volume 1 - assets.lapdonline.orgassets.lapdonline.org/assets/pdf/volume1.pdfvolume 1 – policy 2005...

Volume 1 – POLICY

2005 Manual of the Los Angeles Police Department 5

VOLUME 1

GENERAL PROVISIONS

010. POLICY. Policy consists ofprinciples and values which guide theperformance of a Department activity. Policyis not a statement of what must be done in aparticular situation; rather, it is a statement ofguiding principles which should be followed inactivities which are directed toward theattainment of Department objectives.

Policy is formulated by analyzing objectivesand determining through research thoseprinciples which will best guide theDepartment in achieving its objectives. Policyis based upon police ethics and experience, thedesires of the community, and the mandate ofthe law.

Policy is articulated to inform the public andDepartment employees of the principles whichwill be adhered to in the performance of thelaw enforcement function. Additionally, policyestablishes operational standards to assistDepartment employees in the necessaryexercise of discretion in discharging theirresponsibility.

An officer in the performance of his duty isconfronted with an infinite variety of complexsituations which require police action. Sincepolicy is objective rather than situationoriented, it is broad enough in scope toencompass most situations. Policy, therefore,must be stated in general terms.

020. GLOSSARY

020.10 VALUE. A value is a quality ofperformance or accomplishment. Values arethe basis for the determination of objectivesand may be both ethical and functional.

020.20 OBJECTIVE. An objective is adesired end for which effort is expended, andwhich, if attained, fulfills the purposes of theDepartment. Within each objective, there maybe a number of ancillary objectives, each ofwhich, if attained, contributes to theaccomplishment of the police mission.

020.30 PRINCIPLE. A principle is aconceptual guide arrived at through logicaldeduction by evaluating experience with aview toward the attainment of objectives. Aprinciple may be of assistance in the exerciseof judgment in a duty-related activity and maybe both ethical and functional.

020.40 PROCEDURE. A procedure is amethod of performing an operation or a mannerof proceeding on a course of action. It differsfrom policy in that it directs action in aparticular situation to perform a specific taskwithin the guidelines of policy. Both policiesand procedures are objective oriented;however, policy establishes limits of actionwhile procedure directs response within those

limits.

020.50 RULE. A rule is a specificprohibition or requirement which is stated toprevent deviations from policy or procedure.Rules allow little deviation other than forstated exceptions.

OBJECTIVES

100. MOTTO OF THEDEPARTMENT. The motto, "To Protectand To Serve," states the essential purpose ofthe Los Angeles Police Department. TheDepartment protects the right of all personswithin its jurisdiction to be free from criminalattack, to be secure in their possessions, and tolive in peace. The Department serves thepeople of Los Angeles by performing the lawenforcement function in a professional manner,and it is to these people that the Department isultimately responsible.

101. PREAMBLE. The Los AngelesPolice Department is committed to serving thecommunity while protecting the rights of allpersons. Consistent with this commitment, theDepartment’s Vision, Mission, and CoreValues, in concert with the Law EnforcementCode of Ethics and the Department’sManagement Principles, reflect the guidingphilosophy of the Los Angeles PoliceDepartment.

102. VISION. It is the vision of the LosAngeles Police Department to, as closely aspossible, achieve a City free from crime andpublic disorder.

105. MISSION. It is the mission of theLos Angeles Police Department to safeguardthe lives and property of the people we serve,to reduce the incidence and fear of crime, andto enhance public safety while working withthe diverse communities to improve theirquality of life. Our mandate is to do so withhonor and integrity, while at all timesconducting ourselves with the highest ethicalstandards to maintain public confidence.

110. CORE VALUES

110.10 SERVICE TO OURCOMMUNITIES. We are dedicated toenhancing public safety and reducing the fearand the incidence of crime. People in ourcommunities are our most importantcustomers. Our motto, "To Protect and toServe," is not just a slogan - it is our way oflife. We will work in partnership with thepeople in our communities and do our best,within the law, to solve community problemsthat affect public safety. We value the greatdiversity of people in both our residential andbusiness communities and serve all with equaldedication.

110.20 REVERENCE FOR THE LAW.We have been given the honor and privilege ofenforcing the law. We must always exerciseintegrity in the use of the power and authority

that have been given to us by the people. Ourpersonal and professional behavior should be amodel for all to follow. We will obey andsupport the letter and the spirit of the law.

110.30 COMMITMENT TOLEADERSHIP. We believe the Los AngelesPolice Department should be a leader in LawEnforcement. We also believe that eachindividual needs to be a leader in his or herarea of responsibility. Making sure that ourvalues become part of our day-to-day work lifeis our mandate. We must each work to ensurethat our co-workers, our professionalcolleagues and our communities have thehighest respect for the Los Angeles PoliceDepartment.

110.40 INTEGRITY IN ALL WE SAYAND DO. Integrity is our standard. We areproud of our profession and will conductourselves in a manner that merits the respect ofall people. We will demonstrate honest, ethicalbehavior in all our interactions. Our actionswill match our words. We must have thecourage to stand up for our beliefs and do whatis right. Throughout the ranks, the Los AngelesPolice Department has a long history ofintegrity and freedom from corruption.Upholding this proud tradition is a challengewe must all continue to meet.

110.50 RESPECT FOR PEOPLE.Working with the Los Angeles PoliceDepartment should be challenging andrewarding. Our people are our most importantresource. We can best serve the many andvaried needs of our communities byempowering our employees to fulfill theirresponsibilities with knowledge, authority andappropriate discretion. We encourage ourpeople to submit ideas, we listen to theirsuggestions, and we help them develop to theirmaximum potential. We believe in treating allpeople with respect and dignity. We showconcern and empathy for the victims of crimeand treat violators of the law with fairness anddignity. By demonstrating respect for others,we will earn respect for the Los Angeles PoliceDepartment.

110.60 QUALITY THROUGHCONTINUOUS IMPROVEMENT. We willstrive to achieve the highest level of quality inall aspects or our work. We can never besatisfied with the "status quo.” We must aimfor continuous improvement in serving thepeople in our communities. We valueinnovation and support creativity. We realizethat constant change is a way of life in adynamic city like Los Angeles, and wededicate ourselves to proactively seeking newand better ways to serve.

115. MANAGEMENT PRINCIPLES

115.01 REVERENCE FOR THE LAW.The main thrust of a peace officer's dutiesconsists of an attempt to enforce the law. In ourapplication of the law we must do it within alegal spirit which was so clearly set forth bythe framers of the Bill of Rights, which was an

Volume 1 - POLICY


original part of our Constitution. That bill hadas its purpose elevating the rights of eachcitizen to a position co-equal with the statewhich might accuse him. Its purpose was toprovide for an enforcement of the law withfundamental fairness and equity. Because ofthe Bill of Rights, the dignity of the individualperson in America was placed in an almostsacred position of importance.

A peace officer's enforcement should not bedone in grudging adherence to the legal rightsof the accused, but in a sincere spirit of seekingthat every accused person is given all of hisrights as far as it is within the powers of thepolice.

In the discharge of our enforcement of criminalstatutes, the peace officer must scrupulouslyavoid any conduct which would make him aviolator of the law. The solution of a crime, orthe arrest of a lawbreaker, can never justify thepeace officer committing a felony as anexpedient for the enforcement of the law.

We peace officers should do our utmost tofoster a reverence for the law. We can start bestby displaying a reverence for the legal rights ofour fellow citizens and a reverence for the lawitself.

115.05 CRIME PREVENTION TOPPRIORITY. The basic mission for which thepolice exist is to prevent crime and disorder asan alternative to repression by military forceand severity of legal punishment. When thepolice fail to prevent crime, it becomesimportant to apprehend the person responsiblefor the crime and gather all evidence that mightbe used in a subsequent trial.

115.10 PUBLIC APPROBATION OFPOLICE. The ability of the police to performtheir duties is dependent upon public approvalof police existence, actions, behavior, and theability of the police to secure and maintainpublic respect.

115.15 VOLUNTARY LAWOBSERVANCE. The police must secure thewilling cooperation of the public in voluntaryobservance of the law in order to be able tosecure and maintain the respect and approvalof the public.

115.20 PUBLIC COOPERATION. Thedegree of public cooperation that can besecured diminishes, proportionally, thenecessity for the use of physical force andcompulsion in achieving police objectives.

115.25 IMPARTIAL FRIENDLYENFORCEMENT. The police seek andpreserve public favor, not by catering to publicopinion, but by constantly demonstratingabsolutely impartial service to the law withoutregard to the justice or injustice of thesubstance of individual laws; by readilyoffering individual service and friendship to allmembers of society; by the ready exercise ofcourtesy and friendly good humor; and byreadily offering individual sacrifice inprotecting and preserving life.

115.30 MINIMUM USE OF FORCE. Thepolice should use physical force to the extentnecessary to secure observance of the law or torestore order when the exercise of persuasion,advice, and warning is found to be insufficientto achieve police objectives; and police shoulduse only the reasonable amount of physicalforce which is necessary on any particularoccasion for achieving a police objective.

115.35 PUBLIC ARE THE POLICE. Thepolice at all times should maintain arelationship with the public that gives reality tothe historic tradition that the police are thepublic and that the public are the police; thepolice are the only members of the public whoare paid to give full-time attention to dutieswhich are incumbent on every citizen in theinterest of community welfare.

115.40 LIMIT OF POLICE POWER. Thepolice should always direct their actionsstrictly toward their functions and never appearto usurp the powers of the judiciary byavenging individuals or the state, orauthoritatively judging guilt or punishing theguilty.

115.45 TEST OF POLICEEFFECTIVENESS. The test of policeeffectiveness is the absence of crime and thepresence of public order. It is not the evidenceof police action in dealing with crime anddisorder.

115.50 PEOPLE WORKING WITHPOLICE. The task of crime prevention cannotbe accomplished by the police alone. This tasknecessarily requires the willing cooperation ofboth the police and the public working togethertoward a common goal.

115.55 PEOPLE WORKING WITHPEOPLE. Since the police cannot be expectedto be on every residential or business block,every hour of the day, a process must bedeveloped whereby each person becomesconcerned with the welfare and safety of hisneighborhood. When people are working withother people in their neighborhood, they caneffectively reduce crime.

115.60 MANAGERS WORKING WITHPOLICE. Only line police officers perform thetasks for which police were created. They arethe operating professionals. Supervisors andmanagers exist to define problems, to establishobjectives, and to assist line police officers inthe accomplishment of the police mission.

The evaluation of a manager should be basedon the improvement and excellence of hissubordinates in the achievement oforganizational goals. The life's blood of goodmanagement is thoroughly systematic, two-way circulation of information, feelings, andperceptions throughout the organization.

115.65 POLICE WORKING WITHPOLICE. For many reasons, somespecialization of work is necessary.Specialization should be created only whenvitally necessary. When specialization is

created, organization should be adjusted toensure that the specialists and generalists whoserve the same citizens work closely togetheron the common problems in as informal anorganizational structure as possible. This tendsto ensure a unity of effort, resources and theeffective service to a common goal.

115.70 POLICE WORKING WITHCRIMINAL JUSTICE SYSTEM. It must berecognized that the police and the people alonecannot successfully resolve the problems ofcrime. The criminal justice system as a whole,in order to properly serve the public, mustoperate as a total system with all of its variouselements working together. The closecooperation of the police with prosecutors,courts and correctional officers is necessary inorder to ensure the development of a safercommunity.

115.75 POLICE/PRESSRELATIONSHIPS. One of the first and mostfundamental considerations of this nation'sfounders in drafting the Bill of Rights was toprovide for a free press as an essential elementof the First Amendment to the Constitution.They recognized that a well-informed citizenryis vital to the effective functioning of ademocracy. Police operations profoundly affectthe public and therefore arouse substantialpublic interest. Likewise, public interest andpublic cooperation bear significantly on thesuccessful accomplishment of any policemission. The police should make everyreasonable effort to serve the needs of themedia in informing the public about crime andother police problems. This should be donewith an attitude of openness and franknesswhenever possible. The media should haveaccess to personnel, at the lowest level in aDepartment, who are fully informed about thesubject of a press inquiry. The media should betold all that can be told that will not impingeon a person's right to a fair trial, seriouslyimpede a criminal investigation, imperil ahuman life, or seriously endanger the securityof the people. In such cases, the minimuminformation should be given which will notimpinge on the four areas and we shouldmerely state that nothing more can be said.

In all other matters in our relationship with themedia in dealing with current news, everymember of the Department should make everyreasonable effort consistent withaccomplishing the police task in providing themedia representatives with full and accuratematerial.

115.80 MANAGEMENT BYOBJECTIVES. In order to effectively dealwith the most important problems, objectivesmust be established. The establishment ofobjectives and the means used to ensure thatthey are reached must include the participationof those involved in the task. The setting of anobjective has very little meaning without theparticipation of those involved.

115.85 MANAGEMENT BYPARTICIPATION. Since employees are

Volume 1 – POLICY


greatly influenced by decisions that are madeand objectives that are established, it isimportant for them to be able to provide inputinto the methods utilized to reach thesedecisions. Employees should be encouraged tomake recommendations which might lead to animprovement in the delivery of police servicesand assist in the furtherance of the Departmentmeeting its objective.

115.90 TERRITORIAL IMPERATIVE.Police work is one of the most personal of allpersonal services. It deals with human beingsin life and death situations. The police officersand the people they serve must be as close aspossible, and where possible must know oneanother. Such closeness can generate thepolice-citizen cooperation necessary for theinvolvement of the whole community incommunity protection. Organization ofassignments should ensure that the same policeand the same citizens have an opportunity tocontinuously work for the protection of aspecific community. Strength throughinteracting together and working together oncommon problems can be enhanced throughofficers and the people feeling at home withone another in an atmosphere of mutualcooperation. This may be described as autilization of the "Territorial Imperative."

115.95 OPENNESS AND HONESTY. Forpolice-public cooperation, there must berespect of the police by the public. This is bestensured by optimum openness of theDepartment in its operations. A general feelingand reality of openness must pervade the policeorganization. Above all, the police officer mustbe consistently open, honest and trustful in allmatters. A combination of honesty andopenness will effectively develop respect in thecommunity for the police and make it possiblefor citizens to come to them with problems andinformation. Where this trust does not existbecause of a lack of honesty or openness, thechannels of communication between the policeand the public are clogged and the police mustdesperately struggle on alone.

120. PRIMARY OBJECTIVE. A largeurban society free from crime and disorderremains an unachieved ideal; nevertheless,consistent with the values of a free society, it isthe primary objective of the Los AngelesPolice Department to as closely as possibleapproach that ideal. In so doing, theDepartment's role is to enforce the law in a fairand impartial manner, recognizing both thestatutory and judicial limitations of policeauthority and the constitutional rights of allpersons. It is not the role of the Department tolegislate, to render legal judgments, or topunish.

130. FUNCTIONAL OBJECTIVES

130.10 PREVENTION OF CRIME. Peacein a free society depends on voluntarycompliance with the law. The primaryresponsibility for upholding the law thereforelies not with the police, but with the people.Since crime is a social phenomenon, crime

prevention is the concern of every personliving in society. Society employs full-timeprofessional police to prevent crime, to deter it,and when that fails, to apprehend those whoviolate the law.

Crime is a symptom of ills within societywhich are not the responsibility of theDepartment to cure. The Department isresponsible, however, for interacting with thecommunity to generate mutual understandingso that there may be public support for crimeprevention. Community involvement isessential to facilitate a free flow of informationbetween the public and the Department toassist in the identification of problem areas andto inform the public of crime statistics andtrends. Additionally, knowledge of thecommunity is necessary so that eachDepartment employee may be instilled with asense of concern for the crime problems andlaw enforcement needs in his assigned area ofresponsibility.

The prevention of crime remains as a basicobligation of society. When it becomesnecessary to rely on police action to securecompliance with the law, society has failed inthis responsibility.

130.20 DETERRENCE OF CRIME.While there are certain crimes that cannot bedeterred, crimes committed against propertyand against innocent victims in public placesare reduced by police patrol. Street crime iscurbed by the potential criminal's fear ofimmediate apprehension or by the increasedlikelihood of his detection. The deterrence ofcrime requires the investigation of behaviorwhich reasonably appears to be criminallydirected.

In deploying patrol forces to deter crime and toinspire public confidence in its ability to ensurea peaceful environment, the Department muststrike a balance between the desirable deterrenteffect of visible patrol and any undesirableappearance of oppression. In the long run,however, it must be the people, not theDepartment, who determine the limitations ontheir freedom.

130.25 REVERENCE FOR HUMANLIFE. Reverence for human life is the primaryconsideration in developing tactics andstrategies in pursuit of our motto: "To Protectand To Serve." Whenever an operationdesigned to achieve an immediate goal such asthe arrest of a felon or the gathering ofevidence to complete a criminal investigationcauses a victim, witness, or other innocentperson to be subjected to potential injury ordeath, our primary objective must be to protectthat person. No arrest, conviction, or piece ofevidence can outweigh the value of human life.

130.30 APPREHENSION OFOFFENDERS. The administration of criminaljustice consists of the identification, arrest,prosecution, punishment, and rehabilitation ofa law violator, and it has as its objective thevoluntary compliance with the law as an

alternative to punishment. Once a crime hasbeen committed, it is the duty of theDepartment to initiate the criminal justiceprocess by identifying and arresting theperpetrator, to obtain necessary evidence, andto cooperate in the prosecution of the case.

As the certainty of swift and sure punishmentserves as an effective deterrent to crime, theDepartment must diligently strive to solve allcrimes and to bring the perpetrators to justice.

130.40 RECOVERY AND RETURN OFPROPERTY. The actual costs of crime aredifficult to measure; there cannot be a dollarvalue assigned to the broken bodies, ruinedlives, and human misery which are itsproducts. However, it is possible to observe thesteadily mounting cost of lost and stolenproperty. This loss as well as the other costs ofcrime must ultimately be borne by its victims.To minimize the losses due to crime, theDepartment makes every reasonable effort torecover lost or stolen property, to identify itsowners, and to ensure its prompt return.

130.50 MOVEMENT OF TRAFFIC. Tofacilitate the safe and expeditious movement ofvehicular and pedestrian traffic, theDepartment must enforce traffic laws,investigate traffic collisions, and direct traffic.To enforce compliance with traffic laws and todevelop driver awareness of the causes oftraffic collisions, the Department appropriatelywarns, cites, or arrests traffic law violators.Traffic collisions are investigated to protect therights of the involved parties, to care for theinjured, to determine the causes of accidents sothat methods of prevention may be developedand, when a traffic law violation is discovered,to gather necessary evidence to prosecute theviolator. The Department will direct vehiculartraffic when necessary to prevent injury topersons and property, and provide informationto the public in assisting them to arrive at theirdestination safely and expeditiously.

130.60 PUBLIC SERVICE. Often, becausethere are no other public or private agenciesavailable, the public relies upon theDepartment for assistance and advice in themany routine and emergency situations whichdevelop in an urban society. For this reasonand because there is frequently a potential forcrime, the Department regularly responds toincidents where it is not contemplated that anarrest will be made. Whenever practical, on- oroff-duty officers in uniform in a distinctivelymarked police vehicle shall render necessaryaid and/or assistance to a driver or occupant ofa disabled motor vehicle on highways withinthe City of Los Angeles.

Note: Officers shall be guided by DepartmentManual Section 4/223.30 when towing serviceis requested or needed, and by Section4/223.40 when it is necessary to use a policevehicle to move a disabled vehicle from ahighway.

Saving lives and aiding the injured, locatinglost persons, keeping the peace, and providing

Volume 1 - POLICY


for many other miscellaneous needs are basicservices provided by the Department. Tosatisfy these requests, the Department respondsto calls for service and renders such aid oradvice as is necessitated or indicated by thesituation.

130.70 DISASTER RESPONSE.Whenever a disaster occurs, the citizens of LosAngeles inevitably look to the PoliceDepartment and the City government forleadership and assistance in mitigating itseffects. Therefore, it is vital that all Cityemployees be available to assist when adisaster occurs.

It is the policy of the Los Angeles PoliceDepartment that in the event of a disasterduring normal working hours, all employeesshall remain at work and make themselvesavailable for disaster relief. No supervisor isauthorized to release any employee from workin the event of a disaster, without the approvalof the Chief of Police. Employees who leavewithout such authorization shall be subject todiscipline.

During non-business hours, employees shallfollow established mobilization planprocedures.

Note: Procedures for the disaster response arecontained in the Department's EmergencyOperations Guide.

140. RESOURCE OBJECTIVES

140.10 DEPARTMENT PERSONNEL.Police officers are frequently required to makedecisions affecting human life and liberty indifficult situations where there is noopportunity to seek advice and little time forreflection. Law enforcement in a free andcomplex society requires an officer to have thestamina, intelligence, moral courage, andemotional stability necessary to fairly andimpartially deal with human beings in themany complicated and potentially explosivesituations which he encounters. To obtain thecaliber of personnel necessary to provide thepublic with professional law enforcement, it isessential that the Department participate in therecruitment and selection of potential officers.Thereafter, the Department must providetraining for all officers and promote the mostqualified.

140.20 UTILIZATION OF RESOURCES.Law enforcement is one of the most expensiveand complex services provided by the City.The quality and extent of service provided arenecessarily limited by available resourceswhich are to a large extent dependent upon therevenue sources of the City. To ensure that thehighest level of service is obtained from theresources at its disposal, the Department mustmake use of the most efficient managementand budgeting techniques available.

140.30 PARTICIPATION IN SURVEYSINITIATED BY OUTSIDEORGANIZATIONS. The Los Angeles PoliceDepartment recognizes the value of surveys

and research projects which may bring newinsights into law enforcement and advanceknowledge in this field. It is this Department'spolicy to be open and objective when offeredan opportunity to participate in such efforts.However, the costs involved in any suchproject must be justified by the benefits whichare expected to be derived. (Decisionspertaining to participation in research projectsmust be made in light of the necessity tooperate the Department in an economicalmanner.)

PERSONAL CONDUCT

210. EMPLOYEE CONDUCT

210.05 STANDARD OF CONDUCT. TheLaw Enforcement Code of Ethics is adopted asa general standard of conduct for officers of theLos Angeles Police Department.

210.10 LAW ENFORCEMENT CODEOF ETHICS. "As a law enforcement officer,my fundamental duty is to serve mankind-tosafeguard lives and property, to protect theinnocent against deception, the weak againstoppression or intimidation, and the peacefulagainst violence or disorder, and to respect theConstitutional rights of all men to liberty,equality and justice.

I will keep my private life unsullied as anexample to all; maintain courageous calm inthe face of danger, scorn, or ridicule; developself-restraint; and be constantly mindful of thewelfare of others. Honest in thought and deedin both my personal and official life, I will beexemplary in obeying the laws of the land andthe regulations of my department. Whatever Isee or hear of a confidential nature or that isconfided to me in my official capacity will bekept ever secret unless revelation is necessaryin the performance of my duty.

I will never act officiously or permit personalfeelings, prejudices, animosities, or friendshipsto influence my decisions. With nocompromise for crime and with relentlessprosecution of criminals, I will enforce the lawcourteously and appropriately without fear orfavor, malice or ill will, never employingunnecessary force or violence and neveraccepting gratuities.

I recognize the badge of my office as a symbolof public faith, and I accept it as a public trustto be held so long as I am true to the ethics ofthe police service. I will constantly strive toachieve these objectives and ideals, dedicatingmyself before God to my chosenprofession...law enforcement."

210.13 RESPECT FOR OTHERS. Thecosmopolitan nature of the City is reflected inthe diversity of Department employees. In sucha diverse environment, biases or prejudicesrelating to factors such as race, ethnicity, sex,age, economic status, position in thecommunity, or employee status with theDepartment must not be allowed to influence

decision making or conduct involving otheremployees. While employees are entitled totheir personal beliefs, they must not allowindividual feelings or prejudices to enter intoprofessional contacts. Employees must treatone another with respect and be constantlymindful that other people are individuals withemotions and needs as significant as their own.

Respect for individual dignity is an integralpart of the Department's managementphilosophy and must be practiced by everyone.Employees shall treat all persons with respectand courtesy, and conduct themselves in amanner that will foster the greatest harmonyand cooperation between themselves and othermembers of the Department.

210.15 LOYALTY. In the performance oftheir duty to serve society, officers are oftencalled upon to make difficult decisions. Theymust exercise discretion in situations wheretheir rights and liabilities and those of theDepartment hinge upon their conduct andjudgment. Officer's decisions are not easilymade and occasionally they involve a choicewhich may cause them hardship or discomfort.Officers must be faithful to their oath of office,the principles of professional police service,and the objectives of the Department, and inthe discharge of their duty they must not allowpersonal motives to govern their decisions andconduct.

210.20 INTEGRITY. The public demandsthat the integrity of its law enforcementofficers be above reproach, and the dishonestyof a single officer may impair publicconfidence and cast suspicion upon the entireDepartment. Succumbing to even minortemptation can be the genesis of a malignancywhich may ultimately destroy an individual'seffectiveness and may contribute to thecorruption of countless others. An officer mustscrupulously avoid any conduct which mightcompromise the integrity of himself, his/herfellow officers, or the Department.

210.25 ATTENTION TO DUTY. As mostpolice work is necessarily performed withoutclose supervision, the responsibility for theproper performance of officer's duty liesprimarily with the officers themselves. Officerscarry with them a responsibility for the safetyof the community and their fellow officers.Officers discharge that responsibility by thefaithful and diligent performance of theirassigned duty. Anything less violates the trustplaced in them by the people, and nothing lessqualifies as professional conduct.

210.30 COMPLIANCE WITH LAWFULORDERS. The Department is an organizationwith a clearly defined hierarchy of authority.This is necessary because unquestionedobedience of a superior's lawful command isessential for the safe and prompt performanceof law enforcement operations. The mostdesirable means of obtaining compliance arerecognition and reward of proper performanceand the positive encouragement of awillingness to serve. However, negative

Volume 1 – POLICY


discipline may be necessary where there is awillful disregard of lawful orders, commands,or directives.

210.35 CONDUCT UNBECOMING ANOFFICER. A police officer is the mostconspicuous representative of government, andto the majority of the people, the officer is asymbol of stability and authority upon whomthey can rely. An officer's conduct is closelyscrutinized, and when the officer's actions arefound to be excessive, unwarranted, orunjustified, they are criticized far moreseverely than comparable conduct of persons inother walks of life. Since the conduct ofofficers, on- or off-duty, may reflect directlyupon the Department, officers must at all timesconduct themselves in a manner which doesnot bring discredit to themselves, theDepartment, or the City.

210.37 WORKPLACE VIOLENCEPOLICY. The safety and security of ouremployees, volunteers, and visitors is ofparamount concern to the Department. In thatregard, we are committed to maintaining aworkplace free from violence or threats ofviolence. Thus, threats, threatening behavior,or acts of violence against an employee, avisitor, or any other individual cannot and willnot be tolerated. All reports of workplaceviolence or threats of violence will be takenseriously and will be investigated promptly andthoroughly.

External Incidents. Due to the unique missionof law enforcement, police officers and certaincivilian employees, especially those incustodial assignments, receive threats ofviolence while performing their duties. In mostcases, these threats are idle in nature and ouremployees are trained to recognize thoseincidents. When such an incident rises abovean idle threat, laws and Department protocolsare in place to effectively handle the matter,including prosecution of the suspect andprotection for the employee. Therefore, thispolicy focuses more on internal workplacethreats.

Internal Incidents. For the purpose of thispolicy on workplace violence, the Departmentworkplace is considered to be employeeinteraction at any Department facility as wellas any duty-related interaction betweenemployees. Any form of violence or threat ofviolence (actual or reasonably perceived)involving a Department employee andoccurring in the workplace must be reportedwithout delay to a supervisor, commandingofficer, or the Commanding Officer, PersonnelGroup. Such behavior must be reportedwhether it is committed by another Departmentemployee or a City employee. If managementdetermines that an employee has engaged inworkplace violence, appropriate action must betaken, which may include discipline up to andincluding termination. Any violent behaviorcommitted by an employee outside theworkplace, which arises out of a contact madeat the workplace, may also result indisciplinary action up to and including

termination.

All occurrences of violent behavior betweenemployees will result in formal criminal andadministrative investigations. Additionally, inall cases where violent behavior or a crediblethreat of violent behavior is directed at anemployee, the Department will takeappropriate legal action and/or other stepsnecessary to help protect the employee and/orthe employee’s family members.

An employee shall also report the existence ofany restraining order that covers the employeeat the workplace or any non-work relatedsituation, such as stalking or domestic violencethat may result in violence in the workplace.Under such circumstances, management willtake appropriate precautions to help protect itsemployees in the workplace.

The types of behavior covered by this policyinclude, but are not limited to:

∗ Direct or implied threats to do harm toanother employee or to another employee’sproperty (including intimidating use ofone’s body or physical objects);

∗ Verbally abusive or intimidating languageor gestures;

∗ Threatening, abusive, or harassingcommunication (i.e., phone calls, letters,memoranda, faxes, e-mail);

∗ Unauthorized possession of a weapon at theworkplace (including City parking lots);

∗ Destructive or sabotaging actions againstCity or personal property;

∗ Engaging in a pattern of unwanted orintrusive behavior against another (i.e.,stalking, spying, following); and,

∗ Violation of a restraining order.

Furthermore, the Department is committed tosupporting the City’s adopted policy onworkplace violence. The Department will assistother City entities, where appropriate, in theprevention, investigation and prosecution ofworkplace violence.

210.38 DEPARTMENT EMPLOYEESSUBJECT TO A COURT ORDER. When aDepartment employee is the subject of a courtorder such as a Temporary Restraining Order,Emergency Protective Order or Order to ShowCause, the court may restrict the employee’sactivities and/or require the employee toperform some action. In either situation, thecourt order may conflict with the employee’sduty assignment. Though the Departmentgenerally concerns itself only with the duty-related activities of its employees, violation ofa court order, even if the order is unrelated tothe person’s employment, may result indisciplinary action. Therefore, it is imperativethat the Department is made aware of anemployee who is the subject of any court order.This will assist in ensuring that the employee isable to comply with the order as well as protectthe Department and City from civil liability. Inaddition, the Department needs to be aware ofan employee who obtains a court order againstanother Department employee as this may

affect workplace efficiency.

When any Department employee is orreasonably believes he or she is about to be thesubject of any court order, the employee shallnotify his or her commanding officer withoutdelay. The notification can be made directly orthrough a supervisor and shall includeproviding the commanding officer with a copyof all related court orders. It is theresponsibility of the commanding officer toassess the potential impact on the employee’sduty assignment, the Department and the City.At a minimum, the commanding officer shallcontact his or her bureau commanding officerand the Commanding Officer, Internal AffairsGroup, advise them of the matter and beguided by their advice. If it is determined thatthe court action impacts the employee’s dutyassignment, the commanding officer shall thentake whatever action(s) is appropriate to ensurethe employee’s compliance with the order andprotect the City from any liability. If the courtorder involves a second Department employee,the commanding officer shall confer with theother employee’s commanding officer toensure a compatible resolution of the matter.

210.40 REFUSAL TO WORK. Thealternative to law and its enforcement isanarchy and its resulting devastation. Anofficer's commitment to public service andprofessional ethics precludes his engaging instrikes or similar concerted activities. For thesereasons, police officers do not have the right tostrike or to engage in any work stoppage orslowdown. It is the policy of this Departmentto seek the removal from office of any officeror civilian employee who plans or engages inany such strike, work stoppage, or slowdown.

210.45 FINANCIAL OBLIGATIONS.Public employees have stable incomes uponwhich they may forecast future earnings. Forthis reason, and because of public confidencein their responsibility, it is relatively easy forDepartment employees to contract financialobligations which, if not controlled, maybecome an impossible burden. Such financialdistress may impair the individual'seffectiveness and tends to bring discredit uponthe Department. Employees should avoidincurring financial obligations which arebeyond their ability to reasonably satisfy fromtheir anticipated Department earnings.

210.46 EMPLOYEE'S DUTY TOREPORT MISCONDUCT. The reporting ofmisconduct and prevention of the escalation ofmisconduct are areas that demand an employeeto exercise courage, integrity, anddecisiveness. Department Manual Section3/813.05 requires that when an employee, atany level, becomes aware of possiblemisconduct by another member of thisDepartment, the employee shall immediatelyreport the incident to a supervisor or directly toInternal Affairs Group. Furthermore, anemployee who observes serious misconductshall take appropriate action to cause themisconduct to immediately cease. The fact thata supervisor is present and not taking

Volume 1 - POLICY


appropriate action to stop the misconduct doesnot relieve other employees present from thisobligation.

An employee's obligation to report and preventmisconduct begins the moment the employeebecomes a member of the Los Angeles PoliceDepartment. Police officers, because of theirstatus as peace officers, have an even greaterresponsibility to report and preventmisconduct. Experience, rank, or tenure are notfactors in knowing the difference between rightand wrong, and they do not provide an excusefor failing to take appropriate action. Althoughsupervisors are responsible for investigatingallegations of misconduct, all Departmentemployees are responsible for preventing andreporting misconduct.

The citizens of Los Angeles expect anddeserve employees who possess a high degreeof integrity. Any employee who is perceived,justifiably or not, to be condoning orconcealing misconduct impairs the trust of thepublic. Employees must respect and be awareof their responsibility to freely and truthfullyreport all acts of misconduct and to act, ifnecessary, to prevent the escalation of thoseacts. This is essential if the Department is tomaintain the trust of the public.

210.47 POLICE OFFICER'S DUTY TOTESTIFY. Among the duties of police officersare those of preventing the commission ofcrime, of assisting in its detection, and ofdisclosing all information known to themwhich may lead to the apprehension andpunishment of those who have transgressed thelaw. When police officers acquire knowledgeof facts which will tend to incriminate anyperson, it is their duty to disclose such facts totheir superiors and to testify freely concerningsuch facts when called upon to do so. It is aviolation of duty for police officers to refuse todisclose pertinent facts within their knowledge,and such neglect of duty can result indisciplinary action up to and includingtermination.

Note: Under California and federal law, anytestimony or statement made by an officerunder administrative compulsion of this policycannot be used against that officer in anypending or future criminal prosecution.

210.50 USE OF INTOXICANTS. There isan immediate lowering of esteem and suspicionof ineffectiveness when there is public contactby a Department employee evidencing the useof intoxicants. Additionally, the stresses of lawenforcement require an employee to bementally alert and physically responsive.Except as necessary in the performance of anofficial assignment, the consumption ofintoxicants is prohibited while an employee ison-duty. While on-duty, officers shall not bepermitted to consume intoxicants to such adegree that it impairs their on-dutyperformance.

Department personnel shall not consume anyintoxicants at any Department facility.

Exceptions: Consumption of alcoholicbeverages by off-duty Department personnel ispermitted at the Police Academy lounge andrecreation areas or at the Harbor Area Rangerecreation facilities with the approval of theHarbor Area Commanding Officer.

Note: Facilities shall include parking lots,buildings, or any other areas controlled oroperated by the Department.

210.55 ALCOHOL AND STRESSRELATED PROBLEMS. The Departmentrecognizes that alcoholism and stress-relatedproblems are genuine medical problems whichare deserving of the same concern and degreeof understanding as the more traditionalillnesses. Every employee should be aware ofthe symptoms of alcoholism and stress.Employees should not hesitate to seekprofessional assistance for themselves or offerto help fellow employees affected by thesedisorders. The personal obligation ofindividual employees regarding assistance tofellow employees includes the recognition ofthe symptoms of alcoholism and/or stressproblems. There is also an accompanyingmoral obligation to encourage the affectedemployee to seek professional assistance.

Supervisory personnel becoming aware ofbehavioral patterns indicative of alcoholism orstress among Department employees shouldcontact Behavioral Science Services (BSS) foradvice.

Note: During off-hours, the concernedcommanding officer or supervisor shouldcontact the on-call BSS psychologist via theDepartment Command Post, CommunicationsDivision.

The commanding officer or supervisor shallexplain in detail the facts regarding theemployee's behavior which have led to thebelief that the employee may require theassistance of BSS. Behavioral Science Serviceswill evaluate the request and advise thecommanding officer or supervisor whether ornot a directed or recommended referral to BSSis appropriate. Documentation is not requiredby the commanding officer or supervisor.However, if initiated, it should only indicatethat the employee was directed or referred toBSS and a copy of the documentation shall beprovided to the employee.

When meeting with the employee, thecommanding officer or supervisor shall discussthe rationale for the directed or recommendedreferral. The commanding officer or supervisorshall inform the employee that the referral isnot disciplinary or punitive in nature, but isdesigned to assist the employee in resolvingthe relevant issues.

210.60 USE OF CHEWING TOBACCOAND SNUFF. Department employees are themost prominent representatives of governmentand as such must present a professional imageat all times. An employee's unwise or unsightlyuse of chewing tobacco and snuff is offensiveto the public and co-workers, and detracts from

the professional bearing of the employee. Theuse of chewing tobacco and snuff is prohibitedwhile on-duty, or off-duty in uniform.

210.65 SMOKING POLICY. Departmentemployees, both sworn and civilian, shall notsmoke any type of tobacco product in anyenclosed place of employment, including Cityowned/operated vehicles.

Uniformed sworn employees shall not smoketobacco products or hold any pipe, cigar, orcigarette, except as may be required during thecourse of their duties, while in public view. Forthe purpose of this policy, uniformed officerson free time (Code Seven) or who, with theapproval of their commanding officer, arerepresenting the Department in an activity forwhich the uniform is being worn (ManualSection 3/606.15), are considered on-duty.Non-uniformed sworn employees conductingofficial Department business shall not smokeany tobacco products while engaged in contactwith a citizen or while in a residence orbusiness.

Exception: Off-duty uniformed employees(active and retired) away from the place ofemployment are excluded from this policy.

Note: Commanding officers shall designate anappropriate outdoor location(s) within theircommands where employees will be allowed tosmoke. Designated smoking areas should notbe visible to the general public.

The Commanding Officer, Administrative andTechnical Services Bureau, is responsible forParker Center and has designated the JudgeJohn Aiso Street side of the Building as thesmoking area for this facility.

220. MANAGEMENT/EMPLOYEERELATIONS

220.05 DISCIPLINE. It is essential thatpublic confidence be maintained in the abilityof the Department to investigate and properlyadjudicate complaints against its members.Additionally, the Department has theresponsibility to seek out and discipline thosewhose conduct discredits the Department orimpairs its effective operation. The rights ofthe employee as well as those of the publicmust be preserved, and any investigation orhearing arising from a complaint must beconducted in an open and fair manner with thetruth as its primary objective. The Departmentaccepts complaints against its members andfully investigates all such complaints to theappropriate disposition.

220.10 EMPLOYEE GRIEVANCES.Effective management and respect forindividual dignity requires that employees havemeans available for the proper redress ofgrievances. A Department employee having acomplaint relating to any matter affecting hisemployment is ensured the right of review atsucceeding levels of Department authority untilhis grievance is resolved. The right of anemployee to file a grievance and its

Volume 1 – POLICY


administrative review promotes efficiency andresults in improved morale. Those positivebenefits are defeated if employees are reluctantto file a grievance. Therefore, no action of aformal or informal nature shall be taken by theDepartment against an employee, hiswitnesses, or employee representative, merelyfor his having filed a grievance, nor is suchfiling to be otherwise looked upon withdisfavor by the Department.

220.15 COMMENDATIONS. The LosAngeles Police Department expects a very highlevel of professional conduct from allemployees; however, members of theDepartment frequently perform their duties ina manner exceeding the highest standards ofthe Department. The official commendation ofsuch performance and the arrangement ofappropriate publicity is to be provided by theDepartment to give full public recognition tothose who have brought honor to themselvesand the Department.

230. WHEN TO TAKE POLICEACTION

230.05 RESPONSIBILITY OF ON-DUTYOFFICERS.

On-Duty, Within City, Fully Responsible.On-duty officers within the City limits, afterconsidering the tactical situation, are to take allsteps reasonably necessary and consistent withtheir assignment to effect the enforcement ofthe penal provisions of the City, State, andNation, and to protect life and property.

On-Duty, Outside of City, Fully Responsiblefor City Matters. On-duty officers outside theCity limits who become aware of a situationrequiring police action must first consider thetactical situation, then take all steps reasonablynecessary on police matters of direct concernto the City of Los Angeles.

230.10 RESPONSIBILITY OFOFF-DUTY OFFICERS. Under Californialaw, both on- and off-duty officers have peaceofficer authority as to any public offensecommitted or which there is probable cause tobelieve has been committed in his presence andwith respect to which there is immediatedanger to person or property, or the escape ofthe perpetrator of such offense. However,on-duty officers outside the City limits who arenot acting within the scope of theiremployment as Los Angeles Police officers onmatters of direct concern to the City andoff-duty officers both inside and outside of theCity limits are to give first consideration tocausing the appropriate action to be effected bythe responsible law enforcement agency. Suchofficers should then act only afterconsideration of the tactical situation and oftheir possible liability and that of the City ofLos Angeles.

230.15 NO PEACE OFFICERAUTHORITY OUTSIDE OF STATE. Peaceofficer powers of Los Angeles police officersdo not extend beyond this State except as

provided for in the Uniform Act on FreshPursuit. Officers who are outside theboundaries of this State for extradition or othermatters of direct concern to the City, are not toengage in police activities unless necessary inthe performance of their duties as an agent ofthe City, and then only after consideration ofthe tactical situation.

240. EMPLOYEE-PUBLIC CONTACT

240.05 RESPECT FORCONSTITUTIONAL RIGHTS. No personhas a constitutional right to violate the law;neither may any person be deprived of his/herconstitutional rights merely because he/she issuspected of having committed a crime. Thetask of determining the constitutionality of astatute lies with an appellate court of properjurisdiction, not with an officer who seeks toproperly enforce the law as it exists. Therefore,an officer may enforce any federal, state, orlocal statute which is valid on its face withoutfear of abrogating the constitutional rights ofthe person violating that statute. An officerwho lawfully acts within the scope of his/herauthority does not deprive persons of their civilliberties. The officer may within the scope ofhis/her authority make reasonable inquiries,conduct investigations, and arrest on probablecause. However, when an officer exceedshis/her authority by unreasonable conduct, theofficer violates the sanctity of the law whichhe/she is sworn to uphold.

240.10 USE OF FORCE. In a complexurban society, officers are confronted dailywith situations where control must be exercisedto effect arrests and to protect the public safety.Control may be achieved through advice,warnings, and persuasion, or by the use ofphysical force. While the use of reasonablephysical force may be necessary in situationswhich cannot be otherwise controlled, forcemay not be resorted to unless other reasonablealternatives have been exhausted or wouldclearly be ineffective under the particularcircumstances. Officers are permitted to usewhatever force that is reasonable and necessaryto protect others or themselves from bodilyharm.

240.15 COURTESY. Effective lawenforcement depends on a high degree ofcooperation between the Department and thepublic it serves. The practice of courtesy in allpublic contacts encourages understanding andappreciation; discourtesy breeds contempt andresistance. The majority of the public are law-abiding citizens who rightfully expect fair andcourteous treatment by Department employees.While the urgency of a situation mightpreclude the ordinary social amenities,discourtesy under any circumstance isindefensible. The practice of courtesy by anofficer is not a manifestation of weakness; it is,on the contrary, entirely consistent with thefirmness and impartiality that characterizes aprofessional police officer.

240.20 DOMESTIC VIOLENCE. It is the

policy of this Department that domesticviolence is alleged criminal conduct and that arequest for assistance in a situation involvingdomestic violence is the same as any otherrequest for assistance where violence hasoccurred.

240.25 LANGUAGE POLICY. Effectivecommunication is essential in building a lastingrelationship with the people we serve.However, the Los Angeles Police Departmentserves a City with diverse communitiesrepresenting cultures and languages fromaround the world which include limited andnon-English speaking persons. The Departmentalso serves many people who havecommunication disabilities, such as thehearing-impaired. To enable Departmentpersonnel to provide the best possible policeservice, we must strive to communicate withall the people we serve, while never waveringfrom our commitment to treat everyone withdignity and respect.

It is the responsibility of all Departmentpersonnel to ensure that appropriate andeffective communication is established in allcommunity contacts. In these contacts,employees are expected to take all reasonableand necessary steps to use all availablelanguage resources. Personnel shall use theseresources in conducting thorough field andfollow-up investigations and other communitycontacts when communication disabilities orlanguage differences could create acommunication barrier.

240.30 CONTACT WITH PERSONSSUFFERING FROM A MENTALILLNESS. In police contacts with personssuffering from a mental illness, the goal of theDepartment is to provide a humane,cooperative, compassionate and effective lawenforcement response to persons within ourcommunity who are afflicted with mentalillness. The Department seeks to reduce thepotential for violence during police contactsinvolving people suffering from mental illnesswhile simultaneously assessing the mentalhealth services available to assist. This requiresa commitment to problem solving, partnership,and supporting a coordinated effort from lawenforcement, mental health services and thegreater community of Los Angeles.

270. EMPLOYEE CONFLICT OFINTEREST

270.10 LEGISLATIVE PROCEDURES:The Office of the Chief Legislative Analyst(CLA), under the direction of the Chair of theCity Council Committee on IntergovernmentalRelations, is charged with the responsibility ofcoordinating City lobbying efforts and officialCity legislative activity. On behalf of theDepartment, the Governmental LiaisonSection, maintains a close working relationshipwith the CLA to ensure proper coordination inthe presentation of the Department's legislative

Volume 1 - POLICY


program.

If an employee wishes to request Departmentsupport of amendments to current law and/orseeks Department support of a proposedlegislative bill being considered by thelegislature, he/she must complete a BillResponse Report, Form General 25.

The Department’s position recommended bythe employee should be included in the BillResponse Report. The bill, accompanied by theBill Response Report, shall be forwardedthrough the employee's chain of command tothe Chief of Staff, Office of the Chief ofPolice. The request will be reviewed by theChief of Staff to determine if it is consistentwith the Department's position. Followingreview and approval by the Chief of Police,and a determination that the Department willseek program inclusion, the Bill ResponseReport will be forwarded to the PoliceCommission with a request that it betransmitted to the City Council and the CLAfor appropriate action.

No Department employee may represent thatthe City of Los Angeles or the Departmentsupports, opposes, seeks, wishes to amend, orhas any position regarding any legislation oradministrative action (action by a regulatorybody) unless such position is consistent withthe adopted City position and has beenapproved by the Chief of Police.

Department employees who wish to determineif a position regarding legislation or anadministrative action is consistent with theadopted City and Department’s position, maycontact the Department Legislative LiaisonOfficer, Governmental Liaison Section.

Requests for Department’s positions oropinions on legislation from elected officials ortheir staff may be referred to the DepartmentLegislative Liaison Officer, GovernmentalLiaison Section. Department employees whowish to receive approval from the Chief ofPolice to address any legislative issue onbehalf of the Department with elected officialsor their staff, shall first obtain approval fromhis/her commanding officer. Approval ofstatements regarding Department legislativepositions shall be coordinated with theDepartment Legislative Liaison Officer,Governmental Liaison Section. If an employeewishes to, or is requested to express a point ofview that is contrary to the adopted City andDepartment position, he/she must do so on anoff-duty basis, at his/her own expense (e.g.,staff support, stationery, etc.) and time. Also,it must be clearly stated in the body of thetestimony or communication that, "This is apersonal opinion. It is not the Department's orthe City's position and it is not consistent withthe City’s position. Furthermore, I am notacting in my capacity as a sworn or civilianemployee of the Department or City."

Note: Nothing in this Section prohibits anemployee from responding to an inquiry fromelected officials or their staff concerning the

operational impact of a proposed or pendingpiece of legislation. However, under suchcircumstances an employee may not express anofficial opinion as to whether the Departmentwould support or oppose such legislation.

270.15 EMPLOYEE RELATIONS WITHVENDORS AND CONTRACTORS. Whenrepresenting the Department to outsidebusiness organizations which are, or which arelikely to become, vendors or contractingparties with the Department, employees mustconduct themselves in a manner which willbring credit to themselves and to theDepartment. Because a police officer is themost conspicuous representative ofgovernment, the officer's conduct is likely tobe scrutinized far more severely than that ofother persons; therefore, when dealing withprospective contractors, employees must avoidbecoming engaged in conduct which is, orwhich might appear to be, censurable.

Department resources will not be committed tofurthering the work of a prospective contractoror vendor prior to the formation of a contract.Similarly, whatever is seen or heard of aconfidential nature, or that is confided in anofficial capacity, will be kept as such unlessdisclosure is necessitated in the furtherance ofDepartment objectives. Personal feelings ormotives, or the possibility of personal gain,will not influence decisions. An employeemust not place himself/herself in a position ofcompromise by soliciting or acceptinggratuities, even where such activity mightotherwise be considered an acceptable form ofbusiness negotiations outside the Department.

270.20 ENDORSEMENT OFPRODUCTS AND SERVICES. TheDepartment's position of providing fair andimpartial service dictates that each employeemust scrupulously avoid using his/her officialcapacity, title, or position in the Department toendorse any organization, program, product, orservice when such endorsement is notapproved and required in the performance ofhis/her duties as defined by the Chief of Policeand the Board of Police Commissioners.

270.25 OFFICER CONTACTS WITHTHE PUBLIC. In each of his/her contactswith the public, an officer must be aware thathis/her actions, appearance, and statements arethose of the Department. For that reason, andbecause of the inherent potential for conflict inmany police contacts, an officer must developa fair, impartial, and reasonable attitude andperform his/her task in a businesslike manner.His or her statements must be the result ofconsidered judgment and be absent of personalopinion, bias, or editorial comment. Extendedconversation which reflects the officer'spersonal opinions will normally be consideredinappropriate.

270.30 OUTSIDE EMPLOYMENTPOLICY - GENERAL. The nature of the lawenforcement task requires Departmentemployees to have the ability to work irregular

schedules which are subject to change inmeeting deployment needs. Additionally, it isnecessary that employees have adequate rest tobe alert during their tours of duty. For thesereasons, and because certain activities areinherently incompatible with an employee'sprimary responsibility to the Department, theDepartment may impose conditions on outsideemployment or may prohibit it altogether.Determination of the degree of limitation willbe based upon the interest of the Departmentand ensuring that the Department receives fulland faithful services in return for itsexpenditure of resources.

Department employees accepting outsideemployment should be aware that they may notbe entitled to legal representation, payment ofan adverse judgment, or other benefits from theCity that are usually afforded an employeewhile working on duty. Officers should realizethat when they accept off-duty employment,they are generally being hired to performspecific duties for an employer. Thus, officersshould have a firm commitment from theemployer concerning any subsequent legalrepresentation or other benefits that maybecome necessary as a result of the officer'sconduct in protecting the employer's interests.

The Department recognizes that Section 1126of the Government Code establishes theultimate control of prohibited activities in theDepartment's Outside Employment Policy. It isthe purpose of this policy to establish specificguidelines regarding prohibited activitieswhich incorporate the broad parameters setforth in Section 1126 of the Government Code.

Outside Employment Policy - Specific. Anemployee shall not enter into any outsideemployment without having first submitted asummary of proposed duties, location, andemployer. Following Department review and adetermination that the proposed outsideemployment is not incompatible withDepartment employment, an employee shallnot change the nature or location of outsideemployment without having first submitted theproposed change for Department review. Onceoutside employment is determined to becompatible with Department employment, itshall be reviewed annually thereafter upon theemployee's initiative. If it is determined thatproposed outside employment is incompatiblewith Department employment, the employeeshall be notified as soon as possible of suchdetermination and that the employment isprohibited. Continuance of outsideemployment that has been determined to be anincompatible activity shall be consideredmisconduct and may result in disciplinaryaction.

Determination that outside employment is or isnot compatible with Department employmentshall be made by the concerned commandingofficer and forwarded to the Office of SupportServices for approval. An employee mayappeal the determination of their commandingofficer and the Director, Office of SupportServices, to the Chief of Police. An employee

Volume 1 – POLICY


may appeal the determination of the Chief ofPolice, to the Board of Police Commissionersfor administrative review.

Prohibited activities include those which:

∗ Involve any employment, activity orenterprise for compensation which isinconsistent, incompatible, in conflict with,or inimical to, duties as an employee of theLos Angeles Police Department or with theduties, functions or responsibilities of theLos Angeles Police Department.

∗ Involve, for private gain or advantage, theuse of City time, facilities, equipment orsupplies; or the badge, uniform, prestige orinfluence of one's official position.

Exception: Outside employment in uniformmay not be a prohibited activity in specificcases when a determination has been made bythe Board of Police Commissioners that theemployment is in the best interest of the City,promotes the Department's interest in publicsafety and the duties are substantially the sameas those which would be preformed if theemployee were assigned on duty.

∗ Involve receipt or acceptance by theemployee of any money or otherconsideration from anyone other than theDepartment for the performance of an actwhich the employee, if not performing suchact, would be required or expected to renderin the regular course or hours of Departmentemployment or as a part of their duties as aDepartment employee.

∗ Involve such time demands as would renderperformance of their duties as a Departmentemployee less efficient.

∗ The maximum number of hours anemployee may engage in outsideemployment shall be twenty hours perweek. The maximum hours may beexceeded upon the recommendation of thedivision commanding officer and approvalof the Director, Office of Support Services,after a review of the individual's on-dutyperformance and the nature of theemployment involved.

∗ The Department may take into considerationthe medical condition of any employee andthe effect outside employment would haveon any employee's ability to perform theduties of their position. An employee shallnot engage in outside employment whilecarried on sick or IOD status except byspecial written permission of the Director,Office of Support Services.

∗ Employees on entry-level probation shallnot engage in outside employment.Commanding officers may recommendexception in special cases.

271. RELATIONSHIPS BETWEENDEPARTMENT EMPLOYEES.Camaraderie among employees is healthy forthe employing organization and a necessaryingredient in a successful, productive andfulfilling occupation. However, public trustrequires that employees avoid even the

appearance of a conflict between theirprofessional responsibilities and their personalrelationships with other employees. Generally,the greatest potential for such a conflict arisesfrom an off-duty social relationship or anoutside business interest. Either situation couldlead to a personal or financial interest whichconflicts with a duty-related responsibility.

The avoidance of an actual or potential conflictis particularly acute for superiors andsubordinates, by rank or paygrade, within thesame chain-of-command. The authority givena superior over a subordinate is a solemnresponsibility entrusted to that superior by theChief of Police. That trust makes the superioran extension of the Chief of Police anddemands that every decision made by thesuperior be totally objective, impeccably fairand, above all, devoid of any personalfavoritism. If a superior enters into a personalor business relationship with a subordinate, themotive for decisions made by that superiorrelative to the subordinate may become suspectand compromise the integrity of thoseinvolved. This could lead to a disrupted workenvironment, reduced production and a declinein morale.

All employees should avoid situations whichgive rise to an actual or apparent conflictbetween their professional responsibilities andtheir relationships with other employees.However, should such a situation develop, it isthe duty of the involved employees toimmediately notify their commanding officereither in person or through thechain-of-command. It then becomes theresponsibility of that commanding officer totake appropriate action to eliminate the conflictkeeping the best interest of both the employeesand the Department in mind.

Note: Off-duty personal relationships notinvolving a chain-of-command conflict are notreportable as conflicts of interest under thisSection. However, any personal relationshipbetween employees which negatively impactsan involved employee's performance of his/herprofessional responsibilities is a matter ofserious concern to the Department. TheDepartment reserves the right to takeappropriate action, including discipline, toeliminate such conflicts in order to maintain anappropriate work environment.

272. RETALIATION POLICY. Everyemployee of the Los Angeles PoliceDepartment has the right to work in aprofessional atmosphere and without fear ofretaliation that may result from bringing aformal or informal complaint alleging any typeof misconduct or from undertaking any of theactivities described in the definition below. Weundermine our mission of upholding the lawand protecting the public if we fail to do soamong our own ranks. To ensure that allemployees are afforded the opportunity toperform their duties to their fullest potential, itis essential that a supportive work environmentbe maintained. It is, therefore, every

employee's responsibility to refrain from actsof retaliation and to report acts of retaliation. Itis recognized that an employee experiencingretaliation may be hesitant to report it;however, the employee is encouraged to comeforward to ensure a prompt resolution to theproblem. It is the express duty andresponsibility of commanding officers andsupervisors to ensure that: (1) the officers andsupport staff under their command neitherperpetrate nor perpetuate any form ofretaliation; (2) no officer or employeeexperiences any form of retaliation; (3) noofficer or employee acts to inhibit theimplementation of this policy; and, (4) acts ofretaliation are reported.

Retaliation is defined as, but not limited to:harassing language, behavior or conduct,unwarranted punitive action or acts ofdiscrimination that are directed toward anotheremployee, or such employee's family orfriends, in response to such employee:

∗ Bringing a complaint or grievance allegingany type of misconduct, includingretaliation;

∗ Testifying on behalf of, and/or in supportof, another employee who has brought acomplaint or grievance alleging any type ofmisconduct, including retaliation;

∗ Advising another employee who hascomplained of any type of misconduct,including retaliation; or,

∗ Assisting or participating in anyinvestigation, proceeding or hearingconcerning the employee who complainedof the misconduct, or taking other actionswhich are legally protected by federal, state,local or constitutional laws, or any LAPDpolicy.

Equal opportunity and non-discriminationlaws, and related Department policies prohibitemployers and employees from retaliatingagainst others who undertake any of theactivities described above in the definitionsection.

Retaliation also includes acts by a supervisoras reprisal for legitimate and legally protectedwords or actions of a subordinate, including thesubordinate's bringing a complaint alleging anymisconduct, including retaliation. Retaliatoryaction of any type and in any form isconsidered a separate violation of Departmentpolicy. Supervisors have a specialresponsibility to ensure that their actions arenot retaliatory and that they act to effectivelyprohibit others from engaging in retaliatoryacts. The Department prohibits acts ofretaliation in any form and employees whocommit the same are subject to disciplinaryactions up to and including termination.

Open/overt and subtle/covert actions that aretaken in response to an employee's activitiesdescribed above in the definition section willconstitute retaliation and violations of thisSection. Those actions include, but are notlimited to:

Volume 1 - POLICY


* Creating or contributing to a hostile workenvironment by intimidation, ridicule,inappropriate jokes, cartoons, posters,remarks or gestures;

* Joining other employees in creating orcontributing to a hostile work environmentof the unit to which the accused and/orcomplainant are assigned;

* Refusing to provide backup to anotheremployee;

* Unjustifiably refusing to assist or cooperatewith the performance of work relatedactivities with the employee who broughtthe complaint;

* Repeatedly ignoring, shunning or excludinganother employee from work relatedactivities;

* Encouraging and/or directing otheremployees to take or become involved inacts of retaliation toward anotheremployee;

* Administrative or shift transfers orundesirable assignments outside normaldistribution patterns;

* Improper use of the performance evaluationsystem (e.g., evaluating an employeeaccording to a standard different thanevaluation standards applied to similarlysituated employees);

* Improper use of comment sheet entries;

* Abuse of military endorsement;

* Improper use of the disciplinary system(including, but not limited to, initiating acomplaint which after investigation, isdetermined by the Commanding Officer,Internal Affairs Group, to be substantiallywithout merit);

* Impugning the character or reputation ofeither the complainant or the accused,except when legally protected by federal,state, local or constitutional laws, or anyLAPD policy; and,

* The improper withholding of pay gradeadvancements, coveted assignments orpromotional opportunities.

273. PROTECTION FROMRETALIATION FOR PROVIDINGINFORMATION TO THE INSPECTORGENERAL. It is the policy of the Departmentthat employees are free to contact the InspectorGeneral or respond to queries from theInspector General without having to fear thattheir employment might be adversely affected.An employee’s contact with the InspectorGeneral may play no role in any futureemployment action towards the individual bythe Department. Retaliation by adverseemployment action or harassment againstemployees who provide information to theInspector General is an intolerable violation ofDepartment policy and undermines theeffectiveness of oversight efforts of the

Inspector General by threatening the continuedflow of information. However, the protectionsof this section shall not apply when the contactwas made or the information was disclosedwith knowledge that it was false or with willfuldisregard for its truth or falsity. The Board, theInspector General and all Departmentsupervisors shall be vigilant in protecting fromreprisal or threat of reprisal any individual whodiscloses any information to the InspectorGeneral.

In the event the Inspector General concludesthat there is reason to believe retaliationagainst an individual has occurred, theInspector General shall:

∗ Conduct an investigation and forward thefindings to the Police Commission uponcompletion; and,

∗ Promptly forward a personnel complaint(except a complaint of misconductregarding the Chief of Police) to theCommanding Officer, Internal AffairsGroup, or promptly request the Board tomake a determination on whether a notice tothe Internal Affairs Group should bedelayed.

275. HAZING AND INITIATIONACTIVITIES. The Los Angeles PoliceDepartment recruits and selects only the mostqualified applicants. Appointment to thisDepartment is based on qualifications notrequiring "rites of passage," such as hazing orinitiation.

Since hazing is harassment by way ofinitiation, it is misconduct which violatesDepartment policy and will not be tolerated.Hazing includes any activity related toinitiation which causes, or is likely to causephysical harm, personal degradation, ridicule,criticism, or mental anguish.

Hazing not only exposes the City, theDepartment, and involved employees to civilliability, but also lowers morale, increases jobstress, and negatively impacts the overalleffectiveness of Department operations. Ofutmost importance is that employees treat oneanother with respect and courtesy. Individualdignity is an integral part of the Department'smanagement philosophy and must be practicedby everyone.

Employees shall conduct themselves in amanner that will foster the greatest harmonyand cooperation between themselves and othermembers of the Department.

Department employees are expected to act in amanner that cultivates and maintains a healthyand productive environment.

Personnel who become aware ofhazing/initiation activity by Departmentpersonnel shall take immediate action to stopthe activity and report the incident.

280. SEXUAL HARASSMENT. It isessential that the Department maintain ahealthy working environment which will

provide all employees the opportunity toperform their duties to their fullest potential.The working environment must be free ofsexual harassment to assure fair and courteoustreatment of all employees. Sexual harassmentis a violation of Federal and State law and ofCity and Department policy. It exposes theCity, the Police Department, and the offendingemployee to serious liability and can lowermorale, undermine the integrity of employeerelationships, and interfere with the efficiencyof Department operations. Sexual harassmentis viewed by the Department as seriousmisconduct which can result in the offendingemployee being subject to disciplinary actionup to and including termination. TheDepartment will not tolerate sexualharassment.

Employee’s Responsibility. All employees areresponsible for avoiding situations whichinvolve actual or apparent sexual harassment.Employees who become aware of conduct theybelieve to be sexual harassment, whether or notthe conduct is directed at them, witnessed bythem, or related to them by another employee,shall report the incident to a supervisorimmediately. Employees who do not receive asatisfactory response to their complaint shallcontact the next level of supervision, theSexual Harassment Counselor/Women'sCoordinator, Ombuds Office, or PersonnelGroup.

All employees may obtain support andguidance when dealing with situationsinvolving sexual harassment. In addition totheir supervisors, the Sexual HarassmentCounselor/Women's Coordinator, OmbudsOffice, and Personnel Group, employees mayalso contact the City of Los Angeles PersonnelDepartment’s Sexual Harassment Counselor.

Supervisor’s Responsibility. Supervisoryemployees shall ensure that each workplacehas a working atmosphere free from sexualharassment for all employees. The workingenvironment shall be businesslike, assuring fairand courteous treatment for all employees andthe public they serve. Supervisors shall takeprompt and appropriate action whenever theyobserve or are made aware of any action orconduct that may be interpreted as sexualharassment.

Commanding Officer’s Responsibility.Commanding officers are responsible forensuring that their commands are free of sexualharassment by providing appropriate trainingand inspection which ensures the existence ofa working environment free of sexualharassment. Moreover, commanding officersshall ensure that supervisors assigned to theircommand strictly enforce the policy of thisDepartment against sexual harassmentpromptly and appropriately.

285. SEXUAL ORIENTATIONDISCRIMINATION. It is the policy of theLos Angeles Police Department thatdiscrimination in the workplace on the basis ofan individual's sexual orientation is

Volume 1 – POLICY


unacceptable and will not be tolerated.Department personnel shall not consider anapplicant's or employee's known or presumedsexual orientation in any pre-employment oremployment action or decision, including butnot limited to background checking, testing,hiring, assigning, training, transferring,upgrading, promoting, compensating,evaluating, disciplining and discharging.

It is the responsibility of all commandingofficers and supervisors to take the necessarysteps, including training and appropriatedisciplinary action, to ensure and maintain aworking environment free from sexualorientation discrimination. The Departmentshall prohibit, as a form of discrimination, thecreation of or contribution to a hostile,intimidating, threatening, offensive, or abusivework environment on the basis of anindividual's known or presumed sexualorientation. This includes written, spoken,graphic or demonstrative derogatory terms,slurs, comments, gestures, ridicule, threats,rumors, or jokes with respect to an individual'sknown or presumed sexual orientation. TheDepartment is committed to eliminatingdiscriminatory conduct in the workplace andwill not tolerate or condone any form of sexualorientation discrimination by any Departmentor City employee.

COMMUNITY RELATIONS

310. GENERAL PROVISIONS.Community relations is based upon theprinciple that in a democratic society the policeare an integral and indivisible element of thepublic they serve. Community relations ismanifested by positive interaction between thepeople and the police and represents their unityand common purpose.

A system of law and its enforcement is notsuperimposed upon an unwilling public in afree society; the law is created by the peoplethemselves to control the behavior of thosewho would seek to interfere with thecommunity welfare and existence.

While the primary responsibility for theenforcement of the law lies with the people, thecomplexities of modern society and theinability of the people to personally cope withcrime has required that they create the policeservice to assist in maintaining social order.The police represent only a portion of the totalresources expended by the public to this end;however, this effort, frequently beingrestrictive of individual freedom, brings thepolice into contact with members of the publicunder circumstances which have a far-reachingimpact upon the lives of the affectedindividuals. A citizen's encounter with thepolice can be a very frightening andemotionally painful experience, and underthese circumstances, the risk of amisunderstanding is very great. Theminimization of this risk is a challengeintrinsic to each public contact by the

Department.

The Department must strive for theestablishment of a climate where an officermay perform his or her duties with theacceptance, understanding, and approval of thepublic. Additionally, the willing and practicedparticipation of the people in enforcing the lawis essential for the preservation of freedom.

320. INDIVIDUAL DIGNITY. Arecognition of individual dignity is vital in afree system of law. Just as all persons aresubject to the law, all persons have a right todignified treatment under the law, and theprotection of this right is a duty which is asbinding on the Department as any other.

An officer must treat a person with as muchrespect as that person will allow, and theofficer must be constantly mindful that thepeople with whom he/she is dealing areindividuals with human emotions and needs.Such conduct is not a duty imposed in additionto an officer's primary responsibilities, it isinherent in them.

330. ROLE OF THE INDIVIDUALOFFICER. Community relations is manifestedin its most common form in the numerous dailyencounters between individual officers andcitizens. It is at this level that reality is given tothe unity of the people and the police andwhere the greatest burden for strengtheningcommunity relations is laid.

In dealing with people each officer mustattempt to make his/her contact one whichinspires respect for himself/herself as anindividual and professional and one whichgenerates the cooperation and approval of thepublic. While entitled to his/her personalbeliefs, an officer cannot allow his/herindividual feelings or prejudices to enter intopublic contacts. However, since an officer'sprejudices may be subconsciously manifested,it is incumbent upon him to strive for theelimination of attitudes which might impairhis/her impartiality and effectiveness.

340. EQUALITY OFENFORCEMENT. As one of the world'slargest cities, Los Angeles is composed ofmany different communities, each with its ownlife-style and each with its own individualcrime problems. The cosmopolitan nature ofthe City is manifested by the diverse ethnic andsociological background of its people.However, all persons in each area of the Cityhave in common the need for the protectionwhich is afforded by fair and impartial lawenforcement.

Additionally, as a person moves throughout theCity, he or she must be able to expect a similarpolice response to his behavior wherever itoccurs. Where the law is not evenly enforced,there follows a reduction in respect for the lawand a resistance to its enforcement.

In order to respond to varying law enforcementneeds in the different parts of the City, theDepartment must have flexibility in

deployment and methods of enforcement;however, enforcement policies should beformulated on a Citywide basis, and applieduniformly in all areas.

Implicit in uniform enforcement of law is theelement of evenhandedness in its application.The amount of force used or the methodemployed to secure compliance with the law orto make arrests is governed by the particularsituation. Similar circumstances require similartreatment in all areas of the City and for allgroups and individuals.

To ensure equal treatment in similarcircumstances, an officer must be alert tosituations where, because of a language barrieror for some other reason, he or she may becalled upon to display additional patience andunderstanding in dealing with what mightotherwise appear to be a lack of response

345. POLICY PROHIBITINGRACIAL PROFILING. The Department shallcontinue to prohibit discriminatory conduct onthe basis of race, color, ethnicity, nationalorigin, gender, sexual orientation, or disabilityin the conduct of law-enforcement activities.Police-initiated stops or detentions, andactivities following stops or detentions, shallbe unbiased and based on legitimate,articulable facts, consistent with the standardsof reasonable suspicion or probable cause asrequired by federal and state law.

Department personnel may not use race, color,ethnicity, or national origin (to any extent ordegree) in conducting stops or detentions, oractivities following stops or detentions, exceptwhen engaging in the investigation ofappropriate suspect-specific activity to identifya particular person or group. Departmentpersonnel seeking one or more specific personswho have been identified or described in partby their race, color, ethnicity, or nationalorigin, may rely in part on race, color,ethnicity, or national origin only incombination with other appropriate identifyingfactors and may not give race, color, ethnicityor national origin undue weight.

Failure to comply with this policy is a violationof an individual’s constitutional rights. It isalso counterproductive to professional lawenforcement, amounts to racial profiling, and isconsidered to be an act of serious misconduct.Any employee who becomes aware of racialprofiling or any other violation of this policyshall report it in accordance with establishedprocedure. The Commanding Officer, InternalAffairs Group, shall ensure that all complaintallegations involving racial profiling arecategorized under the appropriate categorycontained in the Department’s Penalty Guide.

350. RESPONSIVENESS TO THECOMMUNITY. The Department must beresponsive to the needs and problems of thecommunity. While the Department's task isgoverned by the law, the policies formulated toguide the enforcement of the law must includeconsideration of the public will. This

Volume 1 - POLICY


responsiveness must be manifested at all levelsof the Department by a willingness to listenand by a genuine concern for the problems ofindividuals or groups. The total needs of thecommunity must become an integral part of theprograms designed to carry out the mission ofthe Department.

360. OPENNESS OF OPERATION.Law enforcement operations in a free societymust not be shrouded in secrecy. It is necessarythat there be full public disclosure of policiesand an openness in matters of public interest.Consistent with protection of the legal rights ofinvolved individuals and with consideration ofthe necessity for maintaining theconfidentiality of Department records and ofother primary Department responsibilities, theDepartment is to disseminate accurate andfactual accounts of occurrences of publicinterest. Additionally, the Department muststrive to make known and accepted itsobjectives and policies.

370. INTERPERSONALCOMMUNICATION. To promoteunderstanding and cooperation there must beinterpersonal communication betweenmembers of the community and officers at alllevels of the Department. Each employee mustbe aware of the law enforcement needs of thecommunity and his or her particular assignedarea of responsibility. Guided by policy, anofficer must tailor his or her performance toattain the objectives of the Department and tosolve the specific crime problems in the areaserved. The Department must provide forprograms to encourage productive dialoguewith the public at all levels and to ensure thatthe unity of the police and the people ispreserved.

380. TRAINING IN HUMAN ANDCOMMUNITY RELATIONS. The selectionprocess for police officers is designed tochoose the most qualified and to eliminatethose who are physically, emotionally,mentally, or socially unfit. Those selected,however, are representative of the communityat large and as such are subject to having thesame prejudices and biases found in much ofsociety. Exposure to crime and its aftermathcan tend to harden and render insensitive anofficer whose sympathetic understanding isneeded to properly perform his/her duties. TheDepartment must provide initial and continuingtraining in human and community relations tohelp officers avoid this hardening of attitudeand to imbue in each officer an understandingof his/her total role in the community.

390. UNDOCUMENTED ALIENS.Undocumented alien status in itself is not amatter for police action. It is, therefore,incumbent upon all employees of thisDepartment to make a personal commitment toequal enforcement of the law and service to thepublic regardless of alien status. In addition,the Department will provide special assistanceto persons, groups, communities andbusinesses who, by the nature of the crimesbeing committed upon them, require

individualized services. Since undocumentedaliens, because of their status, are often morevulnerable to victimization, crime preventionassistance will be offered to assist them insafeguarding their property and to lessen theirpotential to be crime victims.

Police service will be readily available to allpersons, including the undocumented alien, toensure a safe and tranquil environment.Participation and involvement of theundocumented alien community in policeactivities will increase the Department's abilityto protect and to serve the entire community.

COMMUNITY AFFAIRS

420. NEWS MEDIA RELATIONS

420.10 ROLE OF THE NEWS MEDIA. Awell-informed public is essential to theexistence of a democratic nation. Toeffectively exercise his or her franchise, acitizen must be aware of current events and thestate of government. A free press serves thepublic by supplying needed information, bystimulating thought, and by providing amedium for expression.

Crime, its results, and the efforts to combat itare all matters of continuing public concern.The Department is regularly involved in eventsat which members of the news media areproperly present and performing their task ofgathering information.

420.20 ROLE OF THE DEPARTMENT.The Department actively seeks to establish acooperative climate in which the news mediamay obtain information on matters of publicinterest in a manner which does not hamperpolice operations. However, certaininformation must be withheld from the newsmedia in order to protect the constitutionalrights of an accused, to avoid interfering witha Department investigation, or because it islegally privileged.

420.30 DEPARTMENT PRESSRELATIONS OFFICER. To fostercooperation and mutual respect between thenews media and the Department, a member ofthe personal staff of the Chief of Police isdesignated as the Department’s PublicInformation Officer. His or her personalservices are made available to authorizedrepresentatives of the news media to assist insolving problems of mutual concern to thepress and the Department. Additionally, thePublic Information Officer responds to seriouspolice incidents to assist the news media intheir function.

420.40 RESPONSIBILITY FOR THERELEASE OF INFORMATION. When anevent being investigated is of such aspectacular or unusual nature as to stimulategeneral community interest, the news mediawill be notified. Normally, it is theresponsibility of an Area or divisioncommanding officer or the senior officer at the

scene to make such notifications; however,when there is an event of major proportions,the Public Information Officer will assumeresponsibility for the release of information.

420.50 SCOPE AND CONTENT OF THERELEASE OF INFORMATION. The scopeand content of each release of informationmust be determined according to the facts ofeach situation. Generally, a description of thecircumstances which is not legally privilegedand which will not prejudice the rights ofsuspects or interfere with an investigation willbe made. Such determination is made by thePublic Information Officer or by the seniorofficer at the scene after consultation with theinvestigating officer or other responsibleauthority.

420.60 NEWS MEDIA PASSES. To assurethat the Department is communicating with anauthorized news media representative at thescene of a police incident, and to assure therepresentative that he/she will not beunnecessarily obstructed in the pursuit ofhis/her functions, the Department issues andhonors news media passes. The Board ofPolice Commissioners is authorized by Cityordinance to issue news media credentials.Passes are issued to newsreporters fromnewspapers, news services, news magazines,and radio and television stations whichmaintain regular news services in Los Angelesand which are legitimate current newsdisseminators.

Temporary news media passes may be issuedfor the duration of a police incident tolegitimate news media representatives whohave been specifically assigned to the incidentby their employers. The possession of a newsmedia pass issued by another law enforcementagency will be persuasive evidence that itspossessor is a legitimate news mediarepresentative.

420.70 NEWS REPORTERS ENTERINGAN AREA CLOSED PURSUANT TOSTATUTE. According to State law, dulyauthorized representatives of any news service,newspaper, or radio or television station ornetwork may enter any area closed because ofa menace to the public health or safety.Authorization for such entry is based upon thepossession of a temporary or permanentDepartment-issued news media pass. Thedecision to assume the risk of danger remainswith the individual news reporter involved, andit is not the responsibility of officers to providefor the safety of those members of the newsmedia who voluntarily choose to subjectthemselves to danger.

420.75 ALLOWING NEWSREPORTERS TO ENTER AREA OF ASERIOUS POLICE INCIDENT ORCRIME SCENE. Police lines may beestablished to prevent persons from enteringthe area of a serious police incident or crimescene. Dependent upon the tactical situationand the likelihood of jeopardizing policeoperations, members of the news media may be

Volume 1 – POLICY


allowed in such areas. Authorization for entryis normally dependent upon the possession ofa permanent or temporary Department-issuednews media pass; however; if the Departmentis not issuing temporary passes or does nothave the present capability of issuingtemporary passes at the scene, and theopportunity of obtaining news coverageappears to be limited in duration, a news mediapass issued by another law enforcement agencymay be recognized.

420.80 WHERE A NEWS REPORTER ISNOT AUTHORIZED. While a news reportermay be permitted in the area of a crime sceneor a serious police incident, he/she does nothave the authority to be within a crime scene orarea which has been secured to preserveevidence or at any location where his/herpresence jeopardizes police operations.

420.85 NEWS MEDIA NOT EXEMPTFROM LAWS. A news reporter's primaryresponsibility is to report the news byobtaining information and photographs atnews-worthy incidents. His/her opportunity todo so is infrequently momentary at anemergency scene. An officer sharing thesecircumstances with a news reporter should notunnecessarily obstruct the news reporter in theperformance of his/her duty; however,members of the news media are neitherimpliedly nor expressly exempt from anymunicipal, state, or federal statute.

Exception: News Reporters may enter a closedarea as provided for in Section 1/420.70 of theDepartment Manual.

420.90 REQUESTING WITHHOLDINGOF PUBLICATION. News reporters mayphotograph or report anything they observewhen legally present at an emergency scene.Where publication of such coverage wouldinterfere with an official investigation or placea victim, suspect, or others in jeopardy, thewithholding of publication is dependent upona cooperative press, not upon censorship by theDepartment. Under such circumstances officersshould advise the news reporters or theirsuperiors of the possible consequences ofpublication; however, officers may notinterfere with news reporter's activities as longas that performance remains within theconfines of the law.

420.95 SEARCH OF NEWS MEDIAFACILITIES. When there is a need to obtainevidence on the premises of news mediaorganizations, the priorities governing themeans by which evidence shall be sought bymembers of this Department are as follows:

* The Department shall not seek materialfrom the news media that may be obtainedin any other manner.

* The Department shall make every effort toobtain evidence by consent of the mediathrough voluntary, cooperative means.

* When the legal process becomes necessary,the Department shall proceed, when at all

practicable, by means of a subpoena.

* The Department shall search the premisesof a news media facility only as a lastresort and only then in a manner consistentwith the provisions of this policy.

Chief of Police Approval to Search. Becauseof the extreme gravity of a decision to search anews media facility, any such decision will bemade only by the Chief of Police or persondesignated to act in his/her place if the Chief ofPolice is out of the jurisdiction. The Chief ofPolice or the person acting in his/her placeshall attempt to notify the President of thePolice Commission, or Vice President in thePresident's absence, before implementing suchdecision. If neither is available before thedecision must be implemented, an attempt willbe made to notify them promptly thereafter.

When Permissible. Members of thisDepartment shall not under any circumstancesseek to obtain a warrant to search, conduct awarrantless search, or participate in a searchfor any items described in Evidence CodeSection 1070. Members of this Departmentshall not seek a warrant, conduct a warrantlesssearch, or participate in a search on thepremises of a news media facility for any otheritems except where:

* Such other items constitute materialevidence that a person or persons in thenews organization have committed or arecommitting a felony unrelated to thenews-gathering function.

Note: When the evidence sought is physicalrather than documentary and there is goodcause to believe it may be destroyed unless asearch is conducted, asterisks 1-3 of the abovepriorities need not be exhausted.

* There is an imminent danger of death to aperson or catastrophic injury to persons orproperty and the obtaining of such otheritems would materially assist theDepartment in preventing the threatenedact. Unsolicited communications whichthemselves are instrumentalities of a felonyshall be subject to the provisions of thisparagraph.

Nothing in this policy shall be construed toauthorize or condone a warrantless searchexcept as otherwise permitted by law.

Conducting a Search. In conducting a searchof a news media facility, members of thisDepartment shall not inspect or peruse anymaterial or records except to the extentnecessary to locate the items which arespecified in a search warrant or for which thesearch was authorized under this policy.Members of this Department may seize onlythose items referred to in the precedingsentence, and such other items, as arediscovered during a search conducted inconformance with the provisions of this policy,for which a search could have been authorizedunder this policy had their existence andlocation been known at the time the search was

authorized. Members of this Department shallnot record information observed from materialsnot authorized to be seized under this policy.

440. PUBLIC INFORMATION

440.10 REQUESTS FORINFORMATION. The public has an abidinginterest in law enforcement and in the activitiesof the Department. The news media andmembers of the public frequently directinquiries to the Department seekinginformation on a variety of subjects. While it isthe aim of the Department to fulfill suchrequests, it is not always possible to do so.Whether to release information or to grantinterviews will be determined according to thefacts of each case.

440.20 PERMISSION FOR USE OFDEPARTMENT FACILITIES. Normally,the Department will not grant permission forits equipment or the interior of its facilities tobe used for television, motion pictures, or otherentertainment productions. However, whencoverage is required for recording interviews,news documentaries, news releases, or eventsof an unusual nature, representatives from thenews media or public information programsmay be allowed to use their equipment insidepolice facilities.

440.30 COOPERATION FOR FEATUREARTICLES OR PROGRAMS. Requests forDepartment cooperation in the preparation ofarticles for newspapers, magazines, and otherpublications will be individually considered,and, if approved, permission for theinterviewing of Department personnel and thephotographing of police facilities will belimited to the scope of approval. Officersparticipating in the preparation of such articlesshould ascertain the scope of approval andshould be cautious not to exceed those limits.In any event, officers should exercise care anddiscretion so as not to make statements orconvey information which, if later quoted, maycreate a misunderstanding or compromise theeffectiveness of the police service.

440.40 RESPONSIBILITY OFOFFICERS TO SUPPLY INFORMATION.Frequently, due to public expectations andbecause of their accessibility, officers arecalled upon to supply information both relatedand unrelated to the law enforcement function.Officers should appropriately answer questionsput to them or refer the person to the properindividual or agency for such answers. When arequest is made for information about a policematter, officers should decide if they are inpossession of sufficient facts and are qualifiedto respond, and whether the person making therequest is a proper person to receive theinformation. Generally, officers should be openin their dealings with the public and, unlessthere is reason to the contrary, they shouldsupply requested information. They should,however, be cautious to avoid representing asfact that which is their opinion.

440.50 PUBLIC INFORMATION

Volume 1 - POLICY


PROGRAMS AND EDUCATION. TheDepartment conducts various publicinformation and crime prevention programs toeducate the public and to eliminate specificcrime problems. In addition, the Departmentcooperates in developing new programs inthose areas where the relationship between anygroup, or the public as a whole, and theDepartment may be improved. In so doing, theprobability of crimes being committed may bereduced and the effectiveness of theDepartment enhanced.

440.60 TOURS OF POLICEFACILITIES. Many people rarely have anoccasion to enter a police station or to witnessactivities which support line operations. Toacquaint the public with the law enforcementtask, the Department will hold "open house"and, upon request, conduct tours of policefacilities. The scope of such tours will bedependent upon security requirements andpersonnel availability.

460. LABOR RELATIONS

460.10 DEPARTMENT ROLE INLABOR DISPUTES. The right to engage inlabor related activities is a constitutionallyprotected right, subject to reasonablerestrictions as to time, place, and manner.Through the legally recognized methods ofnegotiation and collective bargaining, labordisputes are peacefully settled. In suchdisputes, it is not the function of theDepartment to deal with the issues involved;rather, it is the role of the Department toprotect the rights of the public and thedisputants by enforcing the law and bymaintaining order. Finding the delicate balancebetween protecting the Constitutional right toengage in labor related activities and providingfor community peace requires informed andsensitive police judgement.

460.20 IMPARTIALITY OF THEDEPARTMENT IN LABOR DISPUTES.Strikes and mass or circular picketing are not,in themselves, violations of the law. It is theillegal acts which sometimes arise from suchactivities which are the concern of the police.The effectiveness of the Department in labordisputes is maintained by its remaining at alltimes impartial regarding the parties and issuesinvolved and by taking appropriate actionwhenever criminal violations are observed orreported.

460.30 ENFORCEMENT OF LAWS ATLABOR DISPUTES. The Department seeksto minimize criminal violations connected withlabor disputes by providing guidelines for theconduct of the parties and the area of thesidewalk to be used. These guidelines arediscussed with management and labor officialsat which time it is emphasized that the use ofpublic sidewalks and roadways, the free accessto public places, and the rights of persons toenter and leave private premises are to bepreserved. In instances where there arecriminal violations, the Department will take

prompt and impartial action to protect therights of the public and the disputants.However, individual unlawful acts, properlythe subject of law enforcement response, maynot necessarily warrant stopping an ongoinglabor related activity. Violations of courtorders and injunctions do not ordinarilyconstitute criminal offenses for which theDepartment will take enforcement action.

460.40 LIAISON WITH LABOR ANDMANAGEMENT. The Department maintainsspecial liaison with management and laborofficials to obtain information and to explainthe Department's policies and procedures inrelation to labor disputes. By seeking thecooperation of the parties involved, tensionsare reduced and self-discipline is encouragedso that the parties may police their ownconduct.

460.50 DEPLOYMENT AT LABORDISPUTES. Recognizing thatmisunderstandings and law violations areminimized in an atmosphere of mutualcooperation and trust, the Department createdthe Labor Liaison Section to coordinate andadvise on Department activity relating to labordisputes. Labor Liaison Section gathersinformation regarding strikes, investigatesselected related crimes, and meets withofficials of labor, management, and theDepartment to discuss and alleviate policeproblems arising from such disputes.

In a labor related demonstration, fieldcommanders shall, with the assistance of LaborLiaison Section, make every attempt to identifythe union leadership and maintain on goingcommunication with those leaders through theduration of the demonstration, notifying themof problems if and as they develop, andenlisting their aid in policing the conduct oftheir own members.

Should it become necessary to declare anunlawful assembly, the dispersal order shouldbe announced in both English and a secondlanguage, if the situation is appropriate forthose bilingual commands. Upon thedeclaration of such a dispersal order, the fieldcommander should make every attempt toensure demonstrators have a sufficient amountof time to disperse in an orderly and lawfulfashion.

Police officers will not normally be deployedat strike scenes; however, when suchdeployment becomes necessary, it is theresponsibility of the concerned Areacommanding officer to take the necessarypolice action to deter crime and to keep thepeace.

480. LIAISON WITH CRIMINALJUSTICE SYSTEM

480.10 COOPERATION WITH OTHERLAW ENFORCEMENT AGENCIES. TheDepartment maintains a close workingrelationship with other law enforcementagencies, and makes available to them

information concerning techniques andprocedures developed or used by theDepartment.

480.20 CRITICISM OF CRIMINALJUSTICE SYSTEM. The Department sharesresponsibility with the Judiciary and other lawenforcement and prosecution agencies in thecriminal justice system. All elements of thesystem work toward common objectives andeach element is functionally complementary.The cooperative and harmonious workingrelationships which are essential in attainingthose objectives are impaired by unnecessarycriticism of others engaged in theadministration of criminal justice. For thatreason, officers should be aware of the effectupon law enforcement of any comments theymake which might be interpreted as beingcritical of other law enforcement orprosecution agencies or individual members ofthe Judiciary. However, it is not intended thatthere be any infringement of an officer's rightto express his/her personal views regarding thecriminal justice system in general or any trendswhich seem destructive of its efficacy.

490. CONSULAR AND DIPLOMATICRELATIONS

490.10 CONSULAR AND DIPLOMATICIMMUNITY. Diplomatic agents, theirfamilies, and members of their administrativeand technical staff are protected by unlimitedimmunity from arrest, detention, or prosecutionwith respect to any civil or criminal offense,this is known as personal inviolability. Officersshall not normally issue traffic or absenteecitations to diplomatic agents, their familymembers, or members of their administrativeand technical staff. Officers shall not impoundthe vehicles of these officials. In thoseinstances where the driving of the official is adanger to others, a supervisor shall besummoned to the scene. With the supervisor'sapproval, a citation may be issued.

Career consular officers have only official actsor functional immunity in respect to bothcriminal and civil matters. Career consularofficers may be arrested for a felony pursuantto a warrant and may be detained at anytime ifthe offense involved is an immediate threat topublic safety. A career consular officer is notliable to detention or arrest for a misdemeanor.The consular officer shall be informed of theviolation and be permitted to continue on his orher way. This is known as consularinviolability. A career consular officer's familyand staff have no consular inviolabilitywhatsoever. Officers shall not normally issuetraffic or absentee citations to career consularofficers. Officers shall not impound thevehicles of these officials. In those instanceswhere the driving of the official is a danger toothers, a supervisor shall be summoned to thescene. With the supervisor's approval, acitation may be issued.

Once identified, consular and diplomaticofficers will not be unnecessarily detained, and

Volume 1 – POLICY


they will at all times be afforded the respectand courtesy that their position demands. Tofacilitate identification, the Department will,upon request, prepare and issue identificationcards to consular and diplomatic officers.

If detained, the diplomatic agent, consularofficer, or honorary consular officer should notnormally be handcuffed. However, incircumstances where the safety of the public orthe police officer is in danger, or it is apparentthat a serious crime may be committed, policeofficers shall take necessary action.

LAW ENFORCEMENTOPERATIONS

504. THE NATURE OF THE TASK.Law enforcement operations consist of manydiverse activities which are directed toward theattainment of Department objectives. Activitiessuch as patrolling, conducting field interviews,and issuing traffic citations are not objectivesin themselves; rather, they are methods ofachieving the real objectives of preventing anddeterring crime, arresting criminal offenders,and preventing traffic collisions.

Decisions in law enforcement operationsfrequently must be made in an instant, and thelives of officers and others may depend uponthe quality of those decisions. Officers areconfronted in stress situations with bothcriminal and noncriminal behavior, and theymust be capable of making a reasonableresponse in both cases. Officers must base theirconduct and action in each instance upon thefacts of the situation as they reasonably appear,relying upon their experience, training, andjudgment to guide them toward morallyjustified and lawful decisions and actions.

508. POLICE ACTION BASED ONLEGAL JUSTIFICATION. What isreasonable in terms of appropriate police actionor what constitutes probable cause varies witheach situation, and different facts may justifyeither an investigation, a detention, a search, anarrest, or no action at all. The requirement thatlegal justification be present imposes alimitation on an officer's action. In every case,officers must act reasonably within the limitsof their authority as defined by statute andjudicial interpretation, thereby ensuring thatthe rights of both the individual and the publicare protected.

512. ALTERNATIVES TO PHYSICALARREST, BOOKING, OR CONTINUEDDETENTION. Once a violator has beenidentified, it is the function of the Departmentto initiate the criminal process; however, thereare circumstances when a crime may occur andthe Department will not make a physical arrest.There may be a report written and anapplication for a complaint made; or in somecases, when the offense is of a minor nature, averbal warning or other direction may begiven. The decision not to make an arrest willbe guided by Department policy and the factual

situation involved, not by the personal feelingsof the officer. An arrest does not dictate abooking, and a booking does not dictatecontinued detention. When circumstances soindicate, an arrestee should be released withoutbeing booked and, if booked, should bereleased from further detention.

516. CALLED FOR SERVICES.

516.10 PROFESSIONAL STANDARDOF SERVICE. The Department cannot beaware of each circumstance in the City wherepolice action or assistance may be required.The Department is dependent upon members ofthe community for such information. Thepeople, in return, expect the Department torespond to requests for police service within areasonable time and to satisfactorily performthe necessary service. A person calling forpolice assistance expects, as a matter of right,to be provided with a service. As a practicalmatter, the extent of the service maynecessarily be limited, but, regardless of itsextent, a professional quality of service mustbe rendered in all cases.

516.20 PRIORITY OF HANDLINGCALLS FOR SERVICE. It is not alwayspossible for the Department to respond toevery call for service; therefore, theDepartment must organize available resourcesto give the highest level of efficient servicepossible. Priority of call assignment dependson many factors, and it is normally theresponsibility of communications personnel tomake such assignments; however, an officer inthe field may be required to decide whether tocontinue on an assigned call or handle acitizen's complaint or other observed event andcause his call to be reassigned. Suchdetermination should be based upon thecomparative urgency and the risk to life andproperty of the assigned call and theintervening incident. When it is impossible foran officer to handle a citizen's complaint or anobserved event, the officer should, ifcircumstances permit, either give directions forobtaining such assistance or initiate thenecessary notifications himself/herself.

520. PRELIMINARYINVESTIGATION.

520.10 SCOPE OF PRELIMINARYINVESTIGATION. The scope of preliminaryinvestigation by a uniformed officer may bevery restricted or it may constitute the entireinvestigation of the crime. In a particularcrime, the scope of the preliminaryinvestigation may be limited by investigativepolicy, and in all cases it is limited by anofficer's assignment work load. Consistent withhis/her other responsibilities, an officer shouldcontinue a preliminary investigation to thepoint where the delay in investigation causedby the report being processed will notmaterially jeopardize the investigation.

520.20 FOLLOW-UP INVESTIGATIONBY UNIFORMED OFFICERS. Uniformed

officers may conduct a limited follow-upinvestigation upon supervisory approval whenthere is a reasonable chance of apprehendingthe suspect, when there is a need for obtainingadditional information for the preliminaryinvestigation report, or when there are othercompelling circumstances.

520.30 COURTESY CRIME REPORTS.Generally, crime reports shall not be completedfor occurrences outside the City. Departmentpersonnel should impress upon a citizenrequesting a crime report the importance of anexpeditious investigation and the fact that thiscan only occur if the crime is reported to theconcerned agency. In those cases whereexigent circumstances exist that would make itimpractical for a person to report the crime tothe concerned agency, a courtesy report maybe completed, with prior supervisory approval.

522. CRIMES OR INCIDENTSMOTIVATED BY HATRED ORPREJUDICE. The City of Los Angeles valuesthe great diversity of its people and recognizesthat a threat against any portion of ourcommunity is truly a threat against our diverseway of life. Acts or threats of violencemotivated by hatred or prejudice are seriousacts, often vicious in nature, which tear at thefabric of our community. These occurrencesgenerate fear and concern among victims aswell as the entire community and have thepotential of recurring, escalating and possiblycausing counter-violence.

It is the policy of the Los Angeles PoliceDepartment to ensure that the rights of allpeople, as guaranteed by the constitutions ofthe United States and the State of California,are protected. Among those constitutionalguarantees is the right of all people to livewithout fear of attack or threat from anindividual or group due to hatred or prejudice.An act or threat of violence motivated byhatred or prejudice threatens this constitutionalguarantee and generates fear and concernamong victims and the public.

When any act motivated by hatred or prejudiceoccurs, the Department will ensure that it isdealt with on a priority basis and use everynecessary legal resource to rapidly anddecisively identify the suspects and bring themto justice.

524. CIVIL DISPUTES. The presence ofpolice officers at the scene of a civil disputecan have an intimidating effect uponunsophisticated persons and is a tactic oftenemployed by individuals and establishmentsseeking to avoid the more cumbersome civilprocess. The presence of officers at suchscenes is primarily to preserve the peace and toprevent a crime from occurring. Officers shallnot become unnecessarily involved in civildisputes.

It is the policy of the Los Angeles PoliceDepartment to dispatch a police unit to a civildispute only in those cases where a crime hasbeen reported or when it appears necessary to

Volume 1 - POLICY


prevent criminal activity. Involvement bymembers of this Department shall be limited topreventing criminal activity and encouragingall parties to pursue appropriate civil remedies.Officers shall scrupulously avoid taking sidesin any civil dispute or giving the appearancethat this may be the case. Exceptions may bemade in the event of a request for assistance bya governmental agency whose responsibilitiesinclude executing civil processes.

528. FIELD SUPERVISION. Sinceemergency situations occur without warning,and their duration is often brief, officers mustfrequently make critical decisions withoutbenefit of on-the-scene direction. In mostpolice operations, however, supervision isavailable and necessary to provide guidanceand training. Supervision gives coherence tothe police task and directs the energies of theDepartment into an organized effort. Propersupervision is essential to maintain aprofessional level of competence in lawenforcement operations.

528.10 SUPERVISION IN FIELDOPERATIONS. The Department is anorganization with an assignment ofresponsibility and accountability throughoutthe rank structure. To the degree that seniorofficers are responsible and accountable for theperformance of their junior officers, they mustbe granted commensurate authority in order toproperly discharge their supervisorialresponsibility. Field supervision begins withsenior officers of the Department, and it isupon them that the primary burden of trainingand supervising less experienced officers isplaced. A field sergeant is the first level offull-time supervision, and it is his or herprimary responsibility to guide, train, direct,and motivate those over whom he or she hascontrol. A field sergeant is not normallyexpected to engage in law enforcementoperations except in a command or supervisorycapacity.

532. COMMAND RESPONSIBILITYAT POLICE SITUATIONS. Command ofDepartment resources at a police situation restswith the field commander or the assignedsenior officer. Such person has the authority todirect the operation and is responsible for itsoutcome. Senior command officers may makesuggestions; however, they may not activelydirect the operation unless they properlyrelieve the subordinate of command. A seniorcommand officer at an emergency scene whodoes not choose to take command may be heldaccountable for unfavorable developmentswhich they could have prevented by assumingcontrol.

Exception: At the scene of a barricadedsuspect, the provisions of Section 1/568.20 ofthe Department Manual apply.

536. CRIME SCENE SUPERVISION.The senior investigating officer present is incharge of a crime scene.

540. FOLLOW-UP INVESTIGATION

540.10 INVESTIGATION OFREPORTED CRIMES. Follow-upinvestigation consists of efforts to interviewvictims and witnesses; locate, identify, andpreserve physical evidence; recover stolenproperty; identify, locate, interview, and arrestsuspects; present the case to the prosecutor;and cooperate in the prosecution of thedefendant. Such investigations are conductedto produce evidence relating to the guilt orinnocence of any suspect and to recoverproperty.

540.20 ALLOCATION OF RESOURCESTO FOLLOW-UP INVESTIGATIONS. Asit is not feasible to expend equal time andenergy in the investigation of all reportedcrimes, priority of investigation and allocationof resources must be based upon the relativeseriousness of each reported crime. However,reported crimes will be investigated to thefullest extent possible without regard to thestatus of the victims or the areas of the City inwhich the crimes occur.

544. INFORMANTS

544.10 USE OF INFORMANTS. Often,information from confidential sources is theinvestigative lead which solves a case andwithout which there could not be a prosecution.

Information is received by the Departmentregarding criminal activities and suspects frompersons in all walks of life. Many people whogive information have been victims orwitnesses of crimes, or they may have a strongdesire to aid law enforcement. There are othersmotivated purely by selfish interests. However,regardless of their motivation, the use ofinformants is a basic weapon in the fightagainst crime, and they are a judiciallyrecognized source of information. Aninformant's motivation should be carefullyevaluated in determining the extent upon whichthe information will be relied.

544.20 INFORMANT'S IMMUNITYFROM PROSECUTION. Informants willsometimes offer to exchange information forimmunity or for their release. Such immunitymay properly be granted by a judge in ajudicial proceeding; however, neither theDepartment nor any of its members may grantany person immunity from prosecution.

544.30 INDIVIDUAL OFFICER'SINFORMANT RESPONSIBILITIES.Officers shall keep their supervisors informedof their relations and activities involvinginformants. A commanding officer shallrequire that the identity of informants bedisclosed to him/her.

At least two officers shall be present whenmeeting with an informant in the field and bothofficers should understand the informant’slanguage.

546. CONDUCT OF UNDERCOVEROFFICERS. In order to obtain information

and evidence regarding criminal activities, itmay be necessary that the Department utilizeundercover operators. Such operators shall notbecome "Agents Provocateurs" or engage inentrapment. The officers shall not commit anyact or omit to perform any duty imposed bylaw which constitutes a crime.

547. UNDERCOVER OFFICERSPOSING AS MEMBERS OF THE NEWSMEDIA. The use of a news media cover by anofficer to obtain intelligence information is notan acceptable form of undercover activity.Once a police officer is discovered in such arole, particularly in a crowd control situation,legitimate members of the media becomesuspect and could possibly be exposed todanger. In addition, such undercover activitydoes damage to the trust which should existbetween members of a free society and thenews media which serves them.

548. DEPARTMENT RESPONSE TOIMPENDING RIOT. When the City isconfronted with a situation which may escalateinto a riot, the Department must establishcontrol of the situation by reacting quickly andcommitting sufficient resources to control thesituation. Control must be established in allparts of the involved area so that there are noareas into which the Department cannot go.Law violators must be arrested and theirprosecution sought. Finally, the Departmentmust remain in the affected area with adequatepersonnel and equipment for a sufficient periodof time after order is restored to convince allconcerned that additional outbreaks will not betolerated.

552. POLICE ACTION ON SCHOOLCAMPUSES. It is the policy of thisDepartment to conduct investigations andrelated police business on school property inconformance with accepted legal practices andin recognition of the authority andresponsibility of school officials to manage theschool environment.

It is neither the intention nor the desire of theDepartment to suppress or restrain lawfulactivity, either on or off campuses. TheDepartment will expend whatever resourcesare necessary to protect the rights of anyperson or group to conduct a peaceful andlawful demonstration at any location within theCity. However, unlawful activity, whatever itsguise, requires prompt and effective action bythe Department. The Department will takeappropriate legal steps to discourage unlawfulacts.

The tactics employed by dissidents engaged indisruptive activities frequently include effortsto draw the police and other public officialsinto responses likely to produce violence andinjury to participants and thus garner supportfor their cause. It is therefore incumbent uponthe Department to cope with disruptivesituations in a professional manner which willminimize the potential for violentconfrontations.

Volume 1 – POLICY


554. POLICE CONTACTS WITH THECLERGY. Constitutional guarantees ofreligious freedom have traditionally beenviewed as giving a unique status to houses ofworship. Religious leaders (bishops, ministers,pastors, priests, rabbis, and others designatedas leaders of congregations) are revered askeepers of religious discipline, teachers,counselors, and symbols of religious faith.Because of this, police action should beconsistent with the special esteem in whichhouses of worship and religious leaders areheld. Nevertheless, if circumstances requirepolice action, it should be noted that a house ofworship is not a sanctuary to be used to harborlaw violators.

554.01 PARTICIPATION OFCHAPLAINS AT DEPARTMENTEVENTS. It is our policy that prayer orinvocation held at Department events beconducted in such a manner as to ensure thatthe prayer/invocation is non-sectarian, non-proselytizing, and does not advance aparticular religious belief or faith over another,or disparage any others. Prayer/invocationshall be offered by a rotating pool of clergywithin the Department’s Chaplain Corps in aneffort to reflect diverse religious backgroundsand beliefs.

555. PURSUIT POLICY

555.01 VEHICLE PURSUIT DEFINED.The California Highway Patrol defines avehicular pursuit as, "An event involving oneor more law enforcement officers attempting toapprehend a suspect operating a motor vehiclewhile the suspect is attempting to avoid arrest(or detention) by using high speed driving orother evasive tactics, such as driving off ahighway, turning suddenly, or driving in alegal manner but willfully failing to yield tothe officer's signal to stop" (emphasis added).

555.05 DRIVER RESPONSIBILITY.Section 21055 of the California Vehicle Code(CVC) specifies that in emergency situationsthe driver of an authorized emergency vehicleis exempt from the "Rules of the Road" asspecified in Division 11 of the Code, when thedriver of the vehicle sounds a siren as may bereasonably necessary and the vehicle displaysa lighted red lamp visible from the front.Section 21056 CVC, however, specified thatthis exemption "...does not relieve the driverfrom the duty to drive with due regard for thesafety of all persons using the highway, nordoes it protect him from the consequences ofan arbitrary exercise of the privileges grantedin that Section (21055)."

555.10 INITIATION OF A VEHICLEPURSUIT. Officers shall not initiate a pursuitbased only on an infraction, misdemeanorevading (including failure to yield), or recklessdriving in response to enforcement action takenby Department personnel.

Note: Officers may pursue felons and

misdemeanants, including law violators whoexhibit behaviors of illegally driving under theinfluence of drugs or alcohol. If reasonablesuspicion or probable cause exists that amisdemeanor (with the exception ofmisdemeanor evading or reckless driving inresponse to enforcement action by Departmentpersonnel) or felony has occurred, is occurringor is about to occur, employees may pursue asuspect vehicle.

In order to diminish the likelihood of a pursuit,officers intending to stop a vehicle shall, whenpracticable, be within close proximity to thevehicle before attempting the stop. Whencircumstances indicate a high potential for apursuit, e.g., felony want on vehicle, possiblestolen vehicle, felony suspect, officers shalldetermine the availability and estimated timeof arrival of an air unit and, if tacticallypossible, wait for its arrival prior to initiatingthe vehicle stop. Additionally, officers shouldrequest a back-up unit.

Whenever possible, air units shall assumeresponsibility for tracking a suspect vehicle.During this tracking mode, authorized groundunits shall continue their Code Three response,but should reduce their speed and, ifreasonable, maintain a position out of the line-of-sight of the suspect’s vehicle to maximizepublic safety. The Department shall makeevery effort to provide immediate supervisoryoversight at the beginning of the pursuit andthrough its termination.

Factors In Initiating a Pursuit. Officers mustalso weigh the seriousness of the offenseagainst the potential dangers to themselves ormembers of the community and shouldconsider the following factors when assessingwhether to initiate a pursuit:

∗ Whether vehicular and/or pedestrian trafficsafety is unreasonably comprised;

∗ The traffic conditions: Volume of vehiculartraffic, volume of pedestrian traffic, androad conditions;

∗ Nature of the area of the pursuit: Residential, commercial, or rural;

∗ Whether the suspect can be apprehended ata later time;

∗ If weather conditions such as rain, fog,snow, etc., create an unreasonable risk ofinjury to the public or the pursuing officers;

∗ The seriousness of the crime and itsrelationship to community safety;

∗ Whether the lack or quality ofcommunication between the primary unitand Communications Division or theprimary unit and a supervisor causes anunreasonable risk to the public; and,

∗ The familiarity of the primary pursuing unitwith the area of the pursuit.

The same liability and potential dangerinherent in a vehicle pursuit is also presentwhen following a vehicle. Officers shall notviolate the rules of the road, e.g., Division 11of the California Vehicle Code, whenfollowing a vehicle. Exemption fromprovisions of the Vehicle Code (Division 11) is

granted only when officers sound a siren asmay be reasonably necessary and the officer'svehicle displays a lighted red lamp visible fromthe front. The decision whether or not toinitiate a pursuit should be made as soon as itis clearly evident that the law violator isintending to flee. Officers shall not use"following" as a substitute for initiating apursuit.

556. USE OF FIREARMS

556.10 PREAMBLE TO THE POLICYON THE USE OF FIREARMS. The use of afirearm is in all probability the most serious actin which a law enforcement officer willengage. It has the most far-reachingconsequences for all of the parties involved. Itis, therefore, imperative not only that theofficer act within the boundaries of legalguidelines, ethics, good judgment, andaccepted practices, but also that the officer beprepared by training, leadership, and directionto act wisely whenever using a firearm in thecourse of duty.

A reverence for the value of human life shallguide officers in considering the use of deadlyforce. While officers have an affirmative dutyto use that degree of force necessary to protecthuman life, the use of deadly force is notjustified merely to protect property interests.

It is in the public interest that a police officerof this Department be guided by a policywhich the people believe to be fair andappropriate and which creates publicconfidence in the Department and its individualofficers.

This policy is not intended to create doubt inthe mind of an officer at a moment when actionis critical and there is little time for meditationor reflection. It provides basic guidelinesgoverning the use of firearms so that officerscan be confident in exercising judgment as tothe use of deadly force. Such a policy must beviewed as an administrative guide fordecision-making before the fact and as astandard for administrative judgment of thepropriety of the action taken. It is not to beconsidered a standard for external judgment(civil or criminal litigation) of the propriety ofan action taken. This is a matter of establishedlaw and also a process for courts and juriesreviewing specific facts of a given incident.

556.20 NECESSITY THAT OFFICERSBE ARMED. As long as members of thepublic are victims of violent crimes andofficers in the performance of their duties areconfronted with deadly force, it will remainnecessary for police officers to be properlyarmed for the protection of society andthemselves.

556.25 REASON FOR THE USE OFDEADLY FORCE. An officer is equippedwith a firearm to protect himself or othersagainst the immediate threat of death or seriousbodily injury or to apprehend a fleeing felonwho has committed a violent crime and whose

Volume 1 - POLICY


escape presents a substantial risk of death orserious bodily injury to others.

556.30 PROTECTION OF GENERALPUBLIC. Regardless of the nature of the crimeor the justification for firing at a suspect,officers must remember that their basicresponsibility is to protect the public. Officersshall not fire under conditions that wouldsubject bystanders or hostages to death orpossible injury, except to preserve life orprevent serious bodily injury. Firing undersuch conditions is not justified unless thefailure to do so at the time would create asubstantial immediate threat of death or seriousbodily injury.

556.35 MINIMIZING THE RISK OFDEATH. An officer does not shoot with theintent to kill; the officer shoots when it isnecessary to prevent the individual fromcompleting what he/she is attempting. In theextreme stress of a shooting situation, anofficer may not have the opportunity or abilityto direct his shot to a nonfatal area. To requirehim/her to do so, in every instance, couldincrease the risk of harm to himself/herself orothers. However, in keeping with thephilosophy that the minimum force that isnecessary should be used, officers should beaware that, even in the rare cases where the useof firearms reasonably appears necessary, therisk of death to any person should beminimized.

556.40 THE USE OF DEADLY FORCE.An officer is authorized the use of deadly forcewhen it reasonably appears necessary:

* To protect himself or others from animmediate threat of death or serious bodilyinjury, or

* To prevent a crime where the suspect'sactions place persons in jeopardy of deathor serious bodily injury, or

* To apprehend a fleeing felon for a crimeinvolving serious bodily injury or the useof deadly force where there is a substantialrisk that the person whose arrest is soughtwill cause death or serious bodily injury toothers if apprehension is delayed.

Officers shall not use deadly force to protectthemselves from assaults which are not likelyto have serious results.

Deadly force shall only be exercised when allreasonable alternatives have been exhausted orappear impracticable.

Shooting at a Moving Vehicle. Firearms shallnot be discharged at a moving vehicle unless aperson in the vehicle is immediatelythreatening the officer or another person withdeadly force by means other than the vehicle.For the purposes of this Section, the movingvehicle itself shall not presumptivelyconstitute a threat that justifies an officer’s useof deadly force. An officer threatened by anoncoming vehicle shall move out of its pathinstead of discharging a firearm at it or any ofits occupants.

Shooting from a Moving Vehicle. Firearmsshall not be discharged from a moving vehicle,except in exigent circumstances and in theimmediate defense of life.

It is understood that this police may not coverevery situation that may arise. In all situations,officers are expected to act with intelligenceand exercise sound judgement, attending to thespirit of this policy. Any deviations from theprovisions of this policy shall be examinedrigorously on a case by case basis. Theinvolved officer must be able to articulateclearly the reason for the use of deadly force.Factors that may be considered includewhether the officer’s life or the lives of otherswere in immediate peril and there was noreasonable or apparent means of escape.

The above prohibitions exist for the followingreasons:

∗ Bullets fired at moving vehicles areextremely unlikely to stop or disable themoving vehicles.

∗ Bullets fired may miss the intended target orricochet and cause injury to officers or otherinnocent persons.

∗ The vehicle my crash and cause injury toofficers or other innocent persons if thebullets disable the operator.

∗ Moving to cover, repositioning and/orwaiting for additional responding units togain and maintain a superior tacticaladvantage maximizes officer and publicsafety and minimizes the necessity for usingdeadly force.

∗ Shooting accurately from a moving vehicleis extremely difficult and therefore unlikelyto successfully stop or prevent a threat tothe officer or other innocent persons.

556.50 JUSTIFICATION LIMITED TOFACTS KNOWN TO OFFICER.Justification for the use of deadly force must belimited to what reasonably appear to be thefacts known or perceived by an officer at thetime he decides to shoot. Facts unknown to anofficer, no matter how compelling, cannot beconsidered at a later date to justify a shooting.

556.55 SUSPECTED FELONYOFFENDERS. An officer shall not fire at aperson who is called upon to halt on meresuspicion and who simply runs away to avoidarrest. Nor should an officer fire at a "fleeingfelon" if the officer has any doubt whether theperson fired at is in fact the person againstwhom the use of deadly force is permittedunder this policy.

556.60 YOUTHFUL FELONYSUSPECTS. This Department has alwaysutilized extreme caution with respect to the useof deadly force against youthful offenders.Nothing in this policy is intended to reduce thedegree of care required in such cases.

556.70 SHOOTING AT FLEEINGMISDEMEANANTS. Officers shall not usedeadly force to effect the arrest or prevent theescape of a person whose only offense is

classified solely as a misdemeanor under thePenal Code.

556.75 FIRING WARNING SHOTS.Generally, warning shots should not be fired.

556.80 DRAWING OR EXHIBITINGFIREARMS. Unnecessarily or prematurelydrawing or exhibiting a firearm limits anofficer's alternatives in controlling a situation,creates unnecessary anxiety on the part ofcitizens, and may result in an unwarranted oraccidental discharge of the firearm. Officersshall not draw or exhibit a firearm unless thecircumstances surrounding the incident createa reasonable belief that it may be necessary touse the firearm in conformance with this policyon the use of firearms.

Note: During a special meeting on September29, 1977, the Board of Police Commissionersadopted the following as a valid interpretationof this Section:

"Unnecessarily or prematurely drawing orexhibiting a firearm limits an officer'salternatives in controlling a situation,creates unnecessary anxiety on the part ofcitizens, and may result in an unwarrantedor accidental discharge of the firearm. Anofficer's decision to draw or exhibit afirearm should be based on the tacticalsituation and the officer's reasonable beliefthere is a substantial risk that the situationmay escalate to the point where deadly forcemay be justified. When an officer hasdetermined that the use of deadly force isnot necessary, the officer shall, as soon aspracticable, secure or holster the firearm."

556.90 USE OF THE URBAN POLICERIFLE AND SHOTGUN SLUGAMMUNITION. In performing its mission toprotect the people of this City, the Departmentequips officers with weapons sufficient tocontrol most field situations. In determiningthe type of weapons and ammunition routinelycarried by field officers, a careful balance mustbe achieved between our urban setting and thedegree of danger we face. For anticipatedevents which pose a higher degree of danger,special units are equipped and trained to usemore powerful weapons consistent with theanticipated threat level. However,unanticipated field situations occasionally arisewhich require immediate access to specializedweapons in order to control the situation andprotect the community as well as the officersresponding to the incident.

In recognition of this need, the Department hasauthorized the field deployment of specialweapons and ammunition. However, theseweapons and ammunition may only bedeployed by specially trained field officersincluding trained supervisors, and absent animmediate threat of death or serious bodilyinjury which precludes waiting for approval,supervisory approval is required prior to usingthese weapons and ammunition during a fieldsituation.

The Urban Police Rifle (UPR) and Shotgun

Volume 1 – POLICY


Slug Ammunition (SSA) may be used to assistofficers who respond to an unplanned andspontaneous incident involving a suspect(s)who is wearing protective body armor,believed to be armed with or who hasimmediate access to a high powered weapons,or who is believed to be armed and situated ina distant or fortified location which affords thesuspect(s) a tactically superior position. Theuse of UPRs and SSA is intended to minimizethe risk of death or serious bodily injury toofficers as well as members of the community.Generally, the UPR should not be deployedindoors because of the weapon’s penetrationcapability. Though the deployment of the UPRand SSA is usually restricted to spontaneousevents, the Chief of Police or the DepartmentCommander may authorize their deploymenton a pre-planned basis for station defense, inconjunction with a Mobile Field Force or inother extraordinary, high-risk emergencyevents. In every case, deployment of the UPRand SSA shall be in accordance with theDepartment’s Use of Force Policy including allof its reporting requirements.

560. HOSTAGES. Criminals who usehostages to effect their escape are desperateindividuals who, if allowed to escape, will posea continuing threat to their hostage and to thepublic at large. Assurance that a hostage willbe released unharmed is a meaninglesspromise. The Department does not have theability to protect the safety of a hostage who isallowed to be removed from the presence ofofficers. The safety of hostages can be bestassured by keeping them in the presence ofofficers and by preventing their removal by thesuspect. Officers should use every verbal andtactical tool at their disposal to secure thearrest of the suspect without harming thehostage. However, officers should realize thatexceptional situations could arise whereconsidered judgment might dictate allowingremoval of a hostage, such as where there isimminent and probable danger to a large groupof persons.

564. OFFICERS SURRENDERINGWEAPON. An officer or their partner may beat the mercy of an armed suspect who has theadvantage, but experience has shown that thedanger to officers is not reduced by themgiving up their weapon upon demand.Surrendering their weapon might mean givingaway their only chance for survival; therefore,an officer should use every tactical tool at hisdisposal to avoid surrendering their weapon.

568. BARRICADED SUSPECTS

568.10 TACTICAL PLAN. A barricadedsuspect poses an extreme danger not only toofficers who seek to arrest him or her, but toother persons as well. Good judgment demandsthat a tactical plan be developed rather thanimmediately rushing a barricaded suspect.

Officers should seal avenues of escape and callfor assistance. Once the suspect is isolated,time is to the benefit of the officers, and thefull resources of the Department are available

to assist officers in removing the suspect fromhis location. To minimize the possibility ofinjury to officers and others, appropriatespecial equipment and trained personnel shouldbe requested as needed. If possible, an effortshould be made to contact the suspect in anattempt to persuade him or her to voluntarilysurrender before force is used.

568.20 SUPERVISION AT SCENE OFBARRICADED SUSPECT. When a suspectis located as the result of a follow-upinvestigation, the senior investigative officer atthe scene is in command. In situations whichdevelop from radio calls or spontaneousactivities, the senior uniformed officer presentis in command.

571. USE OF DEPARTMENT POLICEDOGS. Police dogs are a multi-functionalasset of the Los Angeles Police Department.Police dogs may be used in appropriatecircumstances to assist officers in the searchfor criminal suspects; the detection andlocation of narcotics and/or explosives; and thelocation of missing adults or juveniles.

Supervisors or officers at the scene of a policeincident may request the assistance of a policedog and shall be responsible for determining ifthe dog is to be used. When a police dog isdeployed, the dog handler shall be solelyresponsible for the control and direction of thedog.

Police dogs may be used:

* In the detection, control, andapprehension of a suspect when there is areasonable suspicion of the suspect'sinvolvement in criminal activity;

* In the search of buildings and large areasfor suspects;

* In the investigation of a crime or possiblecrime;

* In searches for narcotics and/or narcoticparaphernalia;

* In searches for explosives and/orexplosive devices; or,

* In criminal and non-criminal incidents toassist in the search for missing juvenilesor adults.

Police dogs are employed to assist officers inthe performance of their duties. In appropriatecircumstances, police dogs may be used todefend peace officers and others fromimminent danger at the hands of an assailant,and may defend themselves from annoying,harassing, or provoking acts.

572. USE OF CHEMICAL AGENTS.To minimize injury to suspects, officers, andothers or to avoid property damage, the use ofa chemical agent, such as tear gas, may benecessary in circumstances where a seriousdanger to life and property exists and othermethods of control or apprehension would beineffective or more dangerous.

The field commander at a police situation has

the responsibility for determining the need forthe use of a chemical agent and the authority todirect its deployment. In no event, however,can authorization for the use of a chemicalagent be given by an officer below the rank ofSergeant or Detective. The use of a chemicalagent for crowd or riot control must beauthorized by an officer of the rank ofCommander or higher.

573. USE OF NON-LETHALCONTROL DEVICES. To reduce the numberof altercation-related injuries to officers andsuspects, the Department authorizes the use ofselected non-lethal control devices.

Approved non-lethal control devices may beused to control a violent or potentially violentsuspect when lethal force does not appear to bejustifiable and/or necessary; and attempts tosubdue the suspect by other conventionaltactics have been or will likely be ineffective inthe situation at hand; or there is a reasonableexpectation that it will be unsafe for officers toapproach to within contact range of thesuspect.

Chemical irritant spray shall be possessed andmaintained by all uniformed field personnelwho have completed designated training in itsuse. Non-uniformed personnel may possesschemical irritant spray subject to the sametraining requirements.

The TASER shall be used only by personnelwho have completed the Department's TASERtraining program.

Officers who use non-lethal control devicesshall ensure that medical treatment is obtained,if needed, for the person(s) upon whom thenon-lethal control device is used. TASERcassette darts which penetrate the skin shall beremoved by trained medical personnel only.

574. HIGH-RISK PRONE SEARCH.The Department has authorized the use of thehigh-risk prone search to ensure the safety ofboth officers and suspects. The high-risk pronesearch shall only be used when the officerhas a reasonable suspicion of a risk forserious injury to the officer and/or thepublic.

Note: A "reasonable suspicion" can include anofficer's observations of the suspect's activity,the suspect's demeanor during the stop or anyother factor that clearly indicates the risk forserious injury. Any or all of these could givean officer a reasonable suspicion that a suspectmight be armed. The justification for an extentof the search shall be based on current lawapplicable to searches.

The goal of any tactic, including searchtechniques, is to maintain control of the suspectwhile reducing the potential for violence. Theuse of the high-risk prone search tactic must bebased on the totality of the circumstances thatreasonably pose a threat to officers orbystanders. The high-risk prone search tacticshall not be used routinely or as an instrumentof intimidation. Officers will be held

Volume 1 - POLICY


accountable for the judicious use of discretionin the application of this tactic. Additionally,officers shall be held responsible for explainingto involved parties why this tactic was used.

576. DEPLOYMENT IN ANTICIPATIONOF THE COMMISSION OF A CRIME.The purpose of deploying officers at the sceneof an anticipated crime is to arrest theperpetrator of the attempted or consummatedcrime; however, since that objective issubordinate to the protection of life, officersshould not subject themselves or other innocentpersons to unreasonable risks.

578. UNIFORMED PERSONNEL ATPLANNED ARREST AND SEARCHWARRANT SERVICE OPERATIONS.During the planning stage for the service of asearch warrant (4/742) or an arrest operationwhich primarily involves plainclothespersonnel, consideration should be given to thedeployment of at least one uniformed officer,whenever tactically feasible, in a highly visibleposition to reduce the possibility or claim ofmistaken identity.

580. TRAFFIC ENFORCEMENT

580.10 TRAFFIC ENFORCEMENTOBJECTIVE. The traffic enforcementobjective of the Department is to reduce trafficcollisions and injuries and to facilitate the safeand expeditious flow of vehicular andpedestrian traffic through the public's voluntarycompliance with traffic regulations. TheDepartment seeks to achieve this objectivethrough a combination of education andenforcement.

The Department seeks to educate the publicregarding traffic regulations through programsaimed at exposing specific problems, bypublishing traffic collision and injury statistics,and by giving notice and warnings of changesin regulations prior to taking enforcementaction.

The Department will take enforcement actionupon the detection of an illegal and potentiallyhazardous act without regard for such factorsas attitude, intent, or frivolous excuse.Enforcement action may consist of a warning,citation, application for complaint, or physicalarrest.

580.20 VIOLATOR CONTACT. Trafficviolation enforcement is one of the manyroutine tasks performed by officers, but forviolators it frequently is an emotionallytraumatic experience. In many cases this is theonly contact that a person has with ourDepartment. Officers should be aware of theseconditions and should strive to make eachcontact educational and to leave the violatorwith the impression that the officer hasperformed a necessary task in a professionaland friendly manner.

580.30 NON-RESIDENT VIOLATORS.The Uniform Vehicle Code has been adoptedby a majority of the states, includingCalifornia. Non-residents are, therefore, rarely

subjected to unfamiliar traffic signs orinconsistent regulations. Unless the trafficregulation violated is one unique to the LosAngeles area, no immunity should be grantedbecause a person is a non-resident.

580.40 ENFORCEMENT OF PARKINGREGULATIONS. Street parking is restrictedin various areas of the City to ensure fairaccess to parking and to expedite the flow ofvehicular traffic. All existing parkingregulations will be enforced withreasonableness and impartiality in all areas ofthe City.

580.50 DEPLOYMENT FOR TRAFFICENFORCEMENT

580.51 SELECTIVE ENFORCEMENT.The Department conducts statistical and visualsurveys to determine by location, time, and dayof week which violations are causingaccidents. Based upon the information thusobtained, the Department deploys its personnelto those specific areas to observe violationsand to take enforcement action. In addition,when the Department receives complaints of aspecific traffic problem in a particular area, itspecifically assigns personnel to investigateand take necessary enforcement action.

580.52 VISIBLE PATROL. Any tendencyof motorists knowingly to violate traffic lawsis deterred by open and visible patrol, and thenumber of traffic collisions is correspondinglyreduced. However, when there is an unusual orcontinuing enforcement problem at a particularlocation, officers may park in a conspicuouslocation and observe traffic.

580.60 COLLISION INVESTIGATION.The investigation of traffic collisions isnecessary, not only to determine traffic lawviolations, but also to obtain engineering data,to protect the rights of the individuals involved,and to assist in traffic education.

584. VICE ENFORCEMENT. Thepeople through their elected representativeshave decided that criminal sanctions should beimposed against certain behavior which hasbeen traditionally labeled as "vice." TheDepartment is charged with the enforcement ofall criminal statutes including those definingvice offenses. Where vice conditions areallowed to continue, they are soon exploited byorganized crime and the money thus obtainedis often used to finance other criminal venturesor attempts to corrupt public officials. Toprevent the spread of vice conditions, theDepartment will take aggressive enforcementaction against all commercialized viceactivities, against those vice activities whichhave been complained of, and againstconspicuous vice conditions which appear onthe streets and in the public places of the City.

588. NARCOTIC ENFORCEMENT. Itis the objective of the Department to enforceall local, State, and federal statutes whichprohibit the possession, use, or traffic innarcotics, non-prescription dangerous drugs,

and other restricted or prohibited substances.Through a combination of aggressiveenforcement and public education, theDepartment seeks to prevent and deter the useand possession of, and traffic in all suchsubstances within the City. In so doing, theDepartment may also conduct investigationsoutside the City in cooperation withappropriate law enforcement agencies toprevent the flow of such illegal substances intothe City.

To prevent the spreading use of narcotics andother dangerous substances, the Departmentengages in public education programs toinform people about the effects and hazards ofdrug abuse. Additionally, the Departmentprovides the public with factual informationwith which to make decisions regarding the useof drugs and to assist members of the public inrecognizing symptoms and indications of druguse in others. An understanding andappreciation of the full effect and extent ofdrug abuse is essential for success inovercoming its threat. By working with andthrough the community, the Department seeksto engage the people in a cooperative attack onthis critical problem.

ADMINISTRATION

605. GENERAL PROVISIONS. Departmentadministration involves the efficient andeconomic management of a large complexorganization which performs its functionsthrough the acts of its employees. Departmentfunctions involve the interaction of people, notonly within its ranks, but in all personalcontacts between its employees and membersof the public. Department administration is,therefore, occupied to a large extent withimproving the ability of its employees toproperly perform the police task and withstrengthening the relationship which existsbetween all employees and the public theyserve. Thus, recognition of the human factor isan administrative challenge in the Department'seffort to provide a consistent and professionalpolice response to the community's lawenforcement needs.

Department personnel are required to makedecisions involving the public and otheremployees in response to both administrativeand operational problems. The decision processinvolves more than loyalty; it requires aninsight into the objectives and purposes of theDepartment, its duty under the law and to thepeople, and the manner and means by whichthe task is to be performed and the objectivesachieved. The decision must be a balance ofinvolved interests, considering what is best forthe public, the Department, and any individualinvolved. That decision must then result ineffective action directed toward theaccomplishment of the Department'sobjectives. The requirement that such insightbe exercised is implicit in all decision making,and it is the thread which binds the complexand difficult law enforcement task into a

Volume 1 – POLICY


coordinated and effective force.

610. COMMAND RESPONSIBILITY.Commanding officers have responsibility andaccountability for every aspect of theircommand. Commensurately, within policyguidelines and legal constraints they have theauthority to coordinate and direct assignedpersonnel and other allocated resources inachieving their organizational objectives. In sodoing, they must perform the full range ofadministrative functions, relying upon policy,direction, training, and personal initiative toguide them and their command in achievingthe highest level of performance possible.

610.10 TRANSFER OF COMMAND.Upon assuming a new assignment andcontinually thereafter, a commanding officershould critically evaluate all aspects of his orher command. The commanding officer shouldreview existing policies, procedures andprograms to determine if the need for whichthey were enacted remains unchanged. Existingbudget requests should be reviewed to ensurethat any changes made or contemplated havenot rendered the requests obsolete.

Upon a change of command, the commandingofficer being replaced has a duty to lend his orher full assistance in making the commandtransition as smoothly and orderly as possible.Orientation of a new commanding officershould include information concerning uniqueproblems of the command and assistance incontinuing community and professionalcontacts relative to the command.

610.20 COMMAND CONCERN FOREMPLOYEE WELFARE. The nature ofcommand is such that there must be acoexisting loyalty to the management of theDepartment and to subordinates. The resolutionof those loyalties, in a manner which benefitsboth the Department and the individual, andwhich avoids conflicts between the twointerests requires the exercise of leadership. Aninterest in employees and their welfare is aresponsibility of command, which may extendbeyond morale problems and their effect uponan individual's performance. It includes aconcern for the personal problems, desires, andinterests of employees and positive assistancein resolving those problems or in achievingtheir goals. However, commanding officersshould be cautious to avoid interfering whereassistance is not required or desired.

610.30 COMMUNITY LIAISON BYCOMMANDING OFFICERS. Commandingofficers have a responsibility to maintainprofessional and community contacts as theyrelate to their command. As a representative ofthe Department, commanding officers musttake an active role in the community of theircommand, and participate in identifying, andproviding for its law enforcement needs.

615. PLANNING RESPONSIBILITY.It is essential that there be planning in thepolice service. From the Chief of Police, whomust devise long-range plans involving the

entire resources of the Department, to the radiocar officer, who must discuss an operationalplan with his or her partner while enroute to acall, there exists an imperative for planningwhich is so great that it merges with the actionitself. The requirement that an employee planhis or her action is commensurate with thedegree of the officer's responsibility andaccountability for the results of the action.

In the performance of their duties, officers areconfronted with an infinite variety ofcircumstances which require police action. Inan attempt to utilize collective experience andresearch in assisting officers to deal with suchdiverse situations, the Department formulatesprocedures to direct action in certaingeneralized situations. As officers are routinelyconfronted with the unusual, it is impossible toprovide standing procedures for officers tofollow in each individual situation; therefore,officers must additionally be provided withpolicy guidelines to assist them in thenecessary exercise of discretion. Thecombination of policy and procedures,reinforced by training, acts to provide officerswith a structurally sound framework withinwhich to function.

In addition to developing standing procedures,the Department must regularly devisesingle-use plans to accommodate specificneeds. These plans may involve aDepartmentwide response to a major unusualoccurrence or a tactical answer to an isolatedpolice incident. Once initiated, such plansshould be evaluated for the development ofstanding procedures or for future reference inanalogous situations.

620. SCOPE OF PLANNING. Whileeach plan differs according to the need forwhich it is developed, each plan should defineits need, objective, scope and purpose, themethod for its implementation, and a means ofevaluating its effectiveness.

625. USE OF TASK FORCE FORPLANNING. When a need develops for asingle-use plan affecting more than a singlebureau or when it is necessary to develop amajor project within a limited time, it may beappropriate to assemble a task force whosestaff is provided on loan from various divisionsor bureaus. When a task force is assembled, itmust be structured with clearly definedobjectives, organization, responsibility, andauthority. It should be placed under the controlof an existing organizational unit, whosecommanding officer has responsibility andaccountability for its performance.

630. COMPLETED STAFF WORK.The result of an effort to research a problemand develop a solution, leaving nothing for thefinal authority to do except approve ordisapprove, is traditionally known ascompleted staff work. In such projects, it isessential that original instructions includeidentification of the problem, direction, thedesired scope of endeavor, and the time limitfor completion. Direction should clearly

indicate what is desired by way of the project.The project should include adequate researchto accurately define the problem and toexamine all reasonable solutions. The assignedemployee should include in his or her report arecommendation and a summary of thefindings supporting their conclusion. Incompleted staff work, a final step, prior toobtaining concurrences, is to notify involvedorganizational components of the findings andrecommendations of the project.

635. DEPARTMENT DIRECTIVES. Ina large and complex organization such as theDepartment, it is essential that directivescommunicate desired information to concernedemployees as accurately as possible. Directivesshould be well researched, properly drafted,and subjected to staff review for concurrence.A commanding officer or director may issue adirective as long as it affects his or hercommand only and does not conflict withDepartment directives. Ordinarily, where thereis more than one bureau affected, directivesshould be issued by the Chief of Police.

640. ADMINISTRATION OFDISCIPLINE. One of the primary tasks of acommanding officer is the administration ofdiscipline. Discipline can be positive ornegative; it may involve encouragement,inspiration, training or imposition of negativesanctions. It has as its immediate purpose thechanneling of individual effort into effectiveand productive action.

The exercise of positive discipline requiresforesight and planning rather than merelyreaction. It involves an evaluation of thehuman factor which, when combined withproper training, motivation and recognition ofindividual and group effort, results inself-discipline.

Disciplinary means may range from a warning,where the immediate effect is on theindividual, to termination, where the positiveresult derived is in the reassurance of otheremployees as to unacceptable limits ofmisconduct. In each case care must beexercised to make the proper choice inobtaining a desired and just result.

In the administration of discipline, acommanding officer must consider the totalityof the circumstances surrounding the allegationof misconduct in making a determinationwhether the original action or conduct whichprompted the complaint was not only legal butwhether, under the circumstances, it wasnecessary and proper as well. The commandingofficer's decision must resolve those factorswith the individual's interest and the probableeffect of the disciplinary action upon theattainment of Department objectives.

To be effective, discipline must not only be fairin its application, it must also follow within areasonable time the act which it is intended tocorrect. Therefore, there must be a promptresolution of disciplinary cases.

650. CHAIN OF COMMAND. The

Volume 1 - POLICY


Chief of Police must necessarily limit thenumber of persons who report to him/her.Therefore, to ensure unity of command, clearlydefined lines of authority must be drawn sothat there exists a structural relationshipbetween each employee and the Chief ofPolice. Employees must be aware of theirrelative position in the organization, to whomthey are immediately responsible, and thosepersons who are accountable to them.Employees should strive at all times to operatewithin the chain of command and to keep theirsupervisors informed as to their activities. TheChief of Police is available by appointment toany member of the Department.

655. FLEXIBILITY OFORGANIZATION. The ability of theDepartment to make organizationaladjustments to meet changing needs is essentialin obtaining the maximum benefit from theexpenditure of assigned resources. However, toensure stability, the basic Department structureshould not be changed in the absence of ademonstrated need or to satisfy temporaryrequirements. There must be continuing staffinspections to ensure that Departmentorganizational needs are being met. In addition,each commanding officer has the responsibilityto maintain the organizational viability ofhis/her command through constant evaluation.

660. INSPECTION AND CONTROL.Management inspection and control isnecessary to ascertain if command policies,procedures, and rules are adequate and arebeing adhered to, whether Departmentresources are adequate and are being properlyutilized, and to evaluate the overallperformance and attitude of the Department.The Department has a formal staff inspectionand control system which reports to the Officeof the Chief of Police. Additionally, it is theresponsibility of each commanding officer tocontinually conduct inspections within his/hercommand to ensure the proper performance ofassigned personnel and the most efficient useof assigned equipment, material, and facilities.Merely finding fault is not inspecting.Therefore, a commanding officer'sresponsibility does not end with discovering adeficiency or inadequacy; it includes takingpositive measures to correct the problem.

665. PERSONNEL

665.03 HUMAN RESOURCESDEVELOPMENT. Human resourcesdevelopment is essential in achieving the goalsand objectives of the Department. To this end,the Department maintains human resourcesdevelopment programs to develop and maintaina sense of personal responsibility for theeffectiveness and reputation of the Departmentand its employees. It is the Department's policythat all employees:

* Demonstrate and communicate truealignment on the purpose of theDepartment, which is to protect and toserve the public in a manner which

respects the human dignity of each personin the community and each employee ofthe Department;

* Continually expand personalresponsibility for the well-being of everyemployee and every member of thecommunity;

* Continually expand participation inDepartment management, with particularemphasis on open communication, trustand full self-expression to establish anenvironment that allows talent tocontinually develop; and,

* Contribute to a people-oriented managerialenvironment where the ultimate purpose isto produce results through the fulldevelopment of human resources andimprovement in the quality of life for allemployees.

665.10 RECRUITMENT. To obtain thehighest caliber of candidates possible, it isessential that the Department participate in therecruitment process. To this end theDepartment maintains an active formalrecruitment program; however, officers in theirdaily contact with the public are theDepartment's best recruiter. By their demeanorand enthusiasm, they favorably impress andattract the type of individual which the policeservice needs. Because of their experience andknowledge, they are able to counsel personswho show an interest in law enforcementcareers and to encourage applications by thosewho appear qualified.

665.20 DUTY ASSIGNMENTS. Allocationof personnel to specific assignments is madewith the aim of establishing optimumeffectiveness within the Department whilerecognizing the needs, abilities, andpreferences of individual employees.

665.30 ADVANCEMENT. The vitality ofthe Department is maintained through theselection and promotion of the most qualifiedpersonnel to positions of increasedresponsibility. The Department must help inthe selection process by accurately rating andevaluating employees and candidates forpromotion and by advancing the mostqualified.

665.40 LEAVES OF ABSENCE. With theexception of those leaves of absence which theDepartment is obligated by City regulations toapprove, it is the policy of the Department thatleaves of absence may be granted forcompelling personal reasons. The review andfinal decision concerning each request forleave of absence will be based on the merit ofthe individual request, the effect of theemployee's absence on the Department'soperation, the availability of replacementpersonnel who can perform the required dutiesin a satisfactory manner, the need for retrainingthe employee upon return, and the employee'scompelling personal reasons.

Requests regarding leaves of absence for

educational purposes shall be considered whenfull-time enrollment as a student increases theemployee's value to the Department, increasesthe proficiency of duty performance, orenhances the employee's promotionalopportunities.

Leaves for personal reasons may be approvedwhen they will not substantially interfere withthe concerned command's efficiency norachievement of the Department goals.

668. TRAINING EVALUATION ANDMANAGEMENT SYSTEM(TEAMS)/PERSONNEL HISTORYMANAGEMENT.

668.02 USE OF TEAMS. The TrainingEvaluation and Management System (TEAMS)is a “pointer” system used predominantly togenerate a complete or modified personnelsummary report. The information contained inTEAMS shall be regarded as confidential(Manual Section 3/405). In addition, theinformation in TEAMS shall be used incompliance with all applicable laws such asSection 832.5 of the California Penal Codewhich precludes using a complaint, or anyportion of a complaint, that has beendetermined to be frivolous, unfounded, orexonerated, when considering promotion,transfer, or disciplinary action.

It is the responsibility of managers andsupervisors to review an employee’s personnelfile and other document(s) which are the basisfor a TEAMS entry. It is only from actualreview of such documents that a conclusionmay be made as to whether or not a problemexists and what, if anything, should be done. Inno case shall a TEAMS report be used as asubstitute for an employee’s personnel file orany other document(s) which is the basis for aTEAMS entry.

If an employee appears to be generating anunusual number of entries in a particularcategory, a supervisor should be prompted bythis information to investigate as to whether apattern actually exists and what, if anything,should be done. Such patterns may lead tocounseling or training, both of which are non-punitive. In no case shall a TEAMS report beused to conclude from its raw numbers that anemployee is currently or has been a “problem”employee, or is guilty of misconduct.

668.04 TYPES OF TEAMS REPORTS.The TEAMS report provides Departmentemployees with various degrees of personnelinformation, which is presented in differentreport formats. In other words, each reportformat includes a different combination ofpersonnel summary information appropriate forits specific use. The following is a list ofavailable reports:

∗ Monitoring Purposes -Supervisory/Management Review. Thiscontains all occurrences in each of thepersonnel summary information categoriesand is used by a supervisor or manager who

Volume 1 – POLICY


is reviewing the activities of an assignedsubordinate.

∗ Performance Review - Reference forPerformance Evaluation. This is used as areference when completing an employee’sperformance evaluation. The system willprompt for the range of dates (onlycontaining information for the period that isbeing evaluated, up to a 15-month history)to be reflected in the performanceevaluation.

∗ Employee Request - Request ofEmployee’s Own TEAMS Report. This isused when an employee wishes to reviewhis/her own TEAMS report and contains alloccurrences in each of the personnelsummary information categories.

∗ Promotion/Paygrade Advancement -Used by Interview Panel. This is used bya panel during the interview portion of thecivil service or advanced paygrade selectionprocess. This report is filtered to displayonly sustained and guilty complaints.Additionally, the report does not displaysick or Injured on Duty (IOD) time.

∗ Final Selection Process/Transfer - ForCommanding Officer’s Use. This is usedby the commanding officer as a part of thefinal selection process for job opportunitiesand promotions once a candidate is placedin a selection pool. It is also used by acommanding officer when considering thetransfer of an employee. The report isfiltered to eliminate certain information asrequired by law.

∗ Disciplinary Review - Used for ComplaintInvestigations. This is used as a part of thecomplaint investigation process, and may beused during both the investigation andadjudication of a complaint. The report isfiltered to display only the dispositions ofcomplaints as allowed by law.

∗ Customized TEAMS Report.Occasionally, a customized TEAMS reportmay be required. Such requests may bemade only by a Department employee at therank of captain or above by contacting theCommanding Officer, Risk ManagementGroup (RMG).

668.06 AUTHORIZED ACCESS TOTEAMS REPORT. Each employee has accessto his/her own TEAMS information. With thatexception, only managers, supervisors, theBoard of Police Commissioners, and theInspector General, or their approved designees,shall have access to other employee’s TEAMSinformation. Their levels of access will varybased on the criteria and procedure establishedby the Department and mandated by State law.Managers and supervisors are automaticallygranted access to TEAMS information foremployees below their rank/class and paygradewithin their Area, division or bureau ofcommand.

In some cases it may be necessary for acommanding officer to delegate TEAMSinformation access to a Department employeeof a lower rank/class and paygrade, e.g., anadjutant or complaint sergeant. When a

commanding officer has determined that analternate authorized user is necessary, he/sheshall complete a TEAMS Authorization Form,Form 1.43, and forward it to the CommandingOfficer, Risk Management Group (RMG), forapproval.

A commanding officer may requestDepartmentwide access for an employee bycompleting a TEAMS Authorization Form andsubmitting it to the Commanding Officer,RMG, with an IntradepartmentalCorrespondence, Form 15.2. The Form 15.2shall include justification for the request, thename of a contact person, and a telephonenumber.

When an employee is granted a higher orbroader level of access, his/her access isreverted to its original status when one of thefollowing occurs:

∗ The status of the employee changes (e.g.,transfer, change in rank, or resignation);

∗ The status of his/her commanding officerchanges (e.g., transfer, change in rank, orresignation); or,

∗ The authorized access expires one year afterapproval by RMG or sooner if a shorterexpiration date is indicated on the TEAMSAuthorization Form.

670. TRAINING. The Department has anobligation to provide a professional standard oflaw enforcement service to the community. Infulfilling that responsibility, it is essential thatDepartment personnel be properly trained. Thisis true not only at the entrance level whereofficers must receive basic training prior totheir assumption of police responsibilities, butit is a continuous process throughout theircareers. Training is provided to accommodateDepartment needs and to actualize the interestand concern which the Department has for theself-improvement and personal development ofits employees.

670.10 RECRUIT TRAINING. Thetraining provided to recruit officers is acontinuation of the selection process wherebyefforts are made to screen out those who arelacking in police aptitude. In all recruittraining, emphasis is placed on developing thereasoning ability and judgment of each officer.

670.20 ON-THE-JOB TRAINING. Anofficer's training continues after graduationthrough his assignment with training officers,roll call training, and supervision. It is theresponsibility of all officers to teach those withwhom they work the skills and knowledgenecessary to perform the job at hand.Supervisory and commanding officers of allranks have the responsibility not only to trainsubordinates to perform assigned tasks, butalso to familiarize all subordinates with theirsupervisor's job as well, so that employees areprepared to assume additional responsibilitiesshould the need arise.

670.30 IN-SERVICE TRAINING.Refresher training is periodically provided toexperienced officers to update their training

and to evaluate the effectiveness of their priorrecruit and in-service training.

670.40 PROMOTIONAL TRAINING.Once the selection process has resulted inpromotion, the Department provides training toprepare newly appointed supervisors andcommanding officers for their addedresponsibilities. Dependent upon the level ofsupervision or management involved, anattempt is made to familiarize individuals withproblems which they may face and to assistthem in developing suitable responses to thoseproblems.

670.50 SPECIALIZED TRAINING. Toprepare employees for new assignments, theDepartment provides specialized training inthose areas where a need has developed. Suchschools have as their goal the development ofspecialized skills and knowledge within theframework of a police generalist.

670.60 SUPERVISORS AS TEACHERS.The ongoing training of working employees isthe responsibility of their supervisors.Supervisors are expected to be familiar withthe mechanics of the learning process and toroutinely apply them in their supervisory tasks.

670.70 PARTICIPATION OFCOMMAND AND STAFF OFFICERS INFORMAL TRAINING. To assure that policyis disseminated as accurately as possible and toallow the Department and its employees tobenefit from the experience, knowledge, andattitudes of commanding and staff officers ona policy-making level, it is desirable that suchofficers participate in the formal trainingprocess to the greatest extent possible.

670.80 DETACHED DUTY FORADVANCED EDUCATION ORTRAINING. The Department engages inprograms whereby selected officers are grantedleave with full salary to participate in advancededucation or training programs. The selectionprocess for such courses is designed to choosethe most qualified while, at the same time,assuring that the Department receives the valueof the individuals' acquired knowledge byselecting from among the most qualified, thoseofficers whose careers have sufficient length oftime remaining to benefit the Department.

670.90 ENCOURAGEMENT TOFURTHER EDUCATION. In fulfilling itscommitment to provide professional policeservice, the Department encourages allemployees to further their education to thehighest level possible. Therefore, consistentwith its basic responsibilities, the Departmentcooperates with employees in arranging dutyschedules and assignments to facilitate andencourage such individual effort.

672. PARTICIPATION INDEPARTMENT-AFFILIATEDORGANIZATIONS. Employees areencouraged to participate in the management ofDepartment-affiliated service organizations. Bycontributing their time to such activities,employees not only achieve personal

Volume 1 - POLICY


development and growth, but enhance theirvalue to the Department and make a vitalcontribution toward harmoniousemployee-management relations.

675. CIVILIAN EMPLOYEES. Lawenforcement professionalism is enhanced whenofficers perform only those tasks where thereis an identified need for police knowledge andskills. To this end, the Department employscivilians in those positions where there is nosuch demonstrated need. In addition toreleasing officers for more traditional tasks, theuse of civilians makes it possible to hireemployees for their specialized skills, thusresulting in greater efficiency.

680. BUDGETING. The budgetaryprocess is required by the City Charter and isan essential planning tool which enables theDepartment to organize its financial resourcesin an objective-directed effort to derive themaximum return for the tax dollars expended.

The Department Budget represents anevaluation of relative needs within theDepartment based upon quantitative andqualitative data. It involves a decisionregarding objective priorities withconsideration given to the volume and type ofwork required and the costs involved.

Budgeting is a continuous process which is theresponsibility of each commanding officer. Itinvolves the identification of objectives and thedetermination of organizational needs basedupon a reasonable evaluation of futurerequirements.

Commanding officers communicate theirorganizational needs by means of budgetrequests. Such requests should be limited tothose items which are necessary to continue thepresent standard of service, materially improvethe standard of service, or reduce the cost ofservice. It is the responsibility of commandingofficers to weigh their needs carefully and topresent budget estimates which incorporatereasonable and economically sound requests. Ifan item is requested on the basis that it willimprove the standard of service, thejustification should show conclusively that thisobjective will be reached and that the cost ofthe item will be returned in some concretemanner, such as the rendering of decidedlysuperior service to the public or by an actualsaving of money over a period of time.

SUPPORT SERVICES

710. COMMUNICATIONS

710.10 TELEPHONECOMMUNICATIONS WITH THEPUBLIC. The telephone is the primary methodby which the services of the Department arerequested. All incoming telephone calls mustbe answered as promptly as possible todetermine if a need for police service existsand, if so, to provide the required service.

710.20 TELEPHONE COURTESY. Inanswering telephone calls, employees shouldcourteously greet the caller, identify their unitsand themselves, and ask to be of assistance.Employees should make every reasonableattempt to either supply requested informationand assistance or to promptly refer the party tothe proper Department unit or other public orprivate agency for assistance.

710.30 INTRA-DEPARTMENTCOMMUNICATIONS. The Departmentmaintains and constantly strives to improve itsintra-Department communications network toprovide for rapid and efficient police responseand to facilitate management control. AllDepartment communications including radio,telephone, teletype, e-mail, facsimile and mailare reserved for official business and are not tobe used for personal purposes.

720. RECORDS. Records are maintainedby the Department in compliance with statutes,as a public service, as an investigative andadministrative aid, and to provide statisticaldata. Department records are confidential;however, criminal records and arrestinformation will be released, upon approval, tothose persons who qualify as peace officersunder the Penal Code or to other publicagencies. In addition, the Department willprovide, for a fee, crime and traffic reports andtraffic photographs to crime victims, parties toaccidents and other sufficiently interestedparties. Except for approved governmentagencies, the Department will not releasecriminal and arrest information from its files toprospective employers.

730. ARRESTEES. The Departmentmaintains custody of arrestees following theirarrest until they are arraigned, transferred tothe custody of the Sheriff or other lawenforcement agency, or released from custodyon fixed bail, their own recognizance, orwithout being charged. Except in unusualcircumstances, the Department does notmaintain custody of arraigned arrestees.Arrestees will be treated with as much dignityas possible and with a minimum ofembarrassment. They will be kept in clean,sanitary, and habitable quarters and providedwith nourishing and palatable meals.

It is the intent of the Department to minimizethe time which an arrestee spends in thecustody of the Department. Arrestees aretransferred to the custody of the Sheriff at theearliest opportunity, investigations arecompleted as rapidly as possible, and eligiblemisdemeanor arrestees are released upon theirown recognizance or on fixed bail as quicklyas practicable.

740. PROPERTY. The Department willsafeguard and properly dispose of all propertywhich comes into its custody. The Departmentstrives to maintain property in the samecondition as received and to preserve theevidentiary integrity of property which hasbeen received for possible court presentation.Unless property is contraband or must be

presented into court, every reasonable effortwill be made to ensure its return to its rightfulowner. Property which cannot be returned to itsowner will be disposed of by public auction or,in the case of contraband not retained forDepartment use, be destroyed.

750. TRANSPORTATION. In the highlymobile environment in which the Departmentoperates, vehicular transportation is essential,and, because of its extensive use, it is anexpensive item in the Department budget. Theessential function of the transportation systemis to provide the proper type of vehicle at thetime and place there is a need for it and toprovide the vehicle at the minimum possiblecost. The Department depends upon a study ofrequirements and a comprehensive testingprogram to determine specifications for thetype of vehicle needed for each function withinthe Department. Thereafter, through a processof inspection, maintenance, and repair, vehiclesare kept in such condition as to be capable ofsafe performance and operation, consistentwith their assigned use. Additionally, as lawenforcement situations frequently andunexpectedly arise, even basic transportationunits must be capable of performance greaterthan that required for transportation alone.While a vehicle is in the possession of theDepartment, its most efficient and effective useis achieved by a system of rotation, assignmentand sale.

750.10 FLEET SAFETY. Not only becausethey are engaged in traffic enforcement, butbecause they are the most visiblerepresentatives of local government,Department employees have a duty to operateDepartment vehicles in a legal, safe, andcourteous manner. This responsibility isespecially great in view of the tacticalsituations and traffic conditions in whichDepartment vehicles are operated. Vehiclesafety involves the establishment of standards,vehicle testing and selection, regularinspections, preventive maintenance, anddefensive driving. Defensive driving is amatter of personal practice which involvesproper motivation and the development of apositive mental attitude toward driving. TheDepartment reinforces safe driving habitsthrough roll call training, defensive-driving anddriver-training courses, supervision, anddiscipline.

AFFIRMATIVE ACTION

805. AFFIRMATIVE ACTIONPOLICY. As a department of the City of LosAngeles, the Los Angeles Police Departmentconducts its affirmative action efforts inaccordance with the City's Directives and CityCouncil resolutions. As a participant in theFederal Crime Control Program, theDepartment observes the civil rightscompliance provisions of the Crime ControlAct of 1976.

It is the Department's policy and practice that

Volume 1 – POLICY


all efforts to achieve the goals of theDepartment's Affirmative Action Plan shall beconsistent with the merit principle, thatprinciple which states that recruitment,selection, assignment, evaluation, training,compensation, promotion, discipline, dischargeand other personnel actions will be based onuniformly applied criteria of relative fitness toperform duties of the position sought or held.

It is also the Department's policy and practicethat all reasonable positive efforts will be madeto achieve a work force which, at all levels,reflects parity with the sex/ethnic makeup ofthe City's civilian labor force. Efforts toachieve these goals include conductingoutreach recruitment for entry level hiring,civil service promotion, and paygradeadvancement.

Affirmative action objectives should beconsidered whenever a supervisor, staff, orcommand officer is involved in any phase ofthe promotional or advancement selectionprocess and two or more candidates for aposition are equally qualified. Furthermore,affirmative action goal attainment should beconsidered when selecting employees forpositions which provide training or workexperience which will enhance the employee'spromotional or advancement opportunities.

The Board of Police Commissioners and theChief of Police expect and support vigorousefforts by all Department employees incontinuing and improving the affirmativeaction efforts described in the Department'sAffirmative Action Plan.

Volume 1 - POLICY


volume 1 - assets.lapdonline.orgassets.lapdonline.org/assets/pdf/volume1.pdfvolume 1 – policy 2005...

Documents