Chapter 6: Strategic awareness, Complaints involving Police, Managing Conflicts of interest Flashcards
Our Vision?
To be the Safest Country in the World
Our Purpose?
Ensure everybody can BE safe and Feel SAFE
Our Mission?
To Prevent Crime and Harm through Exceptional Policing
Our Goals?
Safe Homes
Safe Roads
Safe Communities
Our Operating model?
Prevention First
Te Huringa O Te Tai
Set within framework of prevention first - focuses Police’s effort around three Pou:
Our people and our mind set
effective initiatives and improved practice
effective partnerships
Prevention First operating model
Prevent Crime and Victimisation
Target and Catch Offenders
Deliver a more responsive Police Service
Three Core Components of PF model are:
Deploy to beat demand
Target drivers of demand
Mindset: taking every opportunity to prevent harm
6 Drivers of Demand are:
Families - Whanau Youth - Rangatahi Alcohol Roads Organised Crime and Drugs Mental Health
Life Course Persistent Youth?
Come from background of violence drugs and absence of good role model Represent 17% of all youth and commit 40% of offences and majority of serious offending.
Offender Management
Take every opportunity to prevent harm by supporting offenders wanting to make a positive change and enabling those whose offending is more serious to get support services they need to desist from offending.
Locations
We know 5% of locations generate 32% of calls to service. Need to understand the relationship of those locations and offending.
Police High Performance Framework PHPF
F1 - Stategy - Connect teams to Our Business
F2 - Culture - Shift in mind-set to enable staff
F3 - Leadership - leaders will have a Consistent understanding of the purpose and expectations of leadership
F4 - Capability - will equip individuals with tools and guide other to perform to their potential
F5 - Performance Management - enable us to talk about performance in a way that is meaningful and helpful
Police Core Values - PRIMED
Professionalism
Respect
Integrity
Commitment to Maori and the Treaty
Empathy
Valuing Diversity
S8 - Principles, Policing Act 2008
a) Principled, effective, efficent policing services are a cornerstone of free and democratic society under rule of law
b) effective policing relies on a wide measure of public support and confidence
c) policing services are provided under a national framework but also have a community focus
d) policing services are provided in a manner that respects human rights
e) policing services are provided independently and impartially
f) every police employee is required to act professionally, ethically and with integrity
S9 Functions of Police PA2008
Keeping the peace Maintaining public safety Law enforcement crime prevention community support and reassurance national security participation in policing activities outside NZ emergency management
S20 Code of Conduct
Commissioner must prescribe a code of conduct for Police employees
S30 - Command and control
Every police employee must obey and be guided by -
general instructions
commissioners circulars
applicable local orders
must obey the commands of a supervisor
in the absence of a supervisor the supervisors authority and responsibility devolves to -
a) the police employee available who is next in level of position and
b) in the case of equality, the longest serving police employee
S63 Acting appointments
In case of a vacancy for any reason or if it continues or any other special purpose The Commissioner may -
a) appoint an employee temporarily to higher level of position or
b) authorise an employee to exercise or perform all or any of the powers and duties under this act or any other enactment of any level of position higher than the employees own level position
2) any appointment or authority under this section may be given or made before the occasion arises or while it continues
4) the commissioner may at any time revoke any appointment under this section
Integrity Reporting. What must a supervisor do when they recieve a integrity report?
Forward this report through line managers to the District PPCM.
Examples of Integrity Reports
Any charges faced in court EBA Suspension of drivers licence Excess speed 40km/hr above limit Respondent to PO etc
S13 Duty of Commissioner to notify authority of certain incidents IPCA act 1988
Where a police employee acting in execution of his or her duty causes or appears to cause death, serious bodily harm to any person the commissioner shall as soon as practicable give to the authority a written notice setting out the circumstances.
Note serious bodily harm includes any fracture, deep laceration, injury to any internal organ sever concussion or allegations of sexual assault.
Exception to this is dog bite injury where not deep. (only needs to be washed out and stitched )
How long does the commissioner have to notify Authority re complaints
ASAP but no later than 5 days
IPCA investigation categories
CAT A - Serious complaints where IPCA will conduct own investigation
CAT B - Serious or significant matters where authority will actively oversee the Police investigation
CAT C - Authority considers are appropriate for facilitated case resolution
CAT D - minor matters that require no further action by authority
On receiving a complaint districts must
Notify complaints to Director Police Professional Conduct at PNHQ who in turn notifies the Authority. Districts must not notify the Authority directly.
What is a EOD? and how should it be addressed
Expression of Dissatisfaction
Ie complaints about sirens being herd late at night
If you receive a complaint that can be categorised as a EOD, then this can be resolved at a local level and does not need to be notified to the IPCA as a complaint.
What is a conflict of interest
Conflict between a police duty and private and or personal interests. Can be financial or relate to family, friends or associates.
May be actual, potential or perceived
How to manage conflict of interests
Follow same channels as members of the public to access police data for own research
Supervisors should never investigate serious complaints against staff under their direct supervision etc
Supervisor and mangers responsibilities
Disscuss issues - As a manager you should foster an environment which employees feel free to discuss conflicts of interest.
Assess risks - Your responsibility to determine whether a disclosed conflict could prevent your team member from making unbiased decisions
Take action - In cooperation with employee
document the conflict and how it was managed
support staff when issues arise
Seek advice - from your own supervisor if you are unsure of the potential impact of a declared conflict
