Train-the-Trainer Seminar: Expected Outcomes

Anticipated Training Outcomes and Selection of Training "Team"


The National Landlord Training Program, Train-the-Trainer Seminar is designed to orient participants to the Landlord Training Program and begin the process that makes a person an expert in landlord/tenant issues. It is important to understand that the intent is to start the process, not complete it. An effective program requires a dedicated program coordinator who possesses knowledge of the training approach, training skills, experience in solving rental-based chronic crime problems, and knowledge of landlord-tenant laws. We'll teach participants how to develop the necessary skill and knowledge. But three days is not enough time to teach attendees all they need to know to present a Landlord Training Program.

The training will provide participants with an in-depth orientation to all of the following:

  1. The basics of how to develop an effective program.
  2. The full content and scope of an effective training.
  3. Common pitfalls and lessons learned by others in designing a program.
  4. The type of skills and expertise that must be developed to successfully implement a program.
  5. Marketing approaches that have proven effective in bringing large numbers of landlords and property managers to the training.
  6. A range of problem solving skills that can be used effectively to address chronic problems on rental property, even when the owner/manager is reluctant to help.


Upon conclusion of the training, we estimate that it takes the average program coordinator/trainer six to nine months to develop the necessary expertise, build the required partnerships with community stakeholders, prepare any supplemental materials, set up and market the first round of trainings, and present the first trainings in a jurisdiction. The actual length of time for this "program development phase" can be shorter for those who are particularly skilled in this area already. After that, depending on resources available, trainings for as many as 80 to 100 landlords at a time can be held as frequently as the size of the jurisdiction and the scope of the problem demand.

At the end of the program development phase, participants who follow the train-the-trainer guidelines will be able to:

  1. Train landlords effectively.
  2. Coordinate all marketing and program logistics.
  3. Provide in-service, advanced academy, and other police trainings on landlord/tenant situations.


The actual speed with which the participant develops these skills will depend on the interest level of the participant and the skill level that person already has. Those who already have an in-depth knowledge of landlord/tenant issues will have an advantage, as will those who have spent considerable time trying to solve the problems the training attempts to address: chronic illegal drug and gang activity that is associated with residential rental housing. Participants who are experienced trainers will have a substantial advantage. Those with little public speaking background and/or minimal interest in developing as a public speaker or trainer are not likely to succeed with this program.

In light of the expected training outcomes, we believe that a city is best served by sending two types of people to the training:

  • Those who are genuinely interested in making the commitment to becoming full scale program coordinators/trainers.
  • Those who will be called upon to provide substantive support to the coordinators/trainers.


Our primary advice is to make a best-guess determination of which department -- and which specific staff people -- will be tasked with program implementation and make sure those people are registered for the training. Further, those registrants, in particular, should be directed to make sure they can take the time necessary to complete the pre-work assignments we recommend for all trainees.

We also recommend selecting a few representatives of supporting departments who can attend the three-day training for the purpose of reporting back to their departments and helping to provide the necessary encouragement and support to the agency that is selected to take the lead.