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PPM Interview > PPM Interview > Flashcards

PPM Interview Flashcards

1
Q

I & D - What

A

Target groups: Women, LGBTIQ+, People with disabilities, CALD, First Nations, Young and old people

where everyone can feel:

  1. Safe
  2. Respected and
    3 Included
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2
Q

Managing personal productivity

A
  1. Work / life balance
  2. Manage stress
  3. Organisation
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3
Q

SCMU

A
  1. deals with member involved DFV & thematic behaviours identified during COI (bullying, sexism, misogyny, homophobia, racism) - a number of significant and concerning behaviours were found to be dealt with in a manner (LMR) that did not meet the expectations of the community
  2. identifies areas of poor culture and positively influenced to improve
  3. victim-centric, trauma informed approach through dedicated investigators and social worker, 2 x PPMs
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4
Q

PSAA (Purpose) s.7.1

A

system to correct, guide, rehabilitation and disciplining where necessary
maintain an appropriate standard of discipline in order to
1. protect the public
2. uphold the ethical standards of the service
3. promote and maintain confidence within the community and officers

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5
Q

UOF

A
  1. AAR - reviews performance, what did we do well, what could we do better.
  2. SERP
  3. Behind and Beyond
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6
Q

Employee engagement

A
  1. Autonomy. self-directed
  2. Mastery. improve skills
  3. Purpose. meaning and contribution
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7
Q

QPS values

A

Integrity. ensure we do the right thing.
Professionalism. lead by example.
Community. at the forefront of what we do.
Respect and fairness. Builds trust, and positive workplace culture.

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8
Q

MID 23/24 Operational Plan

A
  1. strengthen our response to DFV - ID areas for improvement (complaints), provide advice = enable increased public satisfaction
  2. create healthy and safe workplaces - support and engage through wellbeing strategies and provision of support services options during service of PDS (Father Mick LOWCOCK - highly regarded and has been chaplain for years, provides assistance to witnesses and SMs and any welfare matters that need tending to, nil HSO at present)
  3. drive service delivery through high standards of integrity - service delivery that reflects QPS values and commitment to complaint resolution guideline / PSAA
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9
Q

Interview Triangle

A

strategic
response
example

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10
Q

Interview response

A

what would I do?
how would I do it?
who would I do it with?
why? (link to strategic) / how would I do it better?

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11
Q

First 100 Days

A

Reactive
Review complaints on hand
Get to know up down left and right (include me)
Brush up on processes / PIPs

Proactive
Conduct SWOT
Move towards education strategies / awareness campaigns to identified risks

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12
Q

Strategic Plan

A

Vision - The safest State

Values - Integrity, Professionalism, Community, Respect and Fairness

Our People - keep our people safe

Our relationships - protect the legitimacy of policing through fair and ethical service delivery

Risks - strengthen integrity and professionalism to increase community satisfaction and trust

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13
Q

Policelink complaints

A

Receive and check assessment - ensure client service issue

Send to OIC for action and follow-up with complainant and station record

PPM - seek update on matters that may be unsure, keeps record, translate to COM file if deemed suitable

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14
Q

I & D - Why?

A
  1. calls on people’s insights and experiences
  2. values diversity to enrich employee engagement
  3. improve service and relationships within community

heighten WfQ:
1. fairness and respect
2. valuing diversity
3. barriers to success

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15
Q

Leadership - Key Characteristics

A
  1. highly ethical / trustworthy
  2. legitimacy (competency)
  3. role model
  4. effective / good communicator
  5. make good decisions / critical, creative and strategic thinker
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16
Q

Strategic Management

A
  1. vision / commitment to vision
  2. being well informed (connected) / willingness to delegate and empower
  3. astute use of power / emotional IQ
17
Q

natural justice / procedural fairness

A

right to be heard
right to be treated without bias
right to decision based on relevant evidence
*Briggenshaw Principles / **O’Keefe v DC Rynders

given a fair hearing and reasonable notice before a decision that adverse affects the person is made

18
Q

Proactive strategies

A

Awareness campaigns
Educational strategies

focus areas:
1. thematic behaviours
2. Declarable associations
3. complaints process

through
- email advice (individual and group)
- presentations / lectures
- shares on @workplace
- casual conversations

19
Q

Staff MH / Well-being as a leader

A
  1. invest in relationships
  2. adopt supportive approach
  3. remain engaged
20
Q

self test

A

withstand scrutiny
ensure compliance
lawful
fair

21
Q

giving feedback

A

positive / constructive / corrective

specific
measurable
attainable
realistic
timely

22
Q

my strengths and weaknesses

A

detective, management and prosecutions experience

good communicator, fair approach, emotional IQ

can be too hard on myself, can sometimes rush, can get nervous?

23
Q

collaboration strategies

A
  1. establish and maintain shared understanding and values
  2. Understand, manage and monitor stakeholder expectations
  3. Take action to solve problems

through meetings, emails, updated, timeliness and priority, lectures / presentation, conversations

Problem solving through
Scanning
Analysis
Response
Assessment

24
Q

My brand

A

Knowledgable
Approachable
Being fair and unbiased

to lead transparent complaints management within the District

25
Q

Workplace positive culture - as a leader

A
  1. remain optimistic / frame adverse conditions constructively
  2. communicate vision and why
  3. be encouraging / empowering
26
Q

Mount Isa - about

A

geographically expansive (some of the most remote / isolated places in the world)
one of the world’s largest mining complexes (has previously attracted protest activity)
27% of district’s population ID as First Nations (vulnerable group)

27
Q

Mount Isa - challenges

A
  1. DV rates at nearly 5 times that of state average
  2. high rate of youth crime - trends beginning to replicate Tsv-type youth offenders colliding / ramming vehicles is a high risk area
  3. WH frequently operating above capacity
  4. indigenous population re: communities (within MI itself, and communities Normanton / Doomadgee / Mornington Island), public drinking and residing in river bank

re: youth crime trends of ramming vehicles - PPM plays significant role in regulating behaviour, building knowledge and awareness to ensure safety and compliance - support frontline officers dealing with this

28
Q

Ethics and Accountability Framework - How

A

Know what is expected (Standard of Practice, legislation policies and procedures)

Education and guide staff (briefings / presentations, emails, development and performance)

Ensure we do the right thing (early intervention strategies)

Protect our standards (Complaints Resolution Guidelines, PSAA, Ethical leadership)

29
Q

Ethics and Accountability Framework - 3 principles

A

Values (QPS values)

Leadership (at all levels)

Accountability (confidence through operating within legal and policy constraints)

30
Q

Change management

A

Awareness
Desire
Knowledge
Ability
Reinforcement

31
Q

MID - WfQ

A
  1. performance management re: feedback and development opportunities
  2. well-being re: support / engage through well-being strategies
  3. replicate issues statewide re: thematic behaviours / COI
32
Q

MID - young staff

A
  • staff are generally young in age and in service, large portion being 1-3 years service (most move on after full tenure), isolated from family and support, lack life and work experience = creates OPPORTUNITY for PPM to 1. practively address conduct and performance AND 2. invest in development / mentoring of young, motivated minds and 3. set them up for successful career in QPS by building an ethical foundation in their formative years of service
  • same can be said for staff who take up positions, usually by promotion to MID who benefit from imparting knowledge on empowered leadership and management in support of strategic plan and district operational priorites
33
Q

MID - engagement with OICs / staff

A
  • due to remoteness, it can be difficult to connect with and influence staff in really remote areas but this can be achieved by
    1. going on one of the monthly Gulf circuits covering bigger stations Doomadgee, Mornington Island and Normanton;
    2. weekly management meetings, can connect in those meetings (Teams)
    3. annual MID OIC meeting which gives opportunity to meet and interact in person
34
Q

significant partnerships (external)

A

Glencore Mining (largest employer)
ATSILS
DTATSICA - Treaty, ATSI people, community and arts - community support, arts archives and youth
local decision making group
Kalkadoon Board (traditional owners)
funded agencies = 54 Reasons funded for DFV, Youth Hub etc
Youth Justice
DOCS
NQDVRS
Dept of Mines and Energy

**engagement with VPU / DVLO through meetings with key community stakeholders to breakdown barriers with stakeholders and discuss avenues of reporting complaints etc (esp by way of early intervention strategies)

35
Q

MID - governance

A
  • monthly business management meeting (SERP, PRC, honours and awards, work performance reviews) plus once a month confidential progress report
36
Q

COI - prevention strategies

A

ESC education and training package - deliver to district - teams for other areas
1. Outlines what came out of COI,
2. Seeking to call out behaviour in timely and appropriate manner - particularly at shift supervisor / OIC level
3. Reinforces Zero tolerance

PPM Interview (1 decks)

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