Supervision, Training, and Professional Development Sample Clauses

Supervision, Training, and Professional Development. 36 SDPD’s supervisor training 37 Challenges with SDPD’s staffing model 39 Chapter 6 . Accountability via Early Intervention Systems, Internal Investigations, and Discipline 44 Early identification and intervention system 44 Substance abuse policy 48 San Diego’s Citizens’ Review Board 50 SDPD’s complaint investigation process 51 SDPD’S complaint processing and the public service inquiry process 51 Discipline 53
Sample 1Sample 2Sample 3See All (4)
AutoNDA by SimpleDocs
Supervision, Training, and Professional Development. ‌ Supervisors and department leaders have significant influence over the agency’s culture and maintaining xxxx- dards of integrity within the department on a day-to-day basis. Once hiring and training processes have been completed, officer supervision becomes the primary method of preventing and detecting officer misconduct with first-line supervisors (often the rank of sergeant) serving as the linchpin in making sure the accountability systems are used effectively. Supervisors are also responsible for modeling and coaching officer behavior, ensuring that officers interact respectfully with community members and demonstrate fairness and transparency in how they carry out their daily duties. Officer supervision is a key issue in ensuring constitutional policing.45 Patrol sergeants, who work directly with their officers on a regular basis, are perhaps in the most critical position to notice, address, and document changes in personnel behavior. Supervisory and other training provided by the department should focus on these first-line supervisors, in particular. According to New World of Police Accountability, “The culture of a police organization involves the ideas, values, and habits that shape everyday policing. It includes what is expected and what is tolerated in routine interactions with citizens.”46 Senior and mid-level department leaders set the tone of any police agency through their expectations and personal actions. Their day-to-day activities and examples create the standard for the agency. Failure to establish a culture of integrity, discipline, and professionalism can lead to officer misconduct and community distrust. Failing to pay attention to minor issues can lead to crisis situations. It is easy for leaders to get caught up in day-to-day responsibilities and miss substantive issues that can develop into serious problems. Leaders at all levels must constantly monitor the agency’s culture and environment to detect these issues, and it is imperative that the right people be in the right positions to ensure this happens, all the way up to the very top levels of the organization. In a forthcoming report on police leadership being produced by the Police Executive Research Forum (PERF) for the U.S. Department of Justice’s Bureau of Justice Assistance,47 Chief Constable Xxxxx Xxxx of the Greater Manches- ter Police noted that the United Kingdom has a much more formal, structured, national system for developing leaders in policing than does the United...
Sample 1Sample 2Sample 3

Related to Supervision, Training, and Professional Development

  • Training and Professional Development C. Maintain written program procedures covering these six (6) core activities. All procedures shall be consistent with the requirements of this Contract.

  • Professional Development 9.01 Continuous professional development is a hallmark of professional nursing practice. As a self-regulating profession, nursing recognizes the importance of maintaining a dynamic practice environment which includes ongoing learning, the maintenance of competence, career development, career counselling and succession planning. The parties agree that professional development includes a diverse range of activities, including but not limited to formal academic programs; short-term continuing education activities; certification programs; independent learning committee participation. The parties recognize their joint responsibility in and commitment to active participation in the area of professional development.

  • Professional Development Leave A. Policy. Professional development leave shall be made available to employees who meet the requirements set forth below. Such leaves are granted to increase an employee's value to the University through enhanced opportunities for professional renewal, educational travel, study, formal education, research, writing, or other experience of professional value, not as a reward for service.

  • PROFESSIONAL DEVELOPMENT AND EDUCATIONAL IMPROVEMENT A. The Board agrees to implement the following:

  • Professional Development Plan Professional Development Plan (PDP) refers to plans developed by faculty members addressing the criteria contained in Article 22 and Appendix G.

  • Professional Development and Training 4.1 The purpose of professional development and training requirements for interpreters is to maintain the skill levels interpreters possess at the time they pass their interpreter certification examination, and to further enhance their skills and knowledge. Both the State and the Union encourage interpreters to complete training and continuing education activities.

  • Professional Development Program (a) The parties agree to continue a Professional Development Program for the maintenance and development of the faculty members' professional competence and effectiveness. It is agreed that maintenance of currency of subject knowledge, the improvement of performance of faculty duties, and the maintenance and improvement of professional competence, including instructional skills, are the primary professional development activities of faculty members.

  • Continuing Professional Development The Official Agency shall provide appropriate training for staff performing official controls, enabling them to undertake their duties competently and to carry out official controls in a consistent manner, as per legislative requirements. The Official Agency shall identify training needs for staff performing official controls and ensure that staff carrying out official controls are kept up to date in their area of competence and develop specialised expertise, in partnership with the Authority and other Local Authorities. While the provision of training is the primary responsibility of the Official Agency, the Authority may provide training interventions where the Official Agency has highlighted areas where training is required. The Authority will endeavour to facilitate networking and collaboration with other Official Agencies to assist in improving knowledge in such areas. The Authority will provide e-learning resources and training for official control staff so as to promote a consistent understanding and application of new legislation, guidance or procedures, as appropriate. The Official Agency shall support participants in using e-learning resources, disseminating knowledge or skills acquired and encourage the application of learning gained through the Authority’s training in official control activities. The Official Agency shall ensure that contractors used in the performance of the Service Contract provide evidence of Continuous Professional Development and Compliance with this section. Where staff from the Official Agency need to travel outside the Official Agency functional area to attend training courses/meetings, this shall be facilitated by the Official Agency. The Official Agency in partnership with the Authority shall develop and implement training programmes for all staff engaged in the performance of the Service Contract. Where staff have participated in Better Training for Safer Food (BTSF) the training content shall be disseminated to relevant staff/contractors in the Official Agency and other local authorities in partnership with the Authority.

  • Professional Development Reimbursement Management will provide reimbursement for approved professional development expenses for Lieutenants and Sergeants. Funds may be used for the purpose of improving job performance, maintaining and increasing proficiency, preparing Lieutenants and Sergeants for greater responsibility, or increasing promotional opportunities. Management must approve of the specific professional development request in advance. Denial will require written notification to the requesting Lieutenant or Sergeant.

  • Professional Development Activities Professional development activities are activities initiated by individual faculty members or groups of faculty members and may include attendance at conferences, workshops or seminars which facilitate the following:

Time is Money Join Law Insider Premium to draft better contracts faster.