Chpt 7 - Strategic Awareness And Staff Management Flashcards
Our business
Why we are here
Our purpose - be safe feel safe
Our mission - to be the safest country
Our vision - to have trust and confidence in all
Our goals - to reduce crime and victimisation, death and serious injuries on our roads, social harm in our communities
What we do
Our model - prevention first, prevention, response, investigation, resolution
Key strategies - prevention first, prevention at the front, victims at the centre, deliver better public services
Our targets - by 2017 80% high or very high trust and confidence, better public services
Turning of the tide - better outcomes for NZ by working in partnership with iwi
Safer journeys
Prevention first operating model based on
Acting with urgency against priority and prolific offenders
Leveraging community services and networks to protect vulnerable people, repeat victims
Developing innovative and sustainable practical solutions to address crime hotspots and repeat locations
Delivering better public services Gang intel centre Turning of the tide Safer journeys / action plan Outcome 1 - safe speeds Outcome 2 - safe vehicles Outcome 3 - safe road use Outcome 4 - roads and roadsides
How we do it
Our people are
Victim focused, equipped and enabled, safe and feel safe, high performing
Our transformation programme
Policing excellence the future
Safer families, iwi partnerships, evidence based policing, service delivery model
Our values
PRIMED
The turning of the tide
Vision - all Maori will live full and prosperous lives, free from crime and road trauma Our work - reducing male absenteeism - improving child supervision - keeping kids in schools - boosting parenting skills
Values -
Mission -
To the right Crimes and crashes in the right places at the right times
Everyone working together to prevent crime and crashes
Extended families preventing crime and crashes among themselves
Talking crime and crash prevention in our homes and schools and on our marae
Police values
Professionalism - look the part be the part
Respect - treat others as they would want to be treated
Integrity - actions say it all
Commitment to Maori and treaty - stand together
Empathy - walk in their shoes
Valuing Diversity - many views one purposes
Policing act 2008
What is the rule of the law
Defines the relationship of the government to its people, that people in a society should be governed by law should be free from arbitrary government (McDowell and Webb 2002)
Section 8
Principles
a) principled, effective and efficient policing services are a cornerstone of a free and democratic society under the rule of the 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 local community focus
d) policing services are provided in a manner that respects human rights
e) policing services are provided independently and impartially
f) police employees are required to act professionally, ethically and with integrity
Section 9 Functions of police a) keeping the peace b) maintaining public safety c) law enforcement d) crime prevention e) community support and reassurance f) national security g) participation in policing activities outside NZ h) emergency management
Section 20
Code of conduct
1) COP must prescribe a code of conduct
2) duty of every police employee to conduct themselves in accordance with it
Section 30 Command and Control 1) Every police employee must obey and be guided by a) general instructions b) the commissioners circulars c) any applicable orders 2) obey lawful commands of supervisor 3) in absence of supervisor, next in level of position and in the case of equality the longest serving PE 4) can't act under direction of a) minister of crown b) person not authorised under this act 5) relates to PE outside NZ sect 86
Section 63
Acting appointments
1a) appoint an employee temporarily to any higher level of position
1b) authorise and 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 that employees own level of position
Staff management
Code of conduct
Code applies to all employees employed by NZ police
Self test
Scrutiny - would your decisions or behaviour withstand scrutiny and be seen as appropriate by others?
Ensure compliance - does your decision or behaviour comply with the code and other police policy, general instructions and procedural expectations?
Lawful - is your decision or behaviour lawful?
Fair - is your decision or behaviour fair and reasonable?
We have high standards
Our reputation
Our influence and conflicts of interest
We protect people, our information and our resources
Our safety
Our information
Our resources
We do right by others
Our diversity
Our acceptance of others
Our history
We are responsible
What will happen if you breach the code?
Depends on circumstances police must follow disciplinary process, could include termination of employment
What is considered
Nature and circumstances
Intent
Your position, duties and responsibilities
Your ability to fulfil your duties and responsibilities
The impact on the organisation and relationships
Impact on the trust and confidence police has in you
How similar behaviour has been treated in the past
What is misconduct
Behaviour or actions that breach code or other police policies may not justify in dismissal but may result in formal disciplinary action
Treating person harshly
Abusive offensive language
Misuse police internet email
Using police databases for unauthorised personal purpose
Being absent from work or late without proper reason
Failure to declare conflict of interest
Misuse, treatment of police property
Not complying with lawful and reasonable instruction without sufficient reason
Bringing police into disrepute
What is serious misconduct Behaviour or actions that breach code or other police policies, employment agreements and seriously undermine or damage trust and confidence police has in you. May justify dismissal. Convicted of or pleading guilty to offence Corruption Bullying or harassment Sexual misconduct Theft or dishonesty Unauthorised access Repeated misconduct Knowingly making false declaration Excessive unjustified force
Performance management
Step 1 - informal discussion
Performance issues must be addressed asap after identified. Have informal meeting to establish if any underlining issues contributing to performance
Step 2 - performance meeting
Where performance not improved (does not necessarily mean pip will be put in place)
Step 3 - performance improvement plan
Sets out requirements and expectations from both parties - must be agreed by employee
Once pip implemented All agreed assistance provided Dairy meetings Monitor progress Any new matters arise during pip start process again
Step 4 - completion of the pip required standard reached
Instigating the disciplinary process for non performance - where employee does not achieve required standard consideration given to revising pip in some circumstances maybe appropriate to refer to disciplinary process
Integrity reporting and speaking up
Inappropriate behaviour by police employees continues to be Challenged Reported Investigated Appropriately dealt with
Principles
The behaviour we ignore is the behaviour we accept
All responsible
All encouraged to challenge / report
Supervisors responsible for providing support to staff if they speak up
Responsibility for own actions
All allegations taken seriously and resolved in timely manner
What is inappropriate behaviour
Unethical, breaches code, serious wrongdoing, harassment, bullying and discrimination
Does not apply to t&cs of employment, PGs, accusations that are know to be false
Confidentiality and anonymity
Can’t be guaranteed
Depends on circumstances
If subject of inappropriate behaviour has right to know
Challenge any inappropriate behaviour on the spot
Reporting inappropriate behaviour should follow normal reporting lines, can go to anyone else
Speak up helpline/online
IPCA
Supervisors taking report about inappropriate behaviour
Discuss in netural unbiased fashion
Obtain full detailed account, nature, names, times, dates, place other relevant factors
Advise what initial steps, whose advised, protections
Report to people group
Maintain detailed records
Speak up tiers of support
Tier one - core supervisory responsibilities - support by supervisor or nominated supervisor
Tier two - proactive management - where allegation required employment or criminal investigation, employee receiving retaliation for reporting - support services provided (welfare, Eap, HSO’s)
Tier three - active intervention - where tier 1 and 2 insufficient the people group pnhq will refer your case to local HSO or executive leadership board
Self reporting of certain incidents
Notify your supervisor in writing brief circumstances
Any charges
Infringements, driving, eba
Suspension of drivers licence
Speed excess 40km above limit
Respondent on PO
Charge/infringement results in loss of licence
Failure to notify supervisor may result in disciplinary action, supervisor must inform district professional conduct manager
Also advise if witness in court and police prosecution witness
Acceptable use of technology, equipment and information
Users of police technology and resources should not have any expectations of privacy of private communications made on or over or through the use of police systems.
Use is logged, recorded and reviewed.
Social media
Would I be happy to explain my social media comments or activities to the COP
IPCA Act 1988
Section 13
Duty of commissioner to notify authority of certain incidents involving death or serious bodily harm
Serious bodily harm includes fracture, deep laceration, injury to internal organ, impairment of bodily function, blow to head that causes severe concussion, injury that results in admission to hospital or allegation of sexual assault
As a result of police actions
Exception - dog bites where injury not deep laceration
Section 15
Duty of commissioner to notify authority of complaints
Must be given asap no later than 5 days
Examples
Non injury pursuit causes significant damage, use of force or significance or public interest, cell block or or other custody self harm attempt - likely place police reputation at risk
No surprises policy
When must the PNHQ duty officer be contacted
Death or serious injury arising from police duty, of police employees on duty
Significant incidents involving other agencies and police
Any incidents involving members of parliament politicians diplomats or dignitaries
High profile criminal or other incidents that will attract police attention
Any significant complaint relating to police action or integrity that is or could become public
The person notifying the duty officer must enter the incident in the serious incident database
Don’t enter serious complaint against a constabulary or non constabulary employee.
