{"id":399,"date":"2026-05-30T13:12:52","date_gmt":"2026-05-30T13:12:52","guid":{"rendered":"https:\/\/interstatelogisticshubs.com\/?p=399"},"modified":"2026-05-30T13:12:52","modified_gmt":"2026-05-30T13:12:52","slug":"the-day-my-department-stopped-being-a-department","status":"publish","type":"post","link":"https:\/\/interstatelogisticshubs.com\/?p=399","title":{"rendered":"The Day My Department Stopped Being a Department"},"content":{"rendered":"
\n

In 1995, as a Valley Traffic Division motorcycle enforcement officer in Van Nuys, I noticed something that bothered me about how the press covered the Los Angeles Police Department.\u00a0\u00a0The reporters were not lying, exactly.\u00a0\u00a0They were doing what reporters do: taking the department\u2019s official statement, taking a critic\u2019s statement, splitting the difference, and printing the result.\u00a0\u00a0The problem was that the department\u2019s side of the story arrived at the newspaper through a small communications office, got compressed into two or three sentences, and then competed with whatever the loudest critic of the week had to say.\u00a0\u00a0The public read the result and concluded that the department was either hiding something or was incapable of explaining itself.\u00a0\u00a0Often it was the second.<\/p>

Read more The Dollar And How America\u2019s Financial Power Shapes The World<\/a><\/p>\n

There was an obvious fix.\u00a0\u00a0The department could speak for itself, directly, in its own words, without a middleman, twenty-four hours a day, to anyone in the world who wanted to read it.\u00a0\u00a0The technology to do this had just arrived.\u00a0\u00a0It was called the World Wide Web.<\/p>\n

I did not ask for permission.\u00a0\u00a0I obtained server space through a private consulting firm I ran on the side, donated it to the department, and built a Valley Traffic Division website at thrutraffic.com\/vt<\/em>.\u00a0\u00a0Julie Tamaki at the Los Angeles Times wrote it up.\u00a0\u00a0Other LAPD officers and other departments began calling to ask how to do the same thing.\u00a0\u00a0I helped several U.S. and international agencies put up their own sites before the responsibility for police internet work was eventually transferred to a thirty-person office that did not exist when the work started.<\/p>\n

The story is not about me. It is about what was possible inside the LAPD in 1995, and what is no longer possible inside the LAPD in 2026.<\/p>\n

In 1995, a commanding officer could look at his patrol officer\u2019s side project, see that it served the public, see that it cost the city nothing, and say go ahead<\/em>.\u00a0\u00a0The chain of command above him agreed.\u00a0\u00a0There was no committee, no risk-management review, no public-information directorate, no general counsel pre-clearance.\u00a0\u00a0There was a problem the department had \u2014 the public was getting a distorted picture of what it did \u2014 and there was an officer who saw a way to solve it.\u00a0\u00a0The institution had not yet acquired the antibodies that would later make such a thing impossible.<\/p>\n

I joined the LAPD in 1980 after six years in the United States Marine Corps.\u00a0\u00a0I served the department through twenty years \u2014 patrol, vice, narcotics, motors, court-qualified expert testimony in narcotics cases \u2014 and retired honorably in 2000.\u00a0\u00a0The department I joined and the department I retired from were not the same institution.\u00a0\u00a0The uniform was the same.\u00a0\u00a0The badge was the same.\u00a0\u00a0The radio call signs were the same.\u00a0\u00a0What had changed was the answer to the question what is this department for?<\/em><\/p>\n

In 1980, the answer was to protect and to serve<\/em>.\u00a0\u00a0That is what officers said to one another, and that is what the department said to itself in its training, its promotion criteria, and its day-to-day decisions about how to deploy people.\u00a0\u00a0A peace officer was a person who, by his presence and by his judgment, kept ordinary life from sliding into disorder.\u00a0\u00a0He used force when he had to and not when he did not.\u00a0\u00a0He testified truthfully in court.\u00a0\u00a0He earned the trust of the neighborhood he worked.\u00a0\u00a0The mission and the method were one sentence long.<\/p>\n

By 2000, the answer had become we manage liability<\/em>.\u00a0\u00a0The shift did not happen overnight, and it did not happen because anyone announced it.\u00a0\u00a0It happened because, over the course of two decades, every operational decision inside the department began to be filtered through the question what will this cost us if it goes wrong?<\/em>\u00a0\u00a0This is a necessary question, but when it becomes the first<\/em> question \u2014 before is it the right thing to do?<\/em> and will it keep the peace?<\/em> \u2014 the institution has changed its mission without telling anyone, including itself.<\/p>

Read more Antisemitism in the Medical World<\/a><\/p>\n

The inflection point most observers point to is the 1991 Rodney King incident and the Christopher Commission report that followed it.\u00a0\u00a0That is correct as far as it goes, but it is incomplete.\u00a0\u00a0The Christopher Commission named real problems and made real recommendations.\u00a0\u00a0Some of the recommendations were sound.\u00a0\u00a0The deeper consequence, however, was not the recommendations themselves.\u00a0\u00a0It was the establishment of a permanent mode of operation in which the department now had to justify itself, continuously, to an external oversight structure that did not exist before.\u00a0\u00a0The operational center of gravity inside the department moved, year by year, from the watch commander\u2019s desk to the legal affairs office.<\/p>\n

By the time of the 1997 Rampart scandal, the transformation was visible to anyone paying attention from the inside.\u00a0\u00a0Rampart was a real scandal involving real misconduct by a small number of officers, and the department was right to address it.\u00a0\u00a0What it was not right to do \u2014 and what it did anyway \u2014 was to use Rampart as the occasion for a wholesale reorganization in which every officer was treated, by default, as a potential liability event.\u00a0\u00a0Discretion at the patrol level shrank.\u00a0\u00a0Reporting requirements expanded.\u00a0\u00a0The number of officers who would, in 1985, have used judgment to keep a minor matter from becoming a major one began instead to file forms and let the matter run its bureaucratic course.\u00a0\u00a0The street learned this faster than the department did.\u00a0\u00a0Officers learned not to act unless they were certain that the action would not generate a paper trail that someone, somewhere, would later use against them.<\/p>\n

This is what I mean by institutional capture from inside policing.\u00a0\u00a0The old operating system asked, What does this neighborhood need?<\/em>\u00a0\u00a0The new operating system asks, What does the department need to protect itself from?<\/em>\u00a0\u00a0Both questions can be asked by good people in good faith.\u00a0\u00a0Only one of them produces a peace officer.\u00a0\u00a0The other produces a risk-management technician in a uniform.<\/p>\n

An officer who exercises discretion and gets it right is rewarded with a quiet shift.\u00a0\u00a0An officer who exercises discretion and gets it wrong \u2014 even modestly wrong, even in a way that another officer in 1985 would have handled with a conversation \u2014 is now exposed to a chain of internal-affairs reviews, civil litigation, federal monitoring, and media coverage that did not exist as institutional realities a generation earlier.\u00a0\u00a0The rational officer learns not to exercise discretion.\u00a0\u00a0The neighborhood loses the peace officer.\u00a0\u00a0The department gains another technician.<\/p>\n

I retired in 2000 because the department I had joined was no longer there to retire from.\u00a0\u00a0I served twenty years, and I am proud of every one of them.\u00a0\u00a0I am also clear-eyed about what happened over those twenty years, and what has continued to happen in the twenty-six years since.\u00a0\u00a0The LAPD is not unique.\u00a0\u00a0The same transformation has run through every major American police department on roughly the same timeline, driven by the same incentives, producing the same result.<\/p>\n

If we want peace officers back, we will have to rebuild the conditions under which sergeants and captains can look at a good idea, recognize that it is a good idea, and say go ahead<\/em>.\u00a0\u00a0That culture is built or destroyed one decision at a time, by people whose names will never appear in the Los Angeles Times, in departments whose problems are too local to be interesting, in moments when the right thing to do is obvious to everyone present and the institution either lets it happen or does not.<\/p>

Read more The Nationalism of St. Joan of Arc<\/a><\/p>\n

In 1995, it let it happen.\u00a0\u00a0I do not believe it would today.<\/p>\n

\n

\"<p><em>Image:Flickr, CC BY-SA 2.0<\/a>.” class=”wp-image-398″ width=”640″ height=”423″ \/><\/figure>\n<\/p>\n

Image: jondoeforty1 via Flickr, CC BY-SA 2.0.<\/em><\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"

In 1995, as a Valley Traffic Division motorcycle enforcement officer in Van Nuys, I noticed something that bothered me about how the press covered the Los Angeles Police Department.\u00a0\u00a0The reporters were not lying, exactly.\u00a0\u00a0They were doing what reporters do: taking the department\u2019s official statement, taking a critic\u2019s statement, splitting the difference, and printing the result.\u00a0\u00a0The […]<\/p>\n","protected":false},"author":1,"featured_media":397,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[65,2],"tags":[207],"class_list":["post-399","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-law-enforcement","category-politics","tag-related-topics-law-enforcement"],"yoast_head":"\nThe Day My Department Stopped Being a Department - Interstate Logistics Hub<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/interstatelogisticshubs.com\/?p=399\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Day My Department Stopped Being a Department - 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