Transcript
WEBVTT
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And it's tragically ironic in this particular case, that the Pacific Palisades people who put their money and not all of these people we touched on, some of the millionaires and billionaires and very wealthy individuals the overwhelming majority of people in the Pacific Palisades are not those people.
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They're not very, very wealthy.
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You know, they've lived there for 60 plus years, 50 years.
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They've lived there for 60-plus years, 50 years.
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But those people all chipped in, whether it was their time or their money or their clothes, to basically help homeless folks get off the streets.
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And the tragic irony is it's now them who are finding themselves homeless at this point, and that's where all of these leaders that you and I are talking about they need to jock up do the right thing.
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Welcome to Courageous Leadership with Travis Yates, where leaders find the insights, advice and encouragement they need to lead courageously.
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Welcome back to the show.
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I'm so honored you're spending a few minutes with us here today and we've been trying to get this guest on the show for a couple of weeks now.
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With all the events in Southern California, we're excited to have him.
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We welcome Rusty Redican.
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He's a retired LAPD officer, 25 years of law enforcement experience, former Marine, really active in the Pacific Palisades area when he was on the job, just recently retired and he's been speaking on some issues about leadership, risk management, all the things that we're hearing.
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You may be surprised that you haven't heard this in the mainstream media, rusty.
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How are you doing, sir?
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Hey, good, travis, thanks for having me, I appreciate it.
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Well, man, I'm so honored you're here.
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We've known each other for a few years.
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I know off and on on LinkedIn and we've communicated there and you did some good stuff.
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I was familiar with you and you were, I think you retired at the Range LAPD at the Elysian Park, there at the great facility.
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Just kind of walk us through your career and kind of how it progressed.
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And you sat here today and we'll talk a little bit about current events.
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And you sat here today and we'll talk a little bit about current events.
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Sure, I'll try and give you the Reader's Digest version.
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So, son of a police officer, dad was a police officer for 33 years and I realized early on that I wanted to follow in his footsteps.
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So after I went in the Marine Corps did what many people you know in our line of work do is look for a couple of departments that I thought kind of fit on top of my hometown, which is Chumpsford.
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Massachusetts Sort of grew up in the Chumpsford Lowell area.
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Great people out there as well.
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But while I was in the Marine Corps, obviously down at Camp Pendleton sort of had an account to be close to Los Angeles During the riots.
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I'm just going to kind of give a quick what sort of fed me into the LA area.
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I was down at Camp Porno on Pendleton when the riots kicked off after the Rodney King verdict and from there my buddies and I, when we had leave, would go up to LA often.
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So we kind of had an idea a little bit of what it was about.
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But we got called in to basically by our battalion commander and said hey, get your stuff and get it out on the parade deck and we're going to be going up to Los Angeles to assist them in swelching the violence that was going on.
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So of course, as a young, you know, 22-year-old yeah, that wasn't lost on me that infantry Marines are now being going to be going up to Los Angeles to sort of swelch the violence that was going on up there, the rioting.
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So I'll get back to the other stuff later, but you know that left a mark in terms of that city being someplace that I wanted to work.
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It looked like it was very busy.
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Yeah, um, um, I think, like probably most police officers, you want to go someplace that's that's fairly busy that you know you can make a positive impact on the largest amount of people.
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So got out of the Marine Corps and went and tested with LAPD and was told this was in 93, was told, hey, thanks for coming, but you're the wrong race and then the wrong gender.
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So you know it was what it was.
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I had a pretty good sergeant that was in my oral interview.
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That was very, very honest, took a little prying, but I was able to get across to him.
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Hey, look, I'm not looking to complain, but you pulled me out into this hallway and told me that I did an amazing job and in the same sentence, you're telling me that I can test every six months.
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I live in Massachusetts now I can't fly back and forth and eventually he came around and said look I hate having to tell you guys this, especially you military guys that come here and he was a black gentleman, so it wasn't like you know there was.
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He was trying to keep it close to his vest, but again he seemed like a really nice guy and eventually just said look, right now we just had the riots that you're trying to come in on the end of and unfortunately you'll get on.
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Please keep trying, but try another time.
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And you just happen to be a quota at this point.
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That is all stocked up.
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So went back, ended up becoming or getting on the job with the hometown that I grew up in, which is Chumpsford Massachusetts, with my, the hometown that I grew up in, which is Chumpsford Massachusetts, got on that PD and, you know, ended up making my way back out to Los Angeles and got out here in 2002, just after 9-11.
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So and that was sort of the beginning of my LAPD career.
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Yeah, you know, I test.
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I was tested in 93 as well and I heard similar stories where.
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There's lots of stories out there and I think they were generally right.
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You just have to keep trying.
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Completely different story today, of course, when it comes to recruiting, but they had a ton of people back then.
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Rusty, obviously you've got a ton of experience there.
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You constantly make comments about leadership and I think it's sound.
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What was the biggest shift you saw in leadership in general from when you came on LAPD to near the end of your career?
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What was the shifts you saw?
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I mean, I spent the same years in law enforcement, so I think I know what you're going to say.
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But law enforcement's dealing with a lot of hurdles today, recruiting being one, retention being another.
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But let's just talk about leadership and lean into that.
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What would you say would be the positive attributes in leadership when you came on and what kind of happened to that as your career progressed?
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Yeah, yeah, I mean it's a great topic, obviously.
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I think it's probably the topic with respect to law enforcement.
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I think the leadership aspect is and when I say leadership you know in this case I think we're talking about management.
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I know you've talked about this before as well Leadership is a little bit different.
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The actual leadership could be the police officer, one which is a probationary officer all the way up to the chief of police.
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I mean, just because somebody has shiny lapels doesn't make them a leader, and this is kind of the.
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I have some self-inflicted wounds at LAPD, but also most people that I've worked for know that when they have folks like me working for them, things get done.
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So I think the biggest thing I see one of the major problems with management I see one of the major problems with management is I don't believe there's ever been a larger disparity in actual applicable experience on the street in dealing with interhuman aggression and or true community policing.
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They like to throw that out a lot.
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I think a lot of departments do, and it's for good reason.
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We worked for them and that never was lost on me.
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So I think right now and I think it's been just slowly digressing in terms of the leadership component is there's such a huge disparity between the experience of the officer on the street and, unfortunately, folks that decided to, just, you know, keep on checking boxes until they got to the point where they had their name on the door.
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Now I don't think that's all.
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Clearly, we have some amazing true leaders on lapd um.
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Sometimes they squeak through, but overall they would have to agree that and this is the part that might hurt some feelings, but it really should only hurt the feelings of those that this covers which is for LAPD, and I can say that I've seen it in other departments I think there's an institutional inbreeding of ineptitude that is accepted depending on who you know, what sort of box you check, and that has to change Because ultimately, if you have people that don't know what they're doing at the patrol level and or the operational detective level, then ultimately you have somebody in a position that has to make decisions that they just don't have the aptitude to make.
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And we could probably get into this too.
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But you take a look at what happened in Los Angeles the last couple of nights and that is a very good sort of snapshot of what it is that I'm talking about and that you brought me on here for today.
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Yeah, I think that's this little unwritten rule nobody likes to talk about as I think you nailed it, rusty where you can be very successful in the upper ranks in law enforcement but not have a lot of tactical skills or tactile skills to actually do the job.
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There's really a separation there and that creates obviously a lot of issues, mainly being mission creep and not being mission focused.
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We've seen a lot of law enforcement today.
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I mean, if you get away from your mission I mean just look at the federal government right now what they're trying to clean up at this very moment you get away from your mission, everything else goes haywire.
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So I think it's safe to say that if the chief's number one priority is everything but crime control, we got ourselves a problem, because that should be the priority.
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Yeah, and I think one of the major causal factors of this problem right now is you get people in high management positions, whether it's the chief of police, assistant chief, deputy chief I know there's, you know there's colonel.
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There's different sort of titles that you know different departments and municipalities use.
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When you have a sheriff right just to use that as another sort of comparable example that's elected in by the people do you have an opportunity where you elect a sheriff who is also perhaps incompetent but maybe says the right things?
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Yes, you do.
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The benefit to having an elected position is you now have a mechanism in place that you can replace that person in four years if it's not an egregious or you know they committed a crime.
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With respect to the chief of police and I'll use actually well, both LAPD and my previous department and again, I love the people of both departments and the people that are leading the department that I came from before LAPD.
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You know they're good guys too.
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Problem is, and even Chief McDonald, who I have a fairly personal relationship in terms of knowing him off the job he's a really nice guy and very, very competent.
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When you have people that are very competent but they're hamstrung because they're at a political appointed position.
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That's no bueno.
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Now you're definitely going to be dealing with situations where decisions are not going to be made for the number one reason or question that should be answered, which is does this make my public safer?
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That's the first order of business in terms of how a manager or a leader should take a look at what they have, what assets they're assigning to certain problems is.
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Does this help or does this hurt?
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And when you hire or promote people based on skin color, gender, pick your demographic imperative, you're definitely hurting.
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Not only are you hurting the community, but you're also hurting the people that maybe fall under that same category, that are very adept at doing the job.
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And we saw that.
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I saw that repeatedly at LAPD and it was frustrating because they kind of get looked at with a with an odd eye if you don't know them.
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And then you get to know them and then you're like, okay, this person actually is very competent.
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So I think that's the beginning.
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The beginning is the pipeline of promotions needs to change, and I would say every single department should look at it.
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And I know you, you, I know a lot of this stuff.
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I know you already know and is going to make sense to you very clearly.
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But if you take somebody, like if I took you as whether you're retired or even when you were still on the job at your position, given the way your thought process works, and I said, hey, look, we'd like to pay your way.
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Have you come on out here to LA and I'd like to use you?
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And you could hire a swath of people, especially with how long people's arms nowadays with LinkedIn and other ways, and I want you to come and help us in the interview process of our officers that are looking to promote to the next level.
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Then you get somebody that is they're not biased, they're coming in, going oh, what are these officers bona fides?
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What have they been doing?
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And then you get to see, oh okay, yeah, this person's been playing hide and seek for two grand a week for the past four years.
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And this person you know we have in LAPD.
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We have a thing called Teams 2, right person In LAPD.
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We have a thing called Teams 2, right Captain Espinoza, I believe you promoted to captain already, so talk to Anthony about it.
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He'll go down a rabbit hole with you on it.
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But, in short, it's basically your resume on LAPD.
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It's also where your uses of force both critical incidents and or standard uses of force, complaints, those sorts of things, all of your training.
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A lot of times with LAPD we see it and most people from LAPD listening to this will probably go yeah, that's 100% spot on is, if a person needs a paperweight to hold their teams two down, they're definitely upper management material.
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If it's somebody, maybe like me, who's professionally assertive I try not to.
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There's been times where I've had to sort of check a few people that needed it, not just from man to man, but most of the time it's somebody that doesn't quite have the foundational skills that are required to be a law enforcement manager and that doesn't do anybody any favors.
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So I think that's got to change.
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And using that example of having people come from the outside, where a lot of departments do that with LAPD, I've got friends that are in the command staff and that are supervisors.
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They've told me hey, I'm going to Nebraska for a couple of weeks helping them with their intake or their promotional process.
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So I think that's something that should happen across the board.
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It's tough when you get with, as you know, because you come from a big department too.
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When you have a massive department, things just sort of get lost.
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And I used to hear from and I still do guys will say well, that's the way it's always been, man, you can't buck the system, and I disagree with that.
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You can buck the system if you do it respectfully and you offer solutions, not just, you know, critique and ridicule.
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So, yeah, that's all good stuff and and give us I know that the news has been you know, I mean we have such a short attention span, but obviously we started talking a week or two ago, rusty, and what's going on in Pacific Palisades is, you know, it's cataclysmic, right?
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I mean I think you've got more of a personal viewpoint on it.
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Kind of give our audience what you're hearing from there.
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Then let's backtrack that too, because everybody wants to talk about the mistakes made now, but I want to talk about, when it comes to real leadership, which is real risk management.
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What were the mistakes made in years past?
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Right Like so, because the stuff yes, this stuff is is, it's tragedy, you know, manmade, and it happens, whether it's arson or whatever, but it doesn't just happen Leadership.
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I always say this everything good is because of leadership, everything bad is because of leadership.
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You can wrap it all in leadership.
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Let's talk about the leadership problems, but first give us a quick overview of kind of what you're hearing.
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you know about, about the area?
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Sure, yeah, no, it's devastating.
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What's happened to those people?
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You know, I don't have any, obviously living in northwestern North Carolina or western North Carolina, now just outside of the floods and then having a personal connection with the Palestinians, having worked there for five and a half years plus, um, my heart breaks for them, for the people of lahaina, hawaii.
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I mean, you're talking about massive problems.
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That, to your point, which is where I'm going to kind of steer this into, they don't happen overnight.
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These, yeah, you have.
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Sometimes you have fires that can happen, uh, by way of lightning, right, some natural resource occurs and or, hey, look, we're a technologically advanced society, so as much as we count on the electrical department and those folks to sort of take care of things, stuff happens right.
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But there's a lot of things, to your point, along the way.
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You don't just all of a sudden get to a devastating event.
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There are different things that lend and lead to that.
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Can you mitigate every single thing, every single threat?
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No, you can't, and I think I'm not arrogant enough to think that anything I did in the Palisades could have stopped it completely.
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But to your, your question, and then just my experience I got called in to speak with my captain.
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Just to give a quick sort of snapshot of how I got there.
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Uh, tina nieto.
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She's now a sheriff up in northern california.
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She's the type of person that knows her people, so she knows.
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Okay, I have this issue going on over here.
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Who do I have in my, in my quiver of folks that can go in there and do what they need to do to affect positive change and to this current situation, what she was dealing with was massive fires back then.
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Now this was end of 2015, 2016.
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So she called me in the office.
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She said hey, I'd like to send you over here.
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I want you to do a quick recon of the area.
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Let me know what.
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What you think I need to sort of, you know, mitigate these issues, because the Palisades people are very upset, rightfully so.
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She wasn't, you know, complaining about it.
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She said look, I don't.
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We have a lack of resources to be able to funnel in there.
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I want to know what you think I can do to kind of get this thing going.
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Anyway, went up there, kind of got the lay of the land.
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I ended up liaising with this homeless task force that the Pacific Palisades had put together, based on the fact that they were not getting any traction with the city also with their city council member at the time and the LAPD.
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They weren't getting the people to sort of mitigate the law enforcement issues.
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That hopefully didn't allow the situation to get to where the fire department had to go put out fires right Now.
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There's some other causal factors with respect to just that tinder, that vegetation that's been dry, that the state has failed miserably to hold up their end of the bargain on.
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Hence the reason why a lot of these insurance companies canceled a lot of people.
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But with respect to my sort of position, I kind of explained to the captain then that you're going to need 10 officers with the autonomy to be able to come in at any time of day or night, change their schedules, have a supervisor obviously assigned to them to be able to sort of keep everything on track, and then they will go ahead and liaise with this homeless task force and I think you'll be able to quickly get all of the homeless encampments out of the hillsides.
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Because that was one of the things she asked me was.
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She said you know and again I don't expect her or any command staff member to know every single square mile of their division.
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That's what they have us for, right, the people out in the street.
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So she said what's with these encampments?
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Apparently, there's encampments in the hillsides.
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And I kind of chuckled a little bit.
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I said, ma'am, it's like Swiss family Robinson in those hillsides.
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These people that are in those hillsides, yes, they're mentally ill, they're whacked out on central nervous stimulants, they're homeless, but they're pretty smart and they've created these little sort of small cities in there.
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Anyway, that was what we were needing to deal with, because they were the ones that were, for the most part, starting all these fires.
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Again, that's not to say that that's what this particular fire was started by, but this was a major problem.
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So she sent me in there.
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She basically told me I can't give you nine other people and a sergeant, but I'll give you a partner.
00:21:22.326 --> 00:21:24.351
And she said people and a sergeant, but I'll give you a partner.
00:21:24.351 --> 00:21:25.212
And she said can you do it?
00:21:25.212 --> 00:21:25.933
And I did.
00:21:25.933 --> 00:21:34.673
Well, obviously you know that I will have a pretty good chance of doing it, or you wouldn't be asking me if I would do it.
00:21:34.673 --> 00:21:36.417
So I told her look, that's great, Give me a partner.
00:21:36.417 --> 00:21:38.603
I ended up working with a couple of guys.
00:21:38.603 --> 00:21:53.163
But I ended up settling on my partner, jimmy Solomon, just a stand-up human being and a great police officer, and we went forth and prospered and just tried to really make the connection lay, the foundation of communication with the public.
00:21:53.163 --> 00:21:56.690
So we did that for five and a half years.
00:21:56.690 --> 00:22:00.423
I'm going to gloss over a lot of it, but we were very successful.
00:22:00.423 --> 00:22:04.853
And when I say we, I mean as a team we were successful.
00:22:04.853 --> 00:22:07.740
Successful.
00:22:07.740 --> 00:22:09.567
And when I say we, I mean as a team we were successful.
00:22:09.586 --> 00:22:11.855
The Pacific Palisades at that time put their money where their mouth was.
00:22:11.855 --> 00:22:12.457
I just went over why they.
00:22:12.457 --> 00:22:15.006
You know the fact that they weren't getting any assistance from the city.
00:22:15.006 --> 00:22:17.212
They were constantly getting stiff armed.
00:22:17.212 --> 00:22:25.676
And so they decided how can we mitigate these problems legally that are infecting our area?
00:22:25.676 --> 00:22:28.709
That you know we're going to have a massive tragedy if we don't get in front of it.
00:22:28.709 --> 00:22:55.733
And so they raised about and again, I don't want to speak for that task force, but I'll tell you what, from what I know, uh, working arm and arm with them for five and a half years, they raised to about two hundred thousand000 per year to fund a bunch of clinicians, homeless outreach folks, a nurse, and also to actually furnish housing for a lot of the homeless that they were reaching out to try to help.
00:22:57.481 --> 00:22:59.507
And about that time you've got the Boise case.
00:22:59.507 --> 00:23:02.282
That was sort of making things difficult for a lot of municipalities.
00:23:02.282 --> 00:23:05.520
My captain and others asked me what I thought of that.
00:23:05.520 --> 00:23:18.554
I also would speak to the people in these massive community meetings that were worried about it and I would tell them look, according to the Boise case, we're fine, we're offering resources.
00:23:18.554 --> 00:23:41.566
I very quickly and again I'm going to kind of go into a few other things, but very quickly my partner and I found out that, look, we can't arrest our way Two cops can't arrest our way out of this problem that society has sort of created by, you know, sort of acquiescing in not getting these people the help that they needed for the previous 50 years.
00:23:41.566 --> 00:23:47.201
So we decided, look, we're going to have to try to adjust our positioning.
00:23:47.201 --> 00:24:08.967
It should also be said and I'm sure you probably have somebody in your family too, but from my perspective and my partner, we both had people in our families, immediate families that were either addicts or alcoholics that we applied quite a bit of empathy into the people that we were dealing with out on the street, right.
00:24:09.769 --> 00:24:29.863
So hooking up with that, that Palisades task force, and then also going to these meetings every, you know, every time they had a community meeting and every person that I would meet out on the street, I I gave my card away and was like hey, here's my cell number, you get any intel.
00:24:29.863 --> 00:24:30.104
Or to them.
00:24:30.104 --> 00:24:37.510
I would kind of put it in a way that hey, look, if you happen to see a homeless encampment or somebody going into the hillside, hey, give me a shout and I'll go in there and talk to them and try to get them out of the hillsides.
00:24:37.510 --> 00:24:44.647
Both in areas where it was illegal for them to camp, I would obviously make sure that I mitigated that and enforced that.
00:24:44.647 --> 00:25:01.145
But also, if it was somebody that was in an area that they weren't not allowed to be in maybe hiking trails, stuff like that I would just make sure that they were not looking to set up a camp where they would have fires.
00:25:01.145 --> 00:25:14.693
So that built a very, very ironclad relationship between my partner and I, and then during the summertime we'd get two additional officers assigned to help us in the summer with the community.
00:25:15.500 --> 00:25:21.713
So, with that said, there's a few things that occurred between that point and the time that I left.
00:25:21.713 --> 00:25:24.788
But we get these new captains that come in.
00:25:24.788 --> 00:26:02.356
They're constantly rotating in a big department like Los Angeles, and so I think in a smaller department it's easier because you have and again, this is not a negative critique on a smaller department, it's actually a positive where you get to see exactly what the next person above you, what their position is, and so you can either ghost them for an extended period of time to really get the lay of the land, or you're there for so long and it's such an open concept that you kind of know what's expected of you when you get there and you know what resources you have to bring to bear.
00:26:02.356 --> 00:26:08.532
Well, with LAPD we have that hiring issue that we started this off talking about.
00:26:08.532 --> 00:26:11.692
But we also have folks that come in that are not.
00:26:11.692 --> 00:26:13.259
They don't know the area right.
00:26:13.259 --> 00:26:26.906
They might not know what the 26 square miles of austere environment in a hillside where you have very little egress and ingress in terms of getting in for emergency services they don't quite get it right.
00:26:26.906 --> 00:26:42.160
So some of them might have to explain it to them, bring them on small rides, show them what was going on, but having that sort of a turnaround makes it difficult to be able to keep the resources in place that you need Now.
00:26:42.781 --> 00:26:46.710
With LAPD, I think right now there's 8,300 officers.
00:26:46.710 --> 00:26:49.323
At one point we were up at 10,000.
00:26:49.323 --> 00:26:54.281
We got a lot of people playing hide and seek on the inside that can be sent out to the streets.
00:26:54.281 --> 00:26:55.766
But I get it.
00:26:55.766 --> 00:26:59.413
We should be 12,000, 15,000 cops and I agree with that.
00:26:59.413 --> 00:27:11.815
But there are places and West LA is one of them because it's a fairly it's a very large division, but it is the smallest in terms of personnel in the entire city.
00:27:13.280 --> 00:27:18.153
So having two people assigned to do one sort of 26 square mile area.
00:27:18.153 --> 00:27:32.959
So it's a bit of an ask of the command staff that are in charge, but once they hear what exactly you're doing, it shouldn't be a difficult thing for them to make that decision that you know what.
00:27:32.959 --> 00:27:39.405
I just simply have to have these guys there, because if I don't, this is what's going to happen, right?
00:27:39.405 --> 00:27:41.217
So, fast forward.
00:27:41.217 --> 00:27:52.951
Most of the captains from 2016 up until when I left in 2021, most of them got it and again able to go in there and explain it to them in a way that they understood.
00:27:52.951 --> 00:27:55.240
From a management perspective, let's talk about the audience.
00:27:55.299 --> 00:27:56.605
I mean Pacific Palisades.