Tag Archives: Nextgen

Nextgen Field Training – The Phases

There are two foundational principles of the Nextgen Field Training Model that are addressed by the way in which the phases are established:

  • Create a field training model with a clear distinction between training and evaluation.
  • Build both training and evaluation phases in a manner consistent with the crawl-walk-run experiential learning format.

PHASES OF THE NEXTGEN FIELD TRAINING MODEL:

  • Phase 1 – Foundational Training                                
  • Phase 2 – Exposure Training                                                       
  • Phase 3 – Cleanup Training                                                          
  • Phase 4 – Evaluation (Previous FTO)                                       
  • Phase 5 – Evaluation (Independent FTO)               
  • Solo Phase – Evaluation (Assigned Supervisor)                   

KEY CONCEPTS OF TRAINING PHASES 1, 2, and 3:

  • Primary goal is for FTOs to train the OIT as a TEAM in preparation for the evaluation phases and solo capability.
  • No scoring on Observation Reports (OR). This establishes the concept that learner effort and being willing to jump in, try something, and risk making mistakes is more valuable than learner correctness.
  • Phases 1, 2, and 3 are set up in the crawl, walk, run experiential learning format.
    • As exposure to tasks increases, the role of the OIT transitions.
      •  Learning -> Trying -> Doing.
    • As exposure to tasks increases, the role of the FTO transitions.
      • FTO -> Coach -> Mentor.
    • As the OIT transitions through the learning phases, the reliance upon the FTO should lessen and the OIT will be expected to utilize other resources available to them to answer questions in preparation for the Evaluation Phases.
  • Proficiency Training Tasks are not assigned to specific training phases in order to stimulate interleaving, effortful retrieval, and spacing in OIT learning.
    • The Phase 1 Trainer is the Foundational Trainer. The goal of the Phase 1 FTO is to establish the OIT’s foundational knowledge/skills and then begin increasing their exposure to patrol experiences.
    • The Phase 2 Trainer is the Exposure Trainer. The goal of the Phase 2 FTO is to expose the OIT to as many patrol experiences as possible. Repeated exposure, especially to infrequent CFS, is encouraged and beneficial to the OIT’s learning. Take the experiential learning opportunities as they present themselves.
    • The Phase 3 Trainer is the Cleanup Trainer. The Phase 3 FTO focuses on getting exposure to CFS that Phase 1 and 2 were unable to get and/or provide additional repeated exposures.
    • All Proficiency Tasks must be signed off before the OIT can move to Evaluation Phase 4.
  • Phase 3 may be eliminated for lateral or waiver officers to accelerate their field training, but they will still be expected to demonstrate proficiency on all Proficiency Tasks during evaluation.

KEY CONCEPTS OF EVALUATION PHASES 4 and 5:

  • Primary goal is to EVALUATE the OIT’s ability to perform at a solo capable level.
  • Since this is an Evaluation Phase, observation reports are scored in comparison to the Standard Evaluation Guidelines definition of a solo capable officer.
  • All Proficiency Tasks are signed off and show OIT has had training and experience in these areas.
  • Scoring observation reports only in the Evaluation Phases helps to remove scoring inconsistencies since the FTOs are only scoring officers that have received ALL of the pre-requisite training and should be solo capable.
  • OIT is acting as a solo capable officer with the FTO there primarily as an evaluator. FTO evaluators will still provide training on infrequent tasks the OIT comes across during these phases. Scoring will reflect this appropriately.
  • Phase 4 Evaluator will be the same FTO, when available, the OIT had while on Phase 1. If the Phase 1 FTO is unavailable, then Phase 2 FTO will be the next choice for Phase 4.
    • This provides a bridge into the evaluation process for the OIT. (Crawl)
    • The OIT starts their evaluation process with a familiar FTO, squad, and district.
  • Phase 5 Evaluator will be an independent FTO that has not worked directly with the OIT.
    • This is to build the OIT’s self-reliance to assist in their success when they are solo.
    • The independent evaluator also limits potential biases in the OIT’s success or failure.
  • At the end of Phase 4 or 5, if an evaluator feels the OIT has not had enough exposures to be able to comfortably decide on the OIT moving forward, they may request an extension. This does not negatively impact the OIT and provides additional time for the OIT to demonstrate solo capability.
  • At the end of Phase 4 and 5, if an evaluator feels the OIT is not solo capable, they can initiate a Performance Training Plan to work on those specific issue(s).
    • If a Performance Training Plan is initiated, that Evaluation Phase will not count and the OIT will still need to pass 2 Evaluation Phases before moving on to the Solo Phase.
    • OITs will only be given one Performance Training Plan after they reach the Evaluation Phase.
  • Interpretation of Evaluation Phase Results
    • Both Evaluators Pass OIT. -> OIT moves to Solo Phase on assigned patrol squad.
    • Evaluator’s Disagree on Passing OIT. -> OIT receives a Performance Training Plan to address Evaluator’s specific concerns and then must pass another Evaluation Phase.
    • Both Evaluators Fail OIT. -> OIT is removed from the program.

KEY CONCEPTS OF SOLO PHASE:

  • Primary goal is to EVALUATE the OIT’s ability to perform at a solo capable level while operating on their assigned patrol squad under the supervision of their assigned sergeant.
  • To get to the Solo Phase, the OIT must have been passed by 2 Field Training Evaluators.
  • If the OIT is successful in the Solo Phase, they will be fully released from the Field Training Program by their assigned sergeant and will be considered a solo capable officer. The patrol sergeant receiving the new officer has final approval for releasing the OIT.
  • If the supervisor has significant and specific documented concerns about the OIT’s ability to perform at a solo capable level, a Performance Training Plan will be initiated. An FTO will work with the OIT on their assigned squad to complete the PTP. The OIT will then repeat a Solo Phase Evaluation with their assigned sergeant.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!

Nextgen Field Training

In March 2019, I had the privilege of attending and instructing at the International Law Enforcement Educators and Trainers Association (ILEETA) Conference. I was able to attend multiple courses over the week, but the ones that had the most impact on me were a couple of classes on field training and applying stress appropriately during training. These classes got me thinking about my department’s field training program and the issues we were having training our next generation of police officers.

During one of the classes on field training, the instructor asked the following – How much has policing changed over just the last 5 years? How about the last 25 years? The last 50 years? Then he enlightened the class to the fact that the two most common models for field training used throughout the United States have been in use between 25 and 50 years. That information hit me like a ton of bricks because it was starting to make sense to me why we were having the issues we were having. Law enforcement field training, either for lack of a better option or due to tradition, had failed to keep up with new philosophies in policing, improved instructing/learning strategies, and generational differences by continuing to utilize these models.

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Shortly after attending ILEETA, I had the opportunity to attend the Excellence in Training Class put on my Brian Willis. During that class, he asked us to think of a program that we were responsible for and answer the following questions:

  • What do you want to START doing that you aren’t already?
  • What do you want to STOP doing that isn’t working?
  • What do you want to CONTINUE doing that is working?
  • What are you willing and able to CHANGE?

With the ideas from ILEETA still fresh in my mind, I began writing out my answers to these questions. By the time I got done and reread my thoughts, the seed had been planted. If I could turn these thoughts into a legit field training program, then my agency would have an amazing field training program. So, with those notes, I began writing it out and six months later the Nextgen Field Training Model was developed.

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The purpose of the Nextgen Field Training Model was to bring our field training better into alignment with 21st century policing ideals and train new officers in adaptive decision-making while utilizing improved instruction/learning strategies. To do this, the Nextgen Field Training Model was built on five foundational principles:

  • Establish a simple set of Standard Evaluation Guidelines that clearly define the expectations of a successful solo capable officer while emphasizing the Nextgen process for getting to this outcome.
  • Create a culture of rewarding learner effort and learner risk taking with a distinct separation between training and evaluating built upon a crawl-walk-run experiential learning format.
  • Establish stronger connections between prior knowledge, skills, and experiences and the knowledge, skills, and experiences being taught during field training by implementing the most current instruction/learning strategies available.
  • Promote the officer safety concept of treating everyone with dignity and respect, but never compromising officer safety, good tactics, and appropriate use of force.

With these foundational elements in place, the Nextgen Field Training Model was taught to our cadre of current field trainers and implemented starting in September 2019. Over the last year and a half, we have seen excellent results with the 50+ officers-in-training that have gone through the program. Feedback from both field trainers and trainees has been extremely positive.  In coming TBLL posts, I will share more details related to the Nextgen Field Training Model and what has made it so successful.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!