers kepttheir weapons and handcuffs in their purses.

Assignments were also an issue for pioneering femaleofficers. They were shuffled into female-only duties, givendesk and clerical work, sent to women’s jail wards, or post-ed to juvenile investigations units. But in the 1970s somefemale officers fought for and won patrol positions thatwould serve as promotional stepping stones.

These early ’70s female officers fought for and wonrespect. They also paved the way for more and more womento become officers.

A generation later, female officers make up 14 percentof the Thin Blue Line, and their ranks are growing. Femaleofficers have yet to reach parity with their overall represen-tation in society, but women have successfully integratedthemselves throughout the ranks of law enforcement, serv-ing as integral members of SWAT teams, K-9 units, investi-gation divisions, training staffs, and special task forces.Many have even gone on to helm major police departmentsas chiefs.

To trace the arduous path that women have forged inlaw enforcement, POLICE contacted women who workedtheir way up the ranks starting in the 1970s. Their personalexperiences tell the story of what it’s like to be a female pio-neer in a male-dominated profession.

Hitting the StreetsPatty Fogerson retired in 1994 as a detective supervisor

III with the Bunco Forgery Division of the Los AngelesPolice Department. Her career was even the subject of a tel-evision movie of the week starring Linda Hamilton. Shesays initially there was much trepidation on both sides of thesexual fence.

“My first partner didn’t know whether he should openthe door for me when we got in the car,” reflects Fogerson,who joined the department in 1969.

Also in Southern California that same year, JudithLewis was starting her law enforcement career with the LosAngeles County Sheriff’s Department.

“When I joined the department,” Lewis says, “we werecalled ‘lady deputies.’ Our uniform was a skirt, high heels,and a blouse. We went through a 10-week academy vs. a 20-week academy for men. We got a 2-inch gun to carry in ourpurse. I was a deputy in an administrative job.”

Lewis went on to play an instrumental role in creating aprogram to usher women from working behind the desk toworking the front line. In exploring this new territory, hertask force encountered its share of hurdles on both sides ofthe gender line. And she wasn’t even sure that she wanted tohit the streets.

The First Female Patrol OfficersReprinted Courtesy of www.policemag.com


From the female perspective, Lewis explains, “I didn’twant to go to patrol at that time because I had three smallkids. Patrol wasn’t what I joined the job for, and neither didmost women. Opinion was mostly negative in the depart-ment to do that.”

As Lewis’ task force searched for positions for womenon the department, a detective from the automotive divisionpiped up, saying that women couldn’t or wouldn’t workthere because they would have to crawl under cars to findVIN numbers. “I replied that I knew some obese male offi-cers who couldn’t do that job,” recalls Lewis.

RetrainedEventually, at Lewis’s request, the department asked for

volunteers rather than implementing a draft. The firstwomen on patrol were still required to wear high heels, apurse, and a skirt, but some women violated the rules andimprovised their own uniforms for practical purposes.

And before they could become full-fledged patrol offi-cers, women had to pass full academy training. For womenlike Fogerson, who had already completed a shortenedtraining course designed for police women, a second roundof academy training was required.

“In 1975, I experienced some double standards in theacademy,” says Fogerson. “Physical training instructors inthe academy didn’t want us there, and they made life as dif-ficult as possible for us. One guy changed my time on theobstacle course. I had won medals in the Police Olympics,so I had done well. But he read off my time as being slow-er than the slowest person there.”

Fogerson’s response was to glare at the instructor whoposted the bogus time. “He looked at me and asked, ‘Do youhave a question about your time?’ I said, ‘No, sir.’ He said,‘Good.’ I ended up having to do 10 pull-ups instead of fourto pass the exam.”

Such harassment and hazing was commonly inflicted onearly female recruits for patrol duties, but Fogerson and oth-ers are quick to note that many instructors and supervisorstreated them fairly. While they could not excuse subtle orovert forms of discrimination that they experienced, theymade the point that both men and women were subject tovarious acts that were largely dictated by their newness tothe profession rather than their gender.

Trying HarderSexual harassment was also a common experience for

these female pioneers, particularly in the early years.Unfortunately, there was not much that they could do aboutit.

“Phrases like ‘sexual harassment’ and ‘hostile workenvironment’ didn’t exist back then,” says Fogerson. “Myattitude was, get the job done and you’ll be able to prove

yourself. I was able to work robbery and detectives, back-ground investigations, and was one of the first female drillinstructors in the academy. I just got along and survived inthe beginning, then things settled down.”

Former Tucson, Ariz. officer Ruthanne Penn agrees that the females she knew tended to try harder. In part,because they had to. “Males wouldn’t be considered ascrew-up until they made 10 mistakes,” she reflects. “Afemale could make only one mistake and be considered ascrew-up.”

Standing OutJohn Wills, a former Chicago police officer and FBI

agent and the author of the forthcoming “Women Warriors:Stories from the Thin Blue Line,” is sympathetic to Penn’sobservations.

“Women stand out a little quicker when they make mis-takes than their male counterparts,” Wills notes. “Theystand out to the public and to their male counterpartsbecause of their numbers. Large departments with lots ofwomen on the street don’t have that problem. But in a smalldepartment with only two women on a watch, if one makesa mistake it sticks out like a sore thumb.”

Penn cites a peer’s unfortunate experience as a primeexample. While the error made was not demonstrably dif-ferent than those made by male officers, it proved to be onethat the woman had a particularly difficult time living down.For a time it also made Penn, who worked in law enforce-ment from 1976 to 2001, hyper vigilant against makingerrors. Eventually, she relaxed. Not because she becameapathetic to the prospect of committing some transgression,but because she simply acquired faith in her own abilities.

“After I’d been working for a while, I felt good aboutwhat I did so I didn’t care what men thought of me,” Pennsays. “In the beginning there was a lot of pressure, for aboutfive or six years. After several assignments, particularlywhen I became a detective, I was more confident. We wereall on the same playing field.”

Promotions and Legal ActionUnfortunately, hard work alone could not bridge the

gender gap that existed in many department policies, partic-ularly as they related to promotional opportunities forwomen.

Capt. Rebecca Meeks with the Waynesboro (Va.) PoliceDepartment recalls her promotional struggles. “When I test-ed for lieutenant, I outscored a man who was promotedbefore me. They said it was because he had a four-yeardegree and I had only a two-year degree. It was the chief’scall. I’d heard that he asked other captains who they wantedto be promoted, so I felt discouraged. But the man who was



promoted was an excellent supervisor, so I didn’t hold itagainst him.”

Faced with similar discrimination, two SouthernCalifornia female officers stood up on behalf of their peersand filed lawsuits against their departments.

In 1973, a sergeant with the LAPD, Fanchon Blake,sued after she and other female police sergeants were notallowed to take the lieutenant’s exam because they werewomen. She won. A similar lawsuit filed against the LosAngeles County Sheriff’s Department by Sue Bouman in1980 was eventually settled in 1988.

Among the legacies of theselandmark suits were decrees thatrequired departments to makeamends to women in lawenforcement. These guidelineswere designed to bolster the pres-ence of women in the professionand to remove barriers for pro-motion and assignments to covet-ed positions. They served asprecedents for departmentsacross the country to implementsimilar policies.

“Promotional boards aremuch different in today’s envi-ronment when you’re trying topromote from patrol,” notesWills. “The testing process hasevolved in terms of being more academic, especially withmore technology being involved in police work.”

Still, it has not been easy for women to stand up fortheir rights in their law enforcement careers.

Lewis recalls the hardships that Bouman and othersexperienced in the wake of taking their stands against theirdepartments. “Back then there really was no place forwomen to go with sexual harassment or job discriminationcomplaints, and it would definitely negatively affect yourcareer if you complained publicly. By the time I left, therewere places for women to go and either talk to someoneconfidentially or to place a formal complaint. However, theone thing that still existed in a few cases, was a peer andcareer backlash for making such a complaint. Sue Boumanpaid heavily for her lawsuit and was the subject of continu-ing hard feelings and backlash against her for the rest of hercareer.”

Few Role ModelsTo counter the chilling effects of harassment, discrimi-

nation, and negative stereotyping on the job, women offi-

cers have turned to one another for support.But for those women who were part of the vanguard for

women in law enforcement, mentors and role models werein short supply. It was not only up to many of these womento undergo a baptism by fire, but to ultimately become men-tors and role models themselves.

“There were role models for the jobs that women hadtraditionally done,” Lewis recalls, “but there were no rolemodels for women working patrol. The women who wentout to patrol early became role models for those who camelater.”

Some, like Lewis, tried toestablish formal mentoring pro-grams. As recently as 1998, theInternational Association ofChiefs of Police concluded thatwhile the need continues to begreat, there are very few mentor-ing programs for women officers.What support there was typicallycame from informal contacts.

“The support women ser-geants gave us was mostly in thelocker room, urging us on,”recalls Fogerson.

Wills notes the importanceof formal organizations forwomen in law enforcement. “Insome parts of the country,

women are still a minority. They need women’s organiza-tions for the smaller contingent on smaller departments togive them support and direction.”

To that end there is no shortage of organizations devel-oped by and for women, including a growing cadre ofinstructional institutions that focus on providing womengender specific training in areas of promotional and officersurvival.

Wills sums up the progress made by women in lawenforcement over the past four decades. “Back in the day, inthe 1970s and 1980s, women wanted to be involved in lawenforcement and it was something to prove—to society andthemselves—that they can do the same job. In today’s envi-ronment, this is a sought after job and it’s highly competitive.”

Wills believes that women officers have earned respectfrom their colleagues and from the public because of thecourage and dedication that other women have displayed onthe job. “Some have paid the ultimate sacrifice and are list-ed on the memorial wall,” he says. “We saw a lot of heroicson their part and we still do. Now we look at them in a dif-ferent light.”

The First Female Patrol Officers – Continued from page 11


Lt. Karen Walters (left) of the Greensboro Police Depart -ment talks with Sgt. C.B. Isom and others on the scene of ashooting on Washington Street in downtown Greensboro onSept. 21, 2012.

GREENSBORO — A Greensboro police officer has set-tled her gender discrimination lawsuit against the city for$180,000 and a promotion.

Lt. Karen Walters will be promoted to captain thismonth. It’s a promotion that she said in her lawsuit hadlong been denied to her because of her gender. The case,filed last year in U.S. District Court in Greensboro, wasofficially dismissed last week.

“She stood up and showed that someone who speaksout against discrimination should not be retaliatedagainst,” Robert Elliot, Walters’ attorney, said Thursday.“She tried to work through the system, tried to mediate,and it didn’t work. So we had to have full litigation. Andshe was ultimately vindicated.”

Elliot said Walters did not want to do any media inter-views but said she is grateful “for the opportunity to con-tinue serving the citizens.”

On Thursday, police Chief Ken Miller said the citydiscovered some facts during depositions “that were notnecessarily known” and some “decisions had been madein early 2010 that were not really supportable.”

“We felt that her treatment was not appropriate andthat led to the settlement,” Miller, who took over thepolice department in September 2010, said in an inter-view.

The department, he said, has been “taking a look at all

of our internal mechanisms in terms of managing peopleand issues.”

“We’re always looking at our processes now,” Millersaid. “How to tweak and fine-tune them. I feel we’re in astable environment as an organization.”

The lawsuit was one of several legal actions filed overthe past several years by employees of the police depart-ment who alleged discrimination. Among them are threeracial discrimination suits involving about 40 black andLatino officers that are tentatively set for trial in October.

Walters became certified as a law enforcement officerin 1986 and joined the Greensboro Police Department in1988. She became a lieutenant in 2007 and served in thecriminal investigations division.

In her lawsuit, Walters said that in December 2007,she began working for a captain who treated her in an“extremely condescending manner” because of her gen-der. She also said the captain (who was not named in thesuit) “engaged in lengthy verbal tirades and diatribes”against her, sent “demeaning emails” and wrote an“untrue, unfair and extremely demeaning” evaluation.

According to legal documents, Walters said she alsooccasionally feared for her safety.

Walters said she complained to former police ChiefTim Bellamy and asked to be transferred. In court docu-ments, Walters said she was told the move would mean ademotion, which she did not accept.

In an amended complaint filed in May, Walters saidshe was passed over for promotion on five separate occa-sions between January of 2010 and March of this year.The complaint described Walters as being more qualifiedthan several male officers who were promoted.

The suit also noted that two female officers were pro-moted to captain in 2012 but stated that both had lessexperience than Walters.

Walters will be promoted to captain on Aug. 15.According to the settlement agreement filed with the

court, Walters will receive $117,771. The law firm repre-senting her will receive $62,228.

The settlement is covered by the city’s self-insurancefund. (Content amended 08/07/13. See full clarificationbelow.)

Clarification— City funds set aside in a self-insurancefund will pay a $180,000 settlement to police officerKaren Walters, who filed a lawsuit against the city alleg-ing gender discrimination. A reporter was given incom-plete information from a city spokesperson.

City to Pay, Promote Officer in Gender SuitReprinted Courtesy of News & Record, 08/02/13 • Written by Robert Lopez • www.news-record.com


Offering a20% Law

EnforcementOfficer

Discount

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One of the most common questions I get overseeingcriminal justice and police academies is from stu-dents who want to know what law enforcement

agency they should apply to. The answer is not so simple.There have long been a variety of factors to consider whendeciding where to apply. This has only become more com-plicated by the downturn in the economy that has turned thejustice job arena from a sellers market to a buyers market.

Job opportunities have become tougher to find as thelaw of supply and demand has reversed from a few yearsago. There used to be more slots than applicants, now thereare more applicants than slots. While finding the best-qual-ified folks is still a challenge for police chiefs and sheriffs,it certainly is easier than it has been before.

Police work is now looked upon as a steady occupationwith good benefits. That is something that has becomescarce for many people in this challenging economy. Thenumbers of those applying for police posts has skyrocketed,particularly for destination agencies that are desirable due totheir reputation or location (such asFlorida).

Much like the private sector, gov-ernmental entities have been impactedwith shrinking revenue bases uponwhich to build their police personnelpools. Worse yet for those contemplat-ing a career move into the five-0 biz isthe way governmental funding cycles work. Despite whatmay seem to be a gradual improvement in the economy,many see the next few years as being even rougher than2010 as one-time federal stimulus funds from the Obamaadministration will dry up. Tax and other governmental rev-enue cycles for state and local public agencies also almostalways trail that of the private sector.

There are some folks I have spoken with that advocatewhat I’ll call the shotgun approach to law enforcementapplications. This has been especially true due to the des-peration caused by the above factors. I do not advocate thatapproach. I liken that approach to applying for credit. If youget turned down a bunch of times, any prospective creditorswill see all the rejections and wonder why and if they shoulddig further.

It is the same principle behind gas station clerks parkingtheir own car at a gas pump later at night to simulate otherpotential customers comfortable pulling up. If too manyfolks bypass the gas station (and no one is there) or you areturned down by many agencies, any prospective target isgoing to want to go where others would want to go.

So, the idea is to pick wisely.10) Figure out who is hiring. No amount of your per-

sonal desire will get you a coveted position if that agencyisn’t hiring. Worse yet is the situation where hiring happensfollowed shortly thereafter by the layoff of the lowest sen-iority probationary employees due to budget cuts.

The idea is to take a proactive research approach to geta handle on both scenarios. Find out from instructors andother law enforcers in your social and professional networkwhat agencies are looking to take on new officers. Scour theclassified ads, sites like PoliceLink.com, and job searchboards like Monster.com.

In order to make sure you’re landing in an economical-ly viable agency that won’t turn around and lay you offquickly, I suggest that you research the city or countyfinances. Check council minutes, scrutinize public financialrecords, and read relevant newspaper articles online.

9) Figure out the type of policing you want to do.Different types of law enforcement agencies represent

divergent categories of police work. Ifyour bag is traffic enforcement andcrash investigation, then a statepolice/highway patrol/state patrol typeof agency may be the ticket for you. Ifyou like to have a little more inde-pendence and little backup, then acounty sheriff in a geographically far

flung county may be good for you. If you want a slowerpace with a community feel, then a small town with low callvolume may be right.

But don’t forget the many other types of law enforce-ment out there. Community policing has traditionally had astrong presence in campus law enforcement. Railroad afi-cionados may think that railroad police is the track for them.And outdoor buffs may find being a wildlife enforcementofficer is the branch for them.

8) Check the website. It sounds obvious, but manypeople I speak with have yet to even check the agency’swebsite. A lot of information can be gleaned from thedepartment’s Internet presence. Many agencies have terrificwebsites with all sorts of information and even recruitmentvideos.

7) Google and Youtube. Yet another one that I thinkis obvious that few do. Google the department to find outwhat information is out there. Go a step further and Googlethem again under the “news” tab to see what news articleshave popped up recently.

10 Tricks For Picking the Right DepartmentReprinted Courtesy of http://policelink.monster.com • Written by Dr. Richard Weinblatt


“Police work is nowlooked upon as asteady occupationwith good benefits.”


Another great Internet resource is youtube.com. Pull upYoutube and do a search with the agency name. You mayfind official recruitment videos, as well as grainy cell phonecamera footage of their officers in action. Bearing in mindthat footage can be misleading depending what the posterwants viewers to see, it can give you further insight on theagency.

6) Do ride-alongs. Nothing gets you a feel for anagency as much as actually sitting in the car and watchingthe types and volume of calls for service, attitude of thesworn personnel, and support given to the street officers(someone you are hoping to be) by the administration. Theworld is different on the other side of the windshield. Justremember, while you are checking out the agency, they arescrutinizing you. This is especially true if they know youhave already applied. It is a chance for you to get informa-tion and to impress, but it can also be a chance to ruin yourreputation if you say or do inappropriate things during theride-along.

5) Check out your instructors. Many of your adjunctcriminal justice degree and basic police academy instructorsare full-time or retired members of local law enforcementagencies. Figure out if you like their approach to policingand if their level of professionalism matches that of whichyou’d like to see in your future hiring agency. However,much like the ride-alongs above, they are checking you outas much as you are checking out them.

4) Turn-over. Ask or research what’s happening withthe personnel in the agency. The sick leave rate and turnoverof personnel will give you a major clue as to the level ofemployee satisfaction. If many folks leave the agency, thenext question revolves around the “why.” Is it due to lowpay? Is it due to an oppressive management culture? Is itdue to inordinately high call volume? Or is it because of acultural aversion to training or continuing education?

3) Equipment. What is an attraction to many, particu-larly as they start out in law enforcement, are the tools of theprofession. However, there is another reason to pay atten-tion to these tools.

The amount and quality of the cars, firearms, uniforms,and other accoutrements are great indicators of the finan-cial, tactical, and moral commitment that the employingagency makes to their officers. Departments that issue a fullcompliment of top shelf equipment to new officers under-score their financial stability and moral agreement that theyhave a vested interest in the tactical, physical and emotion-al well-being of their community guardians.

2) If after all of the above, you are still not sure, youcan explore becoming a reserve or volunteer sworn and cer-tified police officer or deputy sheriff. Depending on your

state and local jurisdiction’s laws and policies, you may befully sworn and fully deployed, or you may have more of asupport role.

In either scenario, many agencies hire their full-timeofficers from the pool of reserve officers. The reason is sim-ple. While you are getting a closer look at the agency, theyget an opportunity to see you in action over time and don’thave to pay you for the FTO ride time and related expenses(such as benefits) usually incurred with full-time employees.

1) Philosophy. This is harder to nail down, but is ulti-mately more important than all of the other things dis-cussed. While mission statements and organizational valuesare posted on their website, they don’t always reflect thereality that rolls out on the streets. A combination of theabove should give you a good indicator.

The reason this is important is because your buddingphilosophy of how the art of policing should be practicedmay be at odds with an agency that employs you. It is not asituation that lends itself to your success in the field trainingofficer (FTO) program, nor will it be fulfilling.

For example, if you are a community minded prospec-tive public servant, working for an agency that in realitysees the public as the enemy and practices an “us vs. them”mentality will result in a the philosophical clash that willundermine your view of the profession and career success.

I caution new entrants in the field from bypassing oneagency for another for a two thousand dollar salary differ-ential. That is not such an important deciding factor. Thedifference between agencies spread out over a year and aftertaxes is minimal. What will make more of a difference inyour daily life is your happiness and philosophical compat-ibility with the employing law enforcement agency.

It is important for you, within the acknowledged con-text of a tighter job market, to pick your employing lawenforcement agency as carefully as they pick you. Muchlike a marriage, it is a big step reflecting a commitment of alifetime and a shared value and philosophical system. Takethe time reflective of such a serious responsibility so youcan best serve yourself, your family, and your community.

Dr. Richard B. Weinblatt, Ed.D., M.P.A., is the formerDirector of the Institute for Public Safety for Central OhioTechnical College and an ex Police Chief. He previouslyserved as a professor and program manager for theCriminal Justice Institute at Seminole Community Collegein Sanford, FL. He holds the Certified Law EnforcementTrainer (CLET) designation from the American Society forLaw Enforcement Training (ASLET). He has appeared onlocal and national television news programs and writtenextensively on law enforcement topics since 1990.

10 Tricks For Picking the Right Department – Continued from page 15


Panics in some cases have their uses; they produce asmuch good as hurt. Their duration is always short; themind soon grows through them, and acquires a firmer

habit than before.

~Thomas Paine, The American Crisis

This year, I have undertaken studying Strategy &Policy and its strategic effects on operations throughvarious professional readings. Throughout my read-

ings, I am seeing some common relevance that has inter-twined my law enforcement, quasi-military, career. As acase in point, during your contractual negotiations with youragency, try to keep this quote in mind as you hear the initialoffer, “[A planner] must… guess whether the first shock ofbattle will steal the enemy’s resolve and stiffen his resist-ance, or whether, like a bologna flask, it will shatter as soonas its surface is scratched… guess whether the burning painof the injury he has been dealt will make the enemy collapsewith exhaustion or, like a wounded bull, arouse his rage.”von Clausewitz, On War, pp. 572-3.

There is a direct correlationwith your experience/ insight, aspreviously mentioned in myEditorial section, and contractu-al negotiations that will affectyour employment and your peersthat you work with. ThroughoutVan Riper’s “The Importance ofHistory to the Military Profes -sion,” it is noted “the vicariousexperiences provided through

study of the past enable practitioners of war to see familiarpatterns of activity and to develop more quickly potentialsolutions to tactical and operational problems.” p.40

In addition, hopefully, you can see correlation with myfollowing abridged abstract of the Weinberger Doctrine(noted in Masters of War by Michael I. Handel) where thefollowing conditions should be met before becominginvolved in conflict/negotiations:(1) A vital interest for the membership and/or its members.(2) Sufficient application should be applied to reflect

unequivocally the intention of winning (i.e., no half-hearted measures).

(3) Political and member objectives must be clearly defined.(4) Political and member objectives must be continuously

reassessed to keep cause and response in synchronization.(5) Before committing, there must be a reasonable assur-

ance of support from the community/people.

(6) A confrontational role should beundertaken only as a last resort.One does not necessarily have

to read On War to be aClausewitzian, since most of hisideas can be arrived at independ-ently through the application oflogic and common sense, but Ithought I would share my observa-tions with you. Maybe you arecomfortable where you stand, butsomeone will need your guidance/insight and we all win if you havethat independent ability to offer your insight. If you have dis-covered a symbiotic connection after reading this article, Iam flattered. For many of my years I had no inclination tostudy historical war decisions, but as my personal and pro-fessional life continuous to move forward it has become”clear the logic and efficiency of tapping into the collectivewisdom of generations upon generations of warriors.”, p39,Van Riper, has its rewards. The reward might not be as warmas hugging your superior to influence your promotionalchance, but it does have its place.

The American CRISISNUMBER I. – DECEMBER 23, 1776

By Thomas Paine, the Author OF COMMON SENSE.

THESE are the times that try men’s souls. The sum-mer soldier and the sunshine patriot will, in thiscrisis, shrink from the service of their country; but

he that stands by it now, deserves the love and thanks ofman and woman. Tyranny, like hell, is not easily con-quered; yet we have this consolation with us, that theharder the conflict, the more glorious the triumph. Whatwe obtain too cheap, we esteem too lightly: it is dearnessonly that gives every thing its value. Heaven knows howto put a proper price upon its goods; and it would bestrange indeed if so celestial an article as FREEDOMshould not be highly rated. Britain, with an army toenforce her tyranny, has declared that she has a right (notonly to TAX) but “to BIND us in ALL CASES WHAT-SOEVER” and if being bound in that manner, is not slav-ery, then is there not such a thing as slavery upon earth.Even the expression is impious; for so unlimited a powercan belong only to God.

Strategy & PolicySubmitted by Michael Von Stein, PBA Board Member – Editor

Carl von Clausewitz(1 June 1780 – 16 Nov. 1831)

Lieutenant GeneralPaul K. Van Riper(born July 5, 1938)


Be Like Alfred E. NewmanBy John Rudd, TPD Board Member

The theme for this article of The Gadfly is what advicewould you give to new officers? Having thought longand hard on the subject, I think I have an answer, and

it goes along with a question someone asked me recentlyabout these articles. While standing around during the manylulls in this job, I was asked how I had time to write them. Iexplained then as I will demonstrate now,it’s easy, I’m really only quoting people sothere isn’t much creativity involved. So withthat in mind, I’ll say this is my advice tonew people: be like Alfred E. Newman. Forthose unfamiliar, he is the mascot/face ofMad magazine and his tag line is simply,“What, me worry?”

The new officer need not worry aboutthe small things, like equipment or days off.Someone very high up has done tons ofresearch to make sure we have the bestequipment available. We buy only the best computer soft-ware that is thoroughly vetted prior to it being put to use andwe test and provide fixes to every bit of equipment we get.If the City spends millions of dollars on a new dispatch pro-gram, you can be certain they will have a crack team of peo-

ple only interested in making it the bestit can be. And that team will be in closecontact with the vendor, providing thefixes necessary to have the system fullyoperational the day it comes online.Never would the City simply ignore theteam’s warnings or just dump such amonumental task on a single person. Nonew guy, you need not worry about that,

no more than you should worry about your shift. You see,your shift has been carefully crafted based upon years ofexperience with an eye towards keeping the employeehappy, while still providing a high level of service to the cit-izens. Never would your days be manipulated to create apunitive system designed to get you to want to work longerhours for the same pay. No, rest assured new person, youneed to work seven days in a row because that’s what is bestfor you.

The new officer need not worryabout the mundane things either,like large events or staffing. Largeevents are planned for at the high-est levels and always run smoothly.And don’t worry new person, asthe lowest paid person here, you

are almost guaranteed to be an active participant in all ofthe large planned events if you thought it was your day off.You don’t have to worry about going to the event, you’ll betold where to be, and you don’t have to worry about whatto wear either, reflective yellow goes with everything. Anddon’t worry about staffing, there will be more people at the

event than working the road. In fact, newperson, if you don’t get to work the eventbecause you are working the road, you don’thave to worry about being short of people.With all our specialty squads, there will beplenty of people to answer calls and helpyou with that massive fight just out of sightof the other 100 officers working the event.And don’t worry new person, the fact thecity has grown steadily for 30 years whilethis agency has at best stagnated is not aproblem, we are going to add more special-

ty units so you can answer more calls.But, most importantly, the new people need not worry

about the big things, like pay and retirement. The Citycomes around every three years and offers you a few moreshiny coins to show how much they appreciate the fact youare doing the work of two for the priceof one. Don’t worry, the City is alwaysgenerous and fair, happily paying youwell enough to keep people from leav-ing here like rats from a sinking ship.Why, if you need an example of howgenerous they are, just look at the CityManager, she makes more than theMayor of New York. And the city is justas generous with it’s pension. Just look at the offer they pre-sented recently, allowing all of us to put an additional fourpercent (4%) into our retirement, even though it did notneed it. You see new person, there is nothing to worry about,at that rate by the time you retire, your pay will all go topension and you will need to have another job to eat off of,like the firemen do.

So to the new guys, my advice is simple: don’t worry.You are working for forward think-ing, far planning, caring, fair-minded, generous people who caregreatly about your future. I, on theother hand, will be doing Peptoshooters and tilting at windmills,so pay me no mind.

Illustration by Christy Karacas

Quality of Work Life(QWL) is the favor-ableness or unfavor-

ableness of the job environ-ment (Newstrom, Davis,1993). Its purpose is todevelop jobs and workingconditions that are excellentfor both the employees andthe organization. One of theways of accomplishingQWL is through job design.Some of the options avail-able for improving jobdesign are:

•• Leave the job as is but employ only people who like therigid environment or routine work. Some people doenjoy the security and task support of these kinds ofjobs.

•• Leave the job as is, but pay the employees more.•• Mechanize and automate the routine jobs.•• And the area that OD loves—redesign the job.

When redesigning jobs there are two spectrums to fol-low—job enlargement and job enrichment. Job enlargementadds a more variety of tasks and duties to the job so that itis not as monotonous. This takes in the breadth of the job.That is, the number of different tasks that an employee per-forms. This can also be accomplished by job rotation.

Job enrichment, on the other hand, adds additional moti-vators. It adds depth to the job—more control, responsibility,and discretion to how the job is performed. This gives high-er order needs to the employee, as opposed to job enlarge-ment which simply gives more variety. The chart below illus-trates the differences (Cunningham & Eberle, 1990):

The benefits of enriching jobs include:•• Growth of the individual•• Individuals have better job satisfaction•• Self-actualization of the individual•• Better employee performance for the organization•• Organization gets intrinsically motivated employees•• Less absenteeism, turnover, and grievances for the

organization•• Full use of human resources for society•• Society gains more effective organizations

There are a variety of methods for improving jobenrichment (Hackman and Oldham, 1975):•• Skill Variety: Perform different tasks that require dif-

ferent skills. This differs from job enlargement whichmight require the employee to perform more tasks, butrequire the same set of skills.

•• Task Identity: Create or perform a complete piece ofwork. This gives a sense of completion and responsibil-ity for the product.

•• Task Significant: This is the amount of impact that thework has on other people as the employee perceives.

•• Autonomy: This gives employees discretion and con-trol over job related decisions.

•• Feedback: Information that tells workers how well theyare performing. It can come directly from the job (taskfeedback) or verbally from someone else.


Quality of Work LifeReprinted Courtesy of http://www.nwlink.com/~donclark/leader/leadob.html


Note: This survey is based on the “Models of Organi -zational Behavior” in Leadership and Organiza -tional Behavior (www.nwlink.com/~donclark/

leader/leadob.html)

Objective: To identify what behavioral model yourorganization prefers to operate in.

Instructions: This questionnaire contains statementsabout the organization. Next to each question indicate howrarely or often your organization displays each behavior byusing the following scoring system:•• Almost never - 1•• Seldom - 2•• Occasionally - 3•• Frequently - 4•• Almost always - 5

1. ___ Things get accomplished around here becauseemployees fear for their jobs.

2. ___ Most employees do not leave this organizationbecause it provides a lot of security.

3. ___ The managers display real leadership traits and arerespected by the employees.

4. ___ There is a real feeling of teamwork.5. ___ Only Management is allowed to make decisions.6. ___ Although the employees are happy and contented,

they give only passive cooperation.7. ___ Both managers and employees want to create better

job performance.8. ___ There is a partnership between managers and

employees.9. ___ Although people obey their leader, they do not

respect the leader.10. ___ Management’s main concern is to make money.11. ___ The employees feel they are part of the organiza-

tion.12. ___ The employees feel a real responsibility to make

things work.13. ___ Most of the jobs are considered “minimum wage”

jobs.14. ___ The employees’ main concern is for the security of

their families and themselves.15. ___ When things go wrong, the main concern is to fix it,

not to lay blame.16. ___ There is enthusiasm among the employees to better

job performance.17. ___ The employees’ main concern is to provide for their

families and themselves.

18. ___ Although the employees have good benefits, theytend to give only minimal performance.

19. ___ The employees feel they are recognized for theirwork.

20. ___ The employees feel their jobs hold high esteem andare of great value to the organization.

21. ___ Management does not expect the employees to givemore than minimal performance.

22. ___ Most of the employees seem content to stay in theirposition.

23. ___ Employees are part of the decision making process.24. ___ Things happen around here because of the self-dis-

cipline of every employee.In the fill-in lines below, mark the score of each item on

the questionnaire. For example, if you scored item one witha 3 (Occasionally), then enter a 3 next to Item One. Whenyou have entered all the scores for each question, total eachof the four columns.

ScoringThe highest score in the columns above points you to

what type of behavior your organization normally operates in:

Organizational Behavior SurveyReprinted Courtesy of http://www.nwlink.com/~donclark/leader/obsurvey.html


•• Autocratic - This stage depends on power, those incommand have the power to demand. “You do this orelse,” means that an employee will obey or be penal-ized. The employee orientation is obedience towards theboss, not respect.

•• Custodial - These are welfare companies that practicepaternalism. The organization depends on economicrecourses to meet the security needs of its employeeswhich leads to dependence upon the organization.

•• Supportive - This approach depends upon leadershipinstead of power or money. Through leadership theorganization helps the employee to grow and accom-plish things in the organization.

•• Collegial - This is a team concept that depends upon themanagement building a partnership with employees.

This questionnaire is to help you assess what behavioralmodel your organization operates. It is based upon the the-ory that organizations generally operate out of one of fourmodes - Autocratic, Custodial, Supportive, or Collegial. Thelowest score possible for a model is 6 (Almost never) whilethe highest score possible for a model is 30 (Almostalways).

The highest of the four scores indicates what model youperceive your organization to normally operate in. If your

highest score is 24 or more, it is a strong indicator of themodel it operates in.

The lowest of the three scores is an indicator of thestage your team is least like. If your lowest score is 12 orless, it is a strong indicator that your organization does notoperate this way.

If two of the scores are close to the same, you are prob-ably going through a transition phase. If there is only asmall difference between three or four scores, then this indi-cates that you have no clear perception of the way yourorganization behaves, or the organization’s behavior ishighly variable.

Also note that if several scores are close to being thesame, then the one on the right could be stage that you com-pany primarily operates out of. That is a collegial companycould have patterns of both custodial and supportive organ-izations.

Reliability and ValiditySince this survey is a learning tool used in training pro-

grams, such as leadership development, rather than aresearch tool, it has not been formally checked for reliabili-ty or validity. However, since I have received feedback fromvarious sources and has been updated numerous times, Ibelieve it to be a fairly accurate tool.


Leading a police department in any sized agency canbe both rewarding and challenging. Whenpreparing to become a chief, especially of a

smaller department, the first question one mustask is, “do I really want to be a police chief?”Being the principle leader is challenging in anyline of work, but leading a police departmentthat is both visible and accountable to theentire community has unique challenges.When news of a police chief being relieved ofduty due to political fallout beyond his or hercontrol, commission of a tactical error, or over aquestion of ethics is in the news, one who is aspir-ing to that leadership role may think twice about thedemands of the job. Prospective chiefs must truly weightheir inner most desires, assess their capabilities, decide ifthey want to be subjected to a fishbowl life style, and con-sider whether they are willing to choose a job that demandsan inordinate amount of time away from their family.Knowing what the job of chief entails in any particular com-munity will help determine whether or not the position ofchief is what you really want to do.

Whether one wants to commit to leading a policedepartment is a topic that should be considered mid-waythrough a career in law enforcement. In a way, this job is acalling and not everyone is called. It is valuable to begincontemplating the prospect of becoming a chief early inone’s career so that there is ample time to prepare to bequalified for that position. Making deliberate career pathchoices, seeking out diverse career opportunities, and thementoring guidance of other leaders will help build a skillset requisite for being a chief of police. If, after consideringthe ramifications of assuming the roles and responsibilitiesof chief of police, one still wants to pursue the path, it isimportant to keep in mind that there are many roads to thetop of the mountain.

General Requirements for a Chief’s JobEducation and Training

Most hiring agencies desire candidates with a minimumof a BA/BS Degree from an accredited university in a relat-ed field of study. However, in today’s market, many candi-dates have Masters Degrees. Generally speaking, a degreein a discipline other than criminal justice or police scienceis still desired. The chief of police is the lead police execu-tive. As such, a degree in business, public administration,psychology, sociology, anthropology, or communication,

among others that are related to executive responsibilities, isadvantageous.

In addition to an advanced degree, many hir-ing agencies are looking for candidates whohave completed a major law enforcement man-agement training program. This could includethe FBI National Academy, NorthwesternCenter for Public Safety’s School of PoliceManagement and Command, the SouthernPolice Institute’s Administrative Officers

Course, the Police Executive ResearchForum’s Senior Management Institute for

Police, or the IACP’s Leadership in PoliceOrganizations course.

Professional ExperienceBeyond specific educational requirements, municipali-

ties often seek a candidate who has a broad background andconsiderable experience in at least three key areas: patrol,investigations, and administration. That experience shouldbe supplemented with knowledge in a variety of operationalfacets including: records, training, animal control, codeenforcement, personnel, technology acquisition, grants,school resource officer programs, and community affairs.Hiring authorities will not be eager to hire a 20-year detec-tive who was promoted yet prefers to remain in plainclothesassignments without much experience supervising a lineoperation. It can be advantageous to have worked in morethan one agency to demonstrate a broader perspective ofpolice work.

Hiring authorities also often require applicants to hold arank one level below that of the police chief, for that partic-ular department. For example, if the second highest rank inthe organization is a captain, then the requirement may read:“Two years experience at the rank of captain or higher in asimilar sized agency.” The term “higher” in the previousexample would take into consideration a police chief in asmaller agency or an assistant chief in a larger agency.Typically, the higher rank one has in an organization, themore that role is focused on leadership, strategic planning,human resource management, decision making, budgeting,and group dynamics, all of which are areas of experienceusually needed to be considered for a chief’s position.However, rank should not be a discouraging factor; manysergeants have become successful chiefs of police in small-er agencies.

Continued on next page...

Preparing to be a Chief of PoliceReprinted Courtesy of the International Association of Chiefs of Police (www.theiacp.org)

Written By Chief Gary E. Brown, Ret. (Monterey, CA, Ashland, OR, Clemente, CA)


Department SizeThe larger the department that is recruiting, the more

likely it is that the city will want a candidate from a similarsized agency. If a police chief in a smaller city desires tocompete for a similar position in a larger agency, there is noabsolute rule, but degree of executive complexity and com-petency is a major factor. Likewise, those making a selec-tion for a very diverse, suburban city in a metro area may beskeptical about selecting a chief who comes from a smaller,more homogeneous, rural community. This is not to say thata candidate from a smaller department is not capable ofmanaging a much larger one; but it is a perception issue thatthe candidate would have to overcome to gain credibilitywith the governing body and police agency. The hiringagency is looking for competency and fit. Knowing andselling one’s competencies is of major importance whenapplying for a chief’s job.

Additional QualificationsSome police organizations may have additional specific

qualifications they are seeking based on their communityneeds at the time. Other desired requirements for a chief’sjob, written or implied, may include:

➢ A strong desire for a female or minority candidate➢ Bilingual skills➢ Experience with similar issues facing the hiring

agency➢ Experience dealing with gang issues and/or

Community Oriented Policing and Problem Solving(COPPS).

How to be a Strong CandidateFrequently, the same or similar terminology is used in

the desired profile section of recruitment ads for policeexecutive positions. Hiring bodies across the country areoften looking for similar characteristics in a new policeexecutive. The key to determining if a position is a good fitfor a candidate is to consider the terms used in the recruit-ment listing and attempt to read between the lines to deter-mine what they are really looking for. This may provideinsight as to what some of the pending issues are in a hiringagency. Sometimes, a city manager or mayor will say orimply that they want someone who possesses traits that arecompletely opposite of the former chief, especially if theformer chief did not leave on the best terms. Then again,they may want someone with many of the same characteris-tics as the former chief, if the former chief retired honorablyor left under good terms. The hiring authority is attemptingto identify the candidate with the right skill set and person-ality for the police department and the city.

The following is a typical list of desired dimensions inmost police chief recruitments today. Prospective candi-

dates can use this list to assess their own capabilities and/orleadership style to serve as a reference point for what areasthey match up with and consider what areas they may wantto improve upon; this self assessment or diagnostic reviewis beneficial when seriously considering a career as policechief.

Typical Traits of the Desired Police Chief CandidateHow Do You Rate Yourself?

(1=needs improvement — 4=strong)Leadership* Strong leadership skills/leads

by example 1 2 3 4* Provides direction 1 2 3 4* Is fair and consistent 1 2 3 4* Gains respect of police personnel 1 2 3 4* Treats employees with respect 1 2 3 4* A mentor/supports succession

planning 1 2 3 4* Not a micromanager 1 2 3 4* Supports civilian staff and volunteers 1 2 3 4* Customer service oriented 1 2 3 4* Visible in the community 1 2 3 4* Follows chain of command 1 2 3 4* Advocate for PD yet supports

executive team 1 2 3 4

Communication & Coordination* Public speaking skills 1 2 3 4* Seeks opinions of others/a good

listener 1 2 3 4* Keeps city manger informed 1 2 3 4* Responsive/keeps commitments 1 2 3 4* Works closely with the police union 1 2 3 4* Works well with allied agencies 1 2 3 4* Works closely with business

community 1 2 3 4

Experience* Seasoned veteran with a proven

track record 1 2 3 4* Strong administrative skills 1 2 3 4* “Cop’s cop” but understands

management role 1 2 3 4* Can make tough decisions 1 2 3 4* Politically astute, yet not a politician 1 2 3 4* Has realistic expectations of others 1 2 3 4* Committed to Community Oriented

Policing philosophy 1 2 3 4* Technology oriented 1 2 3 4



Personal* Loyal and trustworthy 1 2 3 4* Embraces diversity 1 2 3 4* Visionary/forward thinker 1 2 3 4* Projects professional image 1 2 3 4* Creative/open to new ideas 1 2 3 4* Sense of humor 1 2 3 4* Holds self accountable as well as

others 1 2 3 4* Maintains composure in time of crisis 1 2 3 4* High ethical standards 1 2 3 4* Visible/approachable 1 2 3 4* Involved in the community 1 2 3 4

This list may at first glance seem fairly generic howev-er, under analysis, it can tell prospective chiefs a lot aboutthemselves and how prepared they are to assume the role ofchief. Requested traits that are outside of these standardsmay provide insight into the organization and what they arespecifically looking for in a new executive.

For further clarification, prospective candidates cancontact the executive recruiter or personnel officer who ishandling the hiring to seek his or her opinion as to the mostimportant and desired traits the department is seeking and todetermine what the key issues are that the new executivemay face. The first question a candidate should ask therecruiter is, “What happened to the former chief?” Anotherimportant question would be, “Is there a strong internal can-didate?”

In addition to the typical traits listed above, it is impor-tant to keep supplementary criteria in mind that are less tan-gible than those outlined above. These criteria may includea candidate who will:

➢ Be respectful of the mayor/city manager in public➢ Stand behind and support the mayor/city manager

and city council➢ Resolve problems before they surface➢ Have enough perspective to see the big picture for

the city➢ Stand up for and justify their position on issues➢ Serve successfully as a good will ambassador for

the mayor/city manager and the city as a wholeThese desired traits may appear to be common sense;

however, those candidates who do not pick up on the subtlecues and adhere to them may not remain in the running forthe position for long. The person(s) doing the hiring are notvery likely to take much of a risk (perceived or real) inselecting the new chief because the chief of police is oftenthe most visible, and potentially controversial, appointmentamong all other city department heads.

The Next StepMany police chief hopefuls believe that once they have

decided they want to become a chief, they must reach thatgoal as quickly as possible. However, rather than viewingthis process as a race to the finish line, it is advantageous toconsider it as the culmination of experience, education, andtraining. It will take years to reach the goal of becoming achief of police, but once appointed, you will have a career’sworth of experiences to help guide you. Enjoy the timepreparing for this ultimate career step, rather than rushing inheadfirst. If candidates establish themselves within a depart-ment, regardless of whether it is the one they hope to oneday lead or not, they will become more viable candidatesand will have developed a support system that will servethem well in their future appointments.

Once you have answered the questions, “Do you reallywant to be a chief?” and, “What are they really lookingfor?” then you must do a self assessment as to how youcompare to the desired criterion and seek to understandwhat the city manager or mayor may want in a candidate.Then, if possible, determine what the real issues are await-ing the new police chief. If the criterion and possible expec-tations of the city seem like a match, update your resume,look for the right fit for possible career opportunities, andthrow your hat in the ring. The position of police chief canbe among the most rewarding of any profession. Both thechallenges and the rewards of service are great.

Once you determine the job of police chief is your goal,gather as much information as possible about the job expec-tations, the former chief, the agency, the city, and finally,assess your readiness. Keep in mind that the varied experi-ence of a command officer in a smaller agency is excellenttraining to be a police chief. This summary of leadershippreparation can serve as a helpful guide for smaller depart-ment chief hopefuls, but it can also be useful to those inter-ested in becoming a law enforcement leader in anothercapacity such as sheriff or state police director. Good luckas you consider your future as a law enforcement executive.

This article was written by Chief Gary Brown (Ret.). Hehas more than 40 years experience in municipal governmentand retired in 2001 as police chief of the City of Monterey,CA. Prior to his retirement, Chief Brown served as policechief in Ashland, OR, and the California cities ofChowchilla, South Pasadena, and San Clemente. ChiefBrown’s educational background includes an AA degreefrom Mt. San Antonio College, a BA in Government fromSacramento State, and an MPA from the University ofSouthern California. Chief Brown currently serves as anexecutive recruiter with William Avery & Associates. ChiefBrown can be reached at [email protected].

Preparing to be a Chief of Police Continued from page 23


Cards and Letters

August 13, 2013

VIA HAND DELIVERY

Ms. Anita Favors Thompson City Manager City of Tallahassee 300 South Adams Street Tallahassee, Florida 32301

RE: Secondary Employment

Dear Ms. Thompson:

This is notification that the Association will no longer participate as part of a joint committee pursuant to Article 20 Secondary Employment (20.9).

An audit was conducted in early 2013 on secondary employment and the final report was published on March 19, 2013. Based upon the audit and current collective bargaining agreement, a joint committee was formed to consider alternatives to the current secondary employment process. The committee was working towards solutions to the audit report and language changes were recently presented in the current on-going negotiations outside of the recommendations that are being considered by the joint committee. Since it is the desire of the City of Tallahassee to move this to the current negotiations, the Association will no longer meet as a joint committee.

If you have any questions about this request, please call me at 850.322.5760.

Sincerely,

Steven B. Slade President Big Bend Chapter of the FL PBA

cc: Chief Dennis M. Jones Diane Cole Major Lewis K. Johnson


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PBA Hitch ReceiverCover for Your

Vehicles!Florida PBA has recently added the PBA Hitch Receiver Coverto its list of items available for MEMBERS ONLY to purchase.It is blue high density plastic with gold printing. The covercomes with spring pin (shown) or you can use your own hitchpin. There are two sizes for either 2" or 11⁄4" receivers (pleasespecify which size you need). Display them proudly on yourvehicle or give them as a gift to your family and friends.

Only $1000eachMEMBERS ONLY:

Send your check for $10 each (no sales tax) to:

Florida PBA300 East Brevard Street

Tallahassee, Florida 32301

JOIN E-PBA TODAY!NOT AN E-PBA MEMBER YET? Become one! Be the first to know

about breaking news... direct to your inbox. Don’t wait, sign up today forE-PBA. Go to our website at www.flpba.org and click on the E-PBA link.

Knowledge about PBA issues is the strength of our Association. PBAwill be e-mailing members timely news about what’s up at the FloridaPBA, helpful information regarding legislative issues, quick tips, and bestpractices for members.

Your e-mail address will not be given to any other group or organiza-tion and you will receive no advertising from outside sources. E-PBA isavailable to PBA members only.

A peace of mind in this

chaotic world.

The Big Bend PBA is

here for you!


PBA HEART FUND DEATH AND DISABILITY PLAN

In an effort to help the families of law enforcement officers who are killed or disabled inthe line of duty, Florida Police Benevolent Association (PBA) has established a charita-ble arm which is called the PBA Heart Fund. Because the PBA Heart Fund is a 501(c)(3)

organization, contributions are tax deductible. Monies donated to the Heart Fund are usedto provide death benefits to the families of officers killed in-the-line-of-duty and disabilitybenefits to officers who are permanently disabled because of an in-line-of-duty disability.

Aside from individuals who may want to donate with the tax deduction in mind*, polit-ical campaigns may dispose of surplus funds (after the campaign is over) by donating someor all of the surplus to the PBA Heart Fund [s. 106.141 (4) (a) 2., Florida Statutes]. And, of

course, other entities (e.g. not-for-profit corporations) may also donate to this cause. The address is: Florida PBA Heart Fund, 300 East Brevard Street, Tallahassee, FL 32301

More information about the Heart Fund may be obtained by calling Florida PBA at 1-800-733-3722.*Receipt for donations will be provided upon request.

Have you been ordered to write a statement about an incident that may be investigated?DON’T FORGET YOUR GARRITY RIGHTS!

CALL PBA AT 1-800-733-3722

Do not talk to anyone until you have consulted with a PBA ATTORNEY

— GARRITY RIGHTS —The following statement should be written as the first sentence on any statement, report, or memorandum anofficer is ordered to write when the officer knows or has a reasonable belief that discipline may result:

It is my understanding that this report is made for administrative, internal police de part ment purposes only. This report is made by me after being ordered to do so by lawful supervisory officers. It is my understanding thatby refusing to obey an order to write this, that I can be disciplined for insubordination and that the punishmentfor insubordination can be up to, and including, termination of employment. This report is made only pursuantto such orders and the potential punishment/ discipline that can result for failure to obey that order.

NOTICE: LEGAL ADVISORY NOTICE: LEGAL ADVISORY

CHANGE OF ADDRESSHave you moved recently, or are in the process of moving? If so, we need your new address! Please notify the PBAoffice of your change of address so that you won’t miss any important mailings.

Name:_________________________________________________ Soc. Sec. No. (Last Four Digits)* ____________

New Address:____________________________________ City:____________________ State: _____ Zip ______

Phone Number: (Home)____________________ (Work)____________________ (Cell) ______________________

E-Mail Address: ________________________________________________________________________________(*Your social security number helps us identify you correctly in case of similar names.)

Return to:Attn: Membership Secretary, Florida PBA, 300 E. Brevard St., Tallahassee, FL 32301

Phone: (850) 222-3329 • 1-800-733-3722

BIG BEND CHAPTER

Florida Police Benevolent Association, Inc.300 East Brevard Street

Tallahassee, Florida 32301

Non-ProfitOrganizationU.S. Postage

P A I DTallahassee, FLPermit No. 154

Check out theBig Bend Chapter’s

website at: www.bigbendpba.org

PBA “SUPPORT LAW ENFORCEMENT” TAG SELLING FAST!The Florida PBA “Support Law Enforcement” license tagis a hot item. Over 93,000 tags have been sold so far. Theproceeds of this tag are deposited into a charitable fund—Florida PBA Heart Fund—for the Association’s members(see page 27). The intent of the Heart Fund is to providefinancial assistance to the families of members who arekilled in the line-of-duty and to members who are injured

and permanent ly disabled in the line-of-duty under cer-tain circum stances. The great thing about the contributions made to the Heart Fund, they are tax-deductible! Please ask for the PBA “Support LawEnforcement” tag when you visit your tag office and pur-chase this tag for your vehicle(s). Keep showing yoursupport for PBA and your fellow officers.

inside president s message t - florida police … · with the city of tallahassee and never has ......

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