CMI Level 4 Certificate In Police First Line Management Training - United Kingdom

CMI Level 4 Certificate in Police First Line Management Training Course Outline

Our CMI Level 4 Certificate in Police First Line Management Training Course is thoughtfully structured to meet the 146 Guided Learning Hours requirement, providing delegates with 16 hours of comprehensive course material and 130 hours of interactive e-learning content.

Qualification Level: Certificate

Maximum Credit Value: 34 Credits

The below-mentioned topics will be delivered by our professional instructor in the Online Instructor-Led Training.

Unit CB3: Conduct Evidence-Based Information Briefings, Tasking and Debriefings

Module 1: Understand the Legal and Organisational Requirements Relating to Briefing, Tasking and Debriefing of Evidence-Based Information

• Key Features of Evidence-Based Information Used Within Own Organisation
• Evaluate Briefing Models in Use Within Own Organisation
• Management of Information in Own Area of Work

Module 2: Briefings and Tasking Using Evidence-Based Information

• Conduct Briefings of Individuals in Line with Their Information Needs and Operational Requirements
• Use Gathered Evidence-Based Information to Assign Tasks to Individuals, Commensurate with Their Abilities, Training and Experience
• Confirm that Individuals Understand Assigned Tasks and Responsibilities
• Monitor the Progress of Tasks Against Set Objectives

Module 3: Conduct Evidence-Based Information Debriefings with Legal, Organisational and Operational Requirements

• Conduct Debriefings of Individuals
• Submit all Acquired Evidence-Based Information
• Document Decisions, Actions, Options and Rationales

After completing the instructor-led training, we'll move to our Self-Paced Training to complete the certification.

Unit CI105: Supervise Police Investigations and Investigators

Module 4: Understand the Requirements for Supervising Police Investigations and Investigator

• Summarise Legislation, Codes of Practice and Guidelines for Supervising and Conducting Investigations
• Summarise Policies and Procedures for Supervising and Conducting Investigations
• Explain the Procedures for Disclosing Information with National Crime Recording Standards
• Explain How to Select Investigators According to Their Skills and Experience in Relation to the Investigation Concerned
• Summarise the Risk Assessment Processes Associated with Conducting Police Investigations

Module 5: Supervise Police Investigations in Line with Legal and Organisational Requirements

• Prepare Information for Investigations
• Evaluate the Progress of Investigations
• Take Action to Support Investigators if Necessary
• Confirm that Individuals are Dealt with Ethically, Recognising their Needs concerning Equality and Diversity
• Confirm Case Files are Submitted
• Verify Post-Charge Procedures are Completed in line with Operational Requirements
• Confirm the Investigation has Been Finalised with National Crime Recording Standards
• Complete a Lessons Learnt Log that Reflects the Outcomes of Investigations
• Share Lessons Learnt with Relevant Others

Module 6: Supervise and Support Police Investigators

• Clarify Roles and Responsibilities to People Involved in Investigations
• Confirm that Investigators Follow Risk Assessment Procedures Associated with Conducting Police Investigations
• Verify that Investigators Develop Effective Investigation Plans
• Provide Support to Investigators Where Required to Ensure That all Lines of Enquiry are Dealt
• Confirm that Investigators Document Information in Accordance with Policy and Legislation
• Confirm that Investigators Pass on Information to the Appropriate Person or Department

Unit CD101: Supervise the Response to Critical Incidents

Module 7: Understand the Requirements for Responding to Critical Incidents Summarise Legislation, Protocols and Guidelines for Supervision of Critical Incidents

• Policies and Procedures for Supervision
• Define a Critical Incident
• Key Features of Critical Incidents
• Diagnose Factors which may Indicate that Critical Incidents are Developing
• Reasons for Using the Golden Hours Principles
• How to Use the Conflict Management Model?
• Principles of Resource Deployment and Management During Critical Incidents
• Potential Impact of Critical Incidents on Individuals and Communities
• Critically Compare the Methods of Communication Required with:
  • Colleagues
  • Multi-Agency Partners
  • Members of the Public
  • Media
• Roles and Responsibilities within the Command-and-Control Structure Used During Critical Incidents

Module 8: Supervise the Response to Critical Incident

• Make Initial Assessments of Situations
• Implement Structured Responses in the Event of Critical Incidents
• Check Actions are Taken Promptly to Preserve and Secure Information and Evidence
• Conduct On-Going Risk Assessments in Line with Organisational Requirements
• Escalate Incidents to the Appropriate Level of Authority if Required
• Deploy Resources Required to Meet the Needs of the Response
• Liaise with Multi-Agency Partners in Line with Incident Protocols
• Share Information with Multi-Agency Partners when Required

Unit CC7: Prepare, Monitor, and Maintain Police Operations

Module 9: Codes of Practice and Guidelines in Relation to Planning Police Operations

• Explain the Codes of Practice and Guidelines for Planning Police Operations
• Summarise Policies and Procedures for Planning Police Operations
• Explain How the Required Authorities are Obtained

Module 10: Prepare for Police Operations

• Confirm Tasks and Objectives Allocated to Them
• Gather and Review Information in Relation to Operations
• Justify the Resources Required for Operations
• Establish Resource Availability to Inform Decision Making
• Allocate Resources in Line with Operational Requirements
• Report Any Resources Not Available to Designated Person in Charge
• Obtain the Required Authorities

Module 11: Monitor and Maintain Police Operations in Line with Legal and Organisational Requirements

• Follow Operational Plans When Deploying Resources and Taking Actions
• Take Action to Deal with Any Contingencies that May Occur
• Monitor Evolving Operations
• Adjust Team Actions in Response to Evolving Operations
• Communicate Actions to Others in Line with Operational Requirements
• Record Information and Outcomes of Operations
• Report Findings to Designated Person in Charge

Unit M&L26: Provide Leadership and Management

Module 12: Understand the Principles of Leadership and Management

• Analyse How Leadership and Management Theories Applied
• Assess the Influence of an Organisation's Culture on its Leadership Styles and Management Practices
• Organisations Culture Could Be Values, Systems, Beliefs, Working Language, Norms
• How Motivation Theories Applied in the Practice of Leadership
• Theories of Motivation Include:
  • Classical Management
  • Human Relations
• Role of Stakeholder Engagement in Leadership and Management
• Leadership Styles and Management Practices to the Culture of an Organisation

Module 13: Encourage Stakeholders and Colleagues

• Behaviours and Attitudes that Show a Commitment to the Achievement of an Organisations Goals
• Display Behaviours and Attitudes that Show a Commitment to the Fulfilment of an Organisation's Vision and the Expression of Its Values
• Identify who Stakeholders and Nature of their Interest
• Ensure that Colleagues and Other Stakeholders Understand their Role in Achievement of Organisational Objectives
• Win the Trust and Support of Colleagues and Other Key Stakeholders Through Exemplary Performance and Behaviour
• Maintain Morale Through Difficult Times
• Take Action to Secure the On-Going Commitment of Colleagues and other Key Stakeholders

Module 14: Deliver Results

• Make Planning and Resourcing Decisions that Optimise the Available Resources, Skills and, Expertise

• Use Delegation Techniques Whilst Delivering Targets
• Delegation Techniques May Include:
  • Selecting an Individual/Team with Suitable Skills, Resources and Expertise
  • Providing Clear Instructions and Monitoring Progress
• Empower Individuals to Take Responsibility for Their Decisions and Actions within Agreed Parameters
• Adapt Plans, Priorities and Resource Allocations to Meet Changing Circumstances and Priorities

Unit M&L11: Manage Team Performance

Module 15: Management of Team Performance

• Explain the Use of Benchmarks in Managing Performance
• A Benchmark is a Standard or Measurement that May Include:
  • Key Performance Indicators (KPIs)
  • Best Operational Practices
• Quality Management Techniques May Include:
  • Total Quality Management (TQM)
  • Statistical Process Control (SPC)
  • Continual Improvement Processes
• Describe Constraints on the Ability to Amend Priorities and Plans

Module 16: Allocate and Assure the Quality of Work

• Identify the Strengths, Competences and Expertise of Team Members
• Allocate Work based on the Strengths Competences and Expertise of Team Members
• Identify Areas for Improvement in Team Members Performance Outputs and Standards
• Amend Priorities and Plans to Take Account of Changing Circumstances
• Recommend Changes to Systems and Processes to Improve the Quality of Work

Module 17: Manage Communications within a Team

• Explain to Team Members the Lines of Communication and Authority Levels
• Communicate Individual and Team Objectives, Responsibilities and Priorities
• Use Communication Methods that are Appropriate to the Topics, Audience and Timescales
• Provide Support to Team Members when They Need it
• Agree with Team Members a Process for Providing Feedback on Work Progress and any Issues Arising
• Review the Effectiveness of Team Communications and make Improvements

Unit M&L9: Manage Personal and Professional Development

Module 18: Identify Personal and Professional Development Requirements

• Compare Sources of Information on Professional Development Trends and their Validity
• Identify Trends and Developments That Influence the Need for Professional Development
• Evaluate Their Own Current and Future Personal and Professional Development Needs Relating the Role, Team and the Organisation

Module 19: Fulfil a Personal and Professional Development Plan

• Benefits of Personal and Professional Development
• Types of Development Actions are Selected
• Identify Current and Future Likely Skills, Knowledge and Experience Needs Using Skills Gap Analysis
• Agree on a Personal and Professional Development Plan that is Consistent with Business Needs and Personal Objectives
• Execute the Plan within the Agreed Budget and Timescale
• Take Advantage of Development Opportunities made Available by Professional Networks or Professional Bodies

Module 20: Maintain the Relevance of a Personal and Professional Development Plan

• How to Set Specific, Measurable, Achievable, Realistic and Time-Bound (SMART) Objectives
• Obtain Feedback on Performance from a Range of Valid Sources
• Sources may include but are not exclusive to:
  • Management Reviews
  • Feedback Reports from Other Internal Departments
  • External Customer Feedback Reporting
• Review Progress Toward Personal and Professional Objectives
• Personal and Professional Development Plan in the Light of Feedback Received from Others

Unit 3022: Conduct Performance Reviews with Individuals in Policing

Module 21: How to Conduct Performance Reviews with Individuals in Policing

• Policies and Procedures Relating to Performance Reviews
• Role of The Reviewer in Performance Reviews   
• Describe the Standards and Objectives Against which Individuals May Be Reviewed
• How to set SMART Objectives
• Methods for Gathering Evidence to Support Decision Making within Performance Reviews
• How to Make Justifiable and Objective Decisions when Conducting Performance Reviews
• Effective Feedback
• Professional Development Opportunities Available within Policing
• Explain Why it is Important to Maintain Records That Include Justifiable Decisions

Module 22: Prepare for Individuals' Performance Reviews in Line with Policing Requirements

• Agree with Individuals which Standards or Objectives They are to be Reviewed Against
• Identify with Individuals the Actions They Need to Take to Prepare for Performance Reviews
• Agree Fair, Safe, Valid and Reliable Performance Review Methods to be Used with Individuals
• Review Available Evidence Prior to Performance Reviews
• Prepare Performance Review Documentation

Module 23: Conduct Performance Reviews with Individuals in Line With Policing Requirements

• Encourage Self-Reflection on Performance by Individuals Against Agreed Standards and Objectives
• Review Individuals Performance Against Agreed Standards or Objectives
• Make Justified and Objective Decisions About Individuals' Performance That are Measured Against Agreed Standards and Objectives
• Record Outcomes of Performance Reviews

Module 24: Provide Effective Feedback Following Performance Reviews in Line with Policing Requirements

• Provide Effective Feedback Following Performance Reviews in Line with Policing Requirements
• Agree with Individuals any Developmental Activities which Align to Both Organisational Aims and Individuals Needs
• Provide Information on the Outcomes of Performance Reviews to Authorised Individuals

Module 25: Conduct the Performance Reviews with Individuals in Policing

• Seek Feedback from Reviewed Individuals
• Reflect on own Practice in Managing Performance Review Processes
• Identify How Areas for Potential Development May Be Met