6. Strategic awareness, complaints involving Police, managing conflict of interest.

Question 1

What is our vision?

Answer 1

To be the safest country

Question 2

What is our purpose?

Answer 2

To ensure everybody can be safe and feel safe.

Question 3

What is our mission?

Answer 3

To prevent crime and harm through exceptional policing.

Question 4

What are our goals?

Answer 4

Safe homes - Free from crime and victimisation
Safe roads - Preventing death and injury with our partners
Safe communities - People are safe whereever they live, work and visit.

Question 5

What are our functions?

Answer 5

Keep the peace
Maintain public safety
Law enforcement
Crime prevention
Community support and reassurance
National security
Policing activities outside New Zealand
Emergency management

Question 6

The Commissioner’s three priorities…

Answer 6

Creating the culture we want
Understanding and delivering the services our community needs
Getting better outcomes through working with our partners

Question 7

Te Huringa o Te Tai
Focuses Police effort around three pou. What are they?

Answer 7

Our people and our mindset
Effective initiatives and improved practice
Effective partnerships

Question 8

What are the key components for Prevention First?

Answer 8

Deploy to beat demand
Target the drivers of demand
Mindset - taking every opportunity to prevent harm

The three components are supported through our partnerships (overarching)

Question 9

What are the six drivers of demand?

Answer 9

Families - Whanau
Youth - Rangatahi
Alcohol
Roads
Organised crime and drugs
Mental health

Question 10

What are the five frameworks of PHPF?

Answer 10

Strategy
Culture
Leadership
Capability
Performance management

Question 11

What are the core values of New Zealand Police?

Answer 11

Professionalism
Respect
Integrity
Commitment to Māori and the treaty
Empathy
Valuing diversity

Question 12

Section 63, Policing Act 2008

Answer 12

When there is a vacancy in a particular role, the Commissioner may appoint an employee to temporarily fill a higher level of position than the one person currently holds.

The Commissioner may authorise an employee to exercise powers of any level of position higher than their employees own level of position.

Staff must specifically consider whether they have proper authority to exercise a power and not assume the authority is automatically given.

Eg PSO’s may only be issued by a qualified Constable therefore an Acting Sergeant may not be able to authorise a PSO.

Question 13

How was Te Huringa o Te Tai developed?

Answer 13

The strategy was developed by listening to the voices of the community, staff, Iwi Maori and encourages the enhancement of our organisational values with uara Maori.

It is the pathway to achieve our business and includes delivering responsiveness to Māori or cultural confidence training.

While having a direct impact for Māori it will produce benefits for all New Zealanders through improved service delivery and crime reduction.

Question 14

What is Kia Tu?

Answer 14

It replaces Speak Up and is about standing for what is right, taking a stand for others, doing the right thing, being seen and heard, and being proud of who we are.

The purpose of Kia Tu is to prevent and resolve harmful behaviour at work such as bullying, harassment, discrimination, sexual harassment and racial harassment.

Question 15

What are the responsibilities of leaders within Kia Tu?

Answer 15

Monitor work environments to identify unacceptable behaviour
Addressing the concerns before it occurs
Promote a culture that enables teams to resolve concerns at the lowest level
Formally report any serious concerns of unacceptable behaviour
Ensure team members are aware of the policy, process and support available
Ensure support is provided
Assess and make adjustment to reporting lines as required
Assign responsibility to another manager where there is a conflict-of-interest or perceived conflict of interest
Provide support

Question 16

What are the other reporting lines when an employee does not feel comfortable reporting unacceptable behaviour to the supervisor?

Answer 16

They should be encouraged to report further up the reporting line of control. Additionally they can report their concerns directly to the District Commander or IPCA.

Question 17

What is integrity reporting?

Answer 17

Part of upholding our values is to recognise and take action when our behaviour or decisions fall short of the code of conduct. Employees should notify their supervisor when they are faced with any of the following;
Any charges to be faced in Court
EBA
Suspension of drivers license
Speed ticket in excess of 40 km above the limit
Becoming the respondent of a protection order
Any infringement that could lead to a driver license suspension.

Question 18

What is a conflict of interest?

Answer 18

A conflict between a Police duty and private personal interest. Personal interests can be financial or relate to family, friends or associates. Conflicts of interest may be actual, potential or perceived.

Question 19

Why do we need to manage conflicts of interest?

Answer 19

A poorly managed conflict of interest can undermine public trust and confidence, because it can bring our impartiality into question.

A perceived or potential conflict of interest can be just as damaging as an actual conflict.

Well-managed conflicts protect both the employee and Police from allegations of bias or inappropriate conduct.

Question 20

What should you do as a supervisor in relation to conflicts of interest?

Answer 20

Have regular conversations with your team so they can identify and manage conflicts.
You must work with employees who declare conflicts of interest to assess the risks and to identify appropriate strategies to manage those risks.

Question 21

Give some examples of interests that could cause conflict

Answer 21

Relationships with family, friends, partners or work colleagues
Being a member of a club, team or association
A financial interest in a company
Holding another public office
Political or union affiliations
Secondary employment
Accepting gifts, discounts or hospitality
Providing written character references

Question 22

Give some examples of higher risk conflicts of interest.

Answer 22

Internal investigations
Working in isolated small communities
Procurement
Acting as a Police representative for third-party organisation
Exercising discretionary powers
Licensing or vetting
Using information obtained on NIA
Managing staff
Reviewing decisions in which you played a role

Question 23

Should you provide a character reference as a private individual?

Answer 23

You can as a private individual. You should not sign off any reference with your Police job title or use Police letterhead. In certain situations you should never provide a reference e.g. a character reference for a firearms license.

Question 24

How do you maintain professional boundaries with victims?

Answer 24

Take responsibility for maintaining professional boundaries.
Document all contact in NIA
Involve a support person
Only speak to victims during work hours
Keep supervisors informed about meetings
Consider cultural values
Raise concerns with a colleague
Develop and follow a plan of contact

Question 25

What should a supervisor or manager do in relation to a conflict of interest?

Answer 25

Have discussions and communicate expectations
Share your decisions and actions with your team
Assess the risk. Is it low medium or high?
Document the conflict and how it was managed
Support staff
Monitor any changes
Consider strategies to avoid conflict
Seek advice from your own supervisor if you are unsure of the potential impact of a declared conflict

Question 26

What should you do when notified of a serious complaint against any Police employee?

Answer 26

Notify the Commissioner.
A serious complaint is a complaint of such significant public interest that it puts, or is likely to place the Police’s reputation at risk.

Question 27

What are some examples of serious complaints?

Answer 27

Anything likely to generate significant media coverage
Any complaint Involving Police employee at Inspector or above
Any complaint involving Executive Police employees
Any complaint of a sexual nature

Question 28

How do you notify the Commissioner of a serious complaint?

Answer 28

Advise the appropriate District Police Professional Conduct Manager, District Commander or National Manager. They must then notify the director of Police Professional Conduct of the complaint or issue.