Dealing with a ROAD Officer

Has your agency ever actually fired a confirmed employee for overall failure to do the job?


An officer I know is a real nice guy. He is motivated, extremely friendly, a veteran, honest; he never has a bad word to say about anyone. I would be happy to have him as a brother-in-law, but....over the years the officer engaged in a series of "brain farts" ranging from false arrest, vehicle accident, discharge of firearm, and on and on. He was receptive to counseling but it didn't help. His respected sergeant did excellent documentation and recommended termination. It hit a stone wall. I inherited the officer and again submitted well-documented additional cases and recommendation for termination--and again, wham, the stone wall. Both the other sergeant and I are now retired and playing golf or traveling, but the employee is still there. Imagine the liability!

Another officer narrowly avoided termination on what might be considered an on-duty criminal matter. Being reassigned to patrol, his response was to do nothing. This guy came as close to nothing as you can get. The employee's "ROAD" sergeant, another real nice guy, did nothing. Then I inherited him. The officer was deficient in every area. Tickets: zero. Officer initiated activity: zero. DUI arrests on the graveyard shift in one year: zero. On our department you didn't have to look for drunk drivers-- if you stayed in one place for a few minutes, one would run into you. Time spent on reports: doubled that of some of his peers. So, again I take him to task and again, you guessed it--the wall. That officer is also still drawing a paycheck.

So fellow supervisors, I really want to know if this is standard practice, or did I work for the Twilight Zone Police Department? Perhaps I can put together your e-mails for a future article. Do supervisors do their job and deal with slugs? Do you get backing? What do the ROAD employees' peers think? Officers (any sworn cops), sound off too, let me know. I might suggest to you that you add some names and highlight certain parts of the article, then slip it under the door of certain supervisors. But watch those fingerprints!

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