go-05.pdf

\n\n--- Page 1 ---\n\nTALLAHASSEE POLICE DEPARTMENT GENERAL ORDERS SUBJECT Professional Development CHIEF OF POLICE Signature on File Proudly Policing Since 1841 Nationally Accredited 1986 NUMBER ORIGINAL ISSUE CURRENT REVISION TOTAL PAGES 5 01/01/1991 05/21/2024 16 AUTHORITY/RELATED REFERENCES FS 943.22, Salary Incentive Program for Full-time Officers COT Administrative Policies and Procedures 702, Employment General Order 57, Training Protocols General Order 84, Performance Evaluations/Performance Improvement Plans ACCREDITATION REFERENCES CALEA Chapters 11, 22, 33, 35 KEY WORD INDEX Assignment Rotation – Officers and Detectives Procedure V Assignment Rotation – Sworn Supervisors Procedure IV Assignment Rotation and Transfers – Civilians Procedure VI Assignment Rotation Matrix – Officers and Detectives Appendix Two Assignment Rotation Matrix – Sergeants Appendix One Higher Education Incentives Procedure II Lateral Transfer Protocols – Sworn Members Procedure VII Professional Development Program Guidelines Procedure XI Professional Development Training Procedure III Performance Management Protocols Procedure I Re-orientation for Patrol Operations Procedure X Specialized Training – Promotion and Transfer Procedure VIII Specialized Training – Position Listing Appendix Three Specialized Training – Secondary Assignments Procedure IX\n\n--- Page 2 ---\n\nTALLAHASSEE POLICE DEPARTMENT POLICY Professional development and career management are key factors in mission success and job satisfaction. The Department provides training and professional development opportunities, to the extent allocated funding allows, to improve member knowledge, skills, and abilities. While the Department is responsible for providing training and educational opportunities, members are equally responsible for managing their own career based upon personal priorities and long-term career goals. DEFINITIONS Goal: Long-term aim of accomplishment. KSAs: Knowledge, skills, and abilities. Lateral Transfer: Reassignment or movement from one assignment to another within the same sworn rank or within equivalent civilian classifications in the City of Tallahassee’s job classification hierarchy. Mentor: A member who agrees to provide guidance, direction, and informal supervision to another member who desires to learn more about a specific assignment, function, section, or bureau. Military Deployment: The time a member is absent from regular Department duties due to a military activation exceeding 45 days. Objective: An explicit, time-specific progressive step toward a goal. Orientation: Initial training and information provided for a designated job assignment. Performance Management: The method of maintaining or improving job performance using performance assessment tools, coaching, counseling, and feedback. Professional Development: Training/educational opportunities and supervisory counseling designed to enhance the member’s KSAs for current and future Department job assignments. Re-alignment: Bi-annual reorganization of Department member assignments as well as seniority adjustment within the Patrol Operations Bureau, usually conducted in January and July. GENERAL ORDER 5 PAGE 2 of 16 PROFESSIONAL DEVELOPMENT MAY 21, 2024\n\n--- Page 3 ---\n\nTALLAHASSEE POLICE DEPARTMENT PROCEDURES I. PERFORMANCE MANAGEMENT PROTOCOLS A. Performance management should assist members in establishing and attaining their career goals and objectives. B. Immediate supervisors shall serve as career counselors and shall receive training during their initial Performance Measurement Process orientation which will enable them to provide career guidance to members. C. The Employee Resources (ER) Director is responsible for ensuring the career counselor training includes the following: 1. Establishing the member’s career goals and objectives, 2. Determining the KSAs and training required to attain the member’s career goals and objectives, and 3. Establishing a tentative schedule of available assignment rotations related to the member’s career goals and objectives. D. During the evaluation process, each member and their supervisor shall discuss the member’s career goals and objectives. The discussions should occur at least annually, and should include: 1. Establishing, and/or reviewing progress toward, the member’s career goals and objectives, 2. Review of the member’s work performance during the previous year, 3. Review of the member’s training record, 4. Discussion of KSAs and training required to attain career goals and objectives, 5. Discussion of a tentative schedule of available training, and 6. Discussion of assignment rotation as it relates to career goals and objectives. GENERAL ORDER 5 PAGE 3 of 16 PROFESSIONAL DEVELOPMENT MAY 21, 2024\n\n--- Page 4 ---\n\nTALLAHASSEE POLICE DEPARTMENT E. Regarding the information outlined in subsection D above, the supervisor is responsible for documenting the member’s current career goals and objectives and the steps taken to reach them in the member’s annual performance evaluation. II. HIGHER EDUCATION INCENTIVES A. The City of Tallahassee (COT) offers monetary reimbursement for post-secondary education expenses incurred by civilian and sworn members. These reimbursements are facilitated through: 1. COT Equity and Workforce Development for civilian members, and 2. The Department’s Financial Management Office for sworn members. B. Members who desire to further their education will be assisted by the Department, to the degree possible, through adjustments of work schedules and, for sworn members, consideration of shift bid requests during re-alignments. C. Sworn members are eligible for salary incentive supplements upon the successful completion of certain post-secondary educational attainments as specified in FS 943.22. These supplements are facilitated through ER. III. PROFESSIONAL DEVELOPMENT TRAINING A. The Department training program is designed to enhance members’ KSAs for use in current and future job assignments. B. Each Bureau Commander shall ensure the development of a list of essential member training classes for work units within their area of command. 1. The list shall include training classes considered to be basic training (e.g., interviews and interrogations) and programs considered to be advanced training (e.g., traffic crash reconstruction). 2. The essential member training list should be reviewed on a regular basis and updated as needed. C. A component of the Department’s training program is to facilitate member participation in advanced training courses. GENERAL ORDER 5 PAGE 4 of 16 PROFESSIONAL DEVELOPMENT MAY 21, 2024\n\n--- Page 5 ---\n\nTALLAHASSEE POLICE DEPARTMENT 1. Advanced training courses are Department-related training not related to basic skill development. 2. Examples include, but are not limited to, Instructor Techniques, Line Supervision, Middle Management, and Field Training Officer. D. Supervisors and commanders shall ensure one or more of the following criteria are met when approving a member to attend an advanced training course: 1. The training is germane to the member’s current job assignment. 2. The member wishes to join a work unit and the training is germane to the job assignment. 3. The member is participating in the Professional Development Program and the training is germane to established career goals and objectives (see section XI below). 4. The member is not participating in the Professional Development Program, but the training has been identified as a professional development goal or objective in the member’s performance evaluation (see subsection I D above). IV. ASSIGNMENT ROTATION – SWORN SUPERVISORS A. Deputy Chiefs, majors and lieutenants will rotate job assignments as directed by the Chief of Police. B. Sergeants will rotate job assignments as directed by the Bureau Commander and in accordance with the matrix in Appendix One below. The following protocols are applicable. 1. Term limits denote the maximum length of time