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Section D - Training Procedures
Commission Procedure D-15

Attachment B: Management Course Instructional Goals 1/2006

 

1. Role of the Lieutenant including Transition to Lieutenant

A. The ability to understand the role and responsibilities of a lieutenant/manager.

B. Knowledge of the factors that influence and shape the transition from supervision to management.

C. The ability to identify the management process within their agency and how their role in this process provides opportunities to effect change and deal with the constraints they will face.

D. The ability to identify the social, technological, economic, environmental, political, and organizational issues as they relate to the role of a police manager.

E. An understanding of the players in the management process: the roles they play, the dynamics between players, and the impact those dynamics have on leadership and the lieutenant’s role in the management process.

F. Knowledge of future forecasting and the effect of how advanced planning, or lack thereof, can have on leadership and the organization.

2. Leadership including Styles, Techniques, and Philosophy

A. The ability to understand the importance of how their leadership skills play in their own personal success, the success of their peers and subordinates, the success of their respective organizations, the success of the law enforcement profession, and the success of their respective communities.

B. The ability to understand the responsibility they have as managers to serve as ethical role models who reflect the values of their organization and profession.

C. An understanding of the differences in the leadership responsibilities they have as management as compared to those they had as first-line supervisors.

D. An understanding that developing effective written and verbal/non-verbal communication skills is an essential characteristic of a good leader.

E. An understanding that effective leadership is as much a day-to-day process as it is an ideal theory or concept; that they must continue to develop their leadership skills through constant study, research, and networking with other individuals both within and without their organizations.

F. An understanding that people are the most valuable resource in any organization, and effective leaders communicate vision and empower people to perform consistent with that vision.

G. An understanding of the tools and/or methods for evaluating success and maintaining accountability.

H. An understanding of the key concepts of self-awareness (emotional intelligence) necessary to be an effective leader.

3. COP/POP including Management/Development

A. General knowledge of the history and current trends of both Problem Oriented Policing (POP) and Community Oriented Policing (COP).

B. Specific knowledge of the SARA model of Community Policing and Goldstein’s Theory of POP.

C. A basic understanding of theories of crime.

D. Identifying the role of a police manager in the POP/COP process.

E. An understanding of why change is a necessary component in a professional model of policing and the police manager’s role as a change agent.

F. Knowledge of what the police manager can do on a daily basis to incorporate POP/COP.

G. The ability to weight the pros and cons of a POP/COP “unit” versus a POP/COP philosophy infused into all facets of a law enforcement agency.

H. Recognition that POP/COP is about being creative in solving a community’s problems and improving the community’s quality of life.

I. The importance and use of community forums in POP/COP.

J. The importance of a rewards system that supports POP/COP.

K. The tools to measure effectiveness of POP/COP efforts.

4. Strategic Planning including Environmental Scanning (STEEP)

A. The ability to understand the components of a strategic plan.

B. Definitions of strategic planning terminology and the significance of those terms.

C. Various types of strategic plans used by agencies.

D. An understanding of how their agency strategic plan fits into the city or county plan.

E. Identifying their role in the strategic planning process in the agency, their individual opportunities to effect change, and the constraints they face in their role.

F. Identifying political, social, and technological issues as they relate to strategic planning.

G. An understanding of the players in the strategic planning process: the roles they play, the dynamics between players, and the impact those dynamics have on the plan and the planning process.

H. Future forecasting and leadership implications

5. Fiscal Management including Budgeting

A. The ability to read and understand the components of a budget document.

B. Definitions of budget terminology and the significance of those terms.

C. The various types of budgets used in public agencies.

D. An understanding of how their division budget relates to the department budget and how the department budget relates to the city or county budget.

E. Identifying their role in the budget process within their agency, their opportunities to effect change, and the constraints they face in their role.

F. The importance and necessity of each step in the budget process, the relationship between steps preparation, approval, and implementation, the budget as a management tool, and where the audit fits into the budget and fiscal management.

G. Concepts that drive the budget process including knowledge of how public policy is formulated.

H. Identifying ethical issues related to budgeting.

I. The process of building, submitting, and managing a budget.

J. How to manage budget cuts.

K. An understanding of the players in the budget process: the roles they play, the dynamics between the players, and the impact those dynamics have on the budget and the budgeting process.

L. Leadership implications

6. Personnel Issues (all levels) including Problem Employees

A. The ability to understand survival skills for managers with regard to causes of stress and strategies for relieving and managing stress, and time management.

B. The ability to understand, develop, and set both life and career goals.

C. The applications of personality inventories to better assess their personality, learning styles, values, and management styles.

D. The ability to identify personal and organizational values and their potential relationship to stress and goal setting.

7. Legal Issues including Peace Officer Bill of Rights, Skelly Hearings, Brady Issues, and New Cases

A. An understanding of the importance of a proactive response to recognizing and responding to key legal issues facing law enforcement.

B. An understanding of the key legal issues in law enforcement.

C. An overview of the role of the manager in reducing liability exposure to the agency and individual officers.

D. An awareness of the need for on-going legal review of policy and procedures.

E. Resources for law enforcement managers to address legal issues.

8. Critical Incident Management

A. The ability to identify what type of situations constitutes a critical incident, including those specific to their own agency.

B. The ability to recognize and understand the responsibility involved in being a Command Officer during a critical incident, including the protection and safety of subordinates and citizens.

C. An understanding of the resources available to a Command Officer during a critical incident.

D. A working knowledge of the responsibilities of an Incident Commander.

E. An awareness of the role of the media when utilizing the Incident Command system and/or manning an Incident Command Post.

F. A working knowledge of the California Standardized Emergency Management System (SEMS).

G. The ability to identify signs and symptoms of critical incident stress and resources available after a critical incident.

9. Values/Ethics

A. An understanding of how ethics are defined.

B. What the responsibilities of middle management are with regard to ethics.

C. How ethics are communicated.

D. What early warning system techniques are available and how they work.

E. How to recognize the personal or organizational signs that might indicate an ethical collapse.

10. Risk Management including Program Management

A. A definition of risk management for the law enforcement manager.

B. Insight into the rationale for law enforcement risk management.

C. An understanding of the common elements of risk in law enforcement.

D. An overview of the role of the manager in risk management.

E. A variety of techniques to mitigate the risks confronting law enforcement agencies.

F. An understanding of a proactive approach to minimizing risk.

G. An understanding of the need for on-going legal review of policy and procedures.

11. Media including Media Do’s and Don’ts, Press Releases/Interviews

A. The importance of law enforcement agencies speaking with one voice when communicating to the media.

B. The ability to categorize the critical needs of the media.

C. Guidelines to identify the critical task for the role of the middle manager.

D. Effective ways to help establish a good working relationship with media.

E. The four major types of media.

F. An understanding of the media terminology.

G. The attributes for selecting a public information officer or media spokesperson.

H. An understanding about information which cannot be released to the media according to the Public Information Act.

I. An understanding of media’s rights regarding criminal investigation information and access to crime scenes.

J. Examples of the positive and negative experiences involving the media.

12. Personal/Professional Growth including Stress Management, Life Goal Setting

A. The ability to understand survival skills for managers with regard to causes of stress and strategies for relieving and managing stress, and time management.

B. The ability to understand, develop, and set both life and career goals.

C. The applications of personality inventories to better assess their personality, learning styles, values, and management styles.

D. The ability to identify personal and organizational values and their potential relationship to stress and goal setting.

13. Project Presentation including Group Presentations to Executive Panel, Book Reports

Project Presentations:

A. The ability to work on a group project.

B. The ability to conduct research via a variety of methods.

C. The ability to share their personal findings.

D. The ability to develop persuasive arguments for a course of action.

E. The ability to present effectively in a group setting.

Book Reports:

A. The ability to address specific topic areas which relate to the content of a book.

B. The ability to develop critical thinking skills.

C. The opportunity to share their personal findings.

D. Identify themes that relate to organizations.

E. The ability to present effectively in a group setting.