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CPK.30/8/22 > S7 - Strategic Awareness > Flashcards

S7 - Strategic Awareness Flashcards

1
Q

Tile: our business

Sub: why we are here

Vision

A

To be the safest country

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2
Q

Our purpose

A

Ensure everybody can be safe and feel safe

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3
Q

Mission

A

To prevent crime and harm through exceptional policing

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4
Q

Sub: what we do

Our goals

A

Safe homes, saferoads, safe communities

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5
Q

Our functions
S9 Policing Act

A

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

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6
Q

Operating model

**Taking every….

A

Prevention first

Taking every opportunity to prevent harm

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7
Q

Our relationship with Maori

Better outcomes …partner..

A

Te He huringa O Te Tai
Better outcomes for all by working in partnership with Maori.

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8
Q

How We Do It

Our priorities

**Be …

*Deliver the services…

A

Be first then do
-strengthening hell and who we are as an organisation

Deliver the services New Zealanders expect
-understanding and providing what the public want from their police

Focus prevention through partnerships
-focused police effort in working with others to achieve better outcomes

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9
Q

Our people

B S, V, F 2 ALL, C R

A

Be safe and feel safe
Valued
Fair to all
Compassionate and reflective

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10
Q

Our leadership

Everyone can be…

Be their best using PH…

A

Creating an environment where we:
The values individually and collectively
Inclusive, everyone can be themselves
Enable people to be their best using the PHPF

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11
Q

Our culture

Bringing humanity….

No one is ….

A

Collective effort for outcomes bringing humanity.
Bringing humanity to every interaction

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12
Q

Our partners

We can’t do it alone ..

Effective part…
Build strong…

A

Government agencies
Maori Pacific and ethnic communities
Community groups
Industry & Business
International partners

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13
Q

P R I M E D

A

Pro
Respect
Integrity
Maori
Empathy
Diversity

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14
Q

Title: prevention first

Prevention first National operating model supports our way of thinking that applies to all New Zealand police and informs everything we do.

  1. What are the 3 key outcomes in relation to prevention first which is designed to support and enhance the delivery?

P T D

  1. What are the 3 components of putting people at the centre?

D T M

A

1- Prevent crime and victimisation
-Target and catch offenders
-Deliver a more responsive Police service

2.
- Deploy to beat demand
-Target the drivers of demand
-mindset : take every opportunity to prevent crime

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15
Q

Prevention first puts people, victims offenders, staff at the centre of our model.

What are the 3 components of our model?

DBD, TDOD, MINDSET

A

Deploy to beat demand
Target the driver’s of demand
Mindset; taking every opportunity to prevent harm

Components all supported through our partnerships

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16
Q

Title: deploy to beat demand

How many years has it taken to implement improvement for staff deployment?

How many fingers?

A

5 years

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17
Q

Our deployment model

El deployment model provide the national framework to enable decision makers to deploy resources to the local environment using a consistent approach. True or false?

A

True

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18
Q

What are the 3 main factors that require police districts and others delivering services to the public to focus on the crime triangle?

Urgency
Support
Maximize

A

-Act with urgency against repeat and pirate offenders
-provide support and assistance to those repeatedly victimised
-maximum resources to location that repeatedly suffer disproportionate levels of crime

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19
Q

Title: Target the drives of demand

What are the 6 drivers of demand?

F O A M Y R

A

Mental health
Youth
Alcohol
Families
Roads
Organised crime and drugs

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20
Q

Youth

Youth come from Serious or life-course-persistent youth offenders often come from backgrounds of severe deprivation.

**Hint: age of young person before they’re an adult?

How much percentage of youth represent this in relation to the overall 40% of youth offending?

A

17%

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21
Q

Title:MINDSET; taking every opportunity to prevent harm

Sub: locations

How much percentage of locations generate 32% of calls for service relating to crime?

3+2

And what must we focus on in relation to preventative activities locations?

A

Answer: 5%

Answer: the 5 % locations

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22
Q

Sub: To deliver on mindset
-the 6 opportunities to prevent harm are:
1. Demonstrate organisational values and code of conduct in every interaction
2. Provides proactive inconsistent service to victims offenders by always using the risk assessment process footing with offenders
3. Build relationships of trust improve information sharing with partner agencies and communities that engage was with offenders and victims
4. Focus on victim needs in order to respond quickly
5. Create used for victim intervention plans and increase the proportion of vip’s completed in each area
6. Always use the agreed offender management approach . True false?

A

True

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23
Q

Title: Te Huringa O Te Tai

T H O Te Tai builds on “tuning of the tide” a strategy that has been in place since 2012

What opportunities does it provide in relation to improve practises and effective partnerships?

A

It provides an opportunity to refresh a collective approach while maintaining the original intent and wairua of turning of the tide

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24
Q

Turning strategy into action

What does the 3 strategic POU provide?

A

It provides a framework for police that best contributes to improving outcomes for Maori and reduce offending and victimisation.

A one-size-fits-all approach will not deliver a long-term sustainable solution.

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25
Q

Te Huringa O Te Tai is the driving Force behind police achieving 25% reduction in reoffending in Maori and 90% of trust and confidence in police. True or false?

A

True

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26
Q

1.Pou Mataara

Does this mean?

A

Our people and their mindset.

Adopting a Te Ao Maori view - alignment of our values and show culturally responsive initiatives and programs, restoring strength and well-being of individuals, family

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27
Q
  1. Pou Mataaho

What does this mean?

A

Effective initiatives and improved practises.

Taking every opportunity to prevent harm.

Research suggests investment in Maori led approaches that adresss interweaving components of offending, social home, social marginalisation, and over representation and the justice system Is more effective than programs designed by non Maori.

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28
Q
  1. Pou Hourua

What does this mean?

A

Effective partnerships.

Investment in Iwi Maori partnerships

Everyone taking responsibility

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29
Q

Title: high performance framework

By making this change to the PHPF, our people are unabled to have a greater impact on the communities we serve and deliver better outcomes. The commissioner. True false?

A

True

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30
Q

What are the 5 frameworks?

S C L - C - P M

A

Strategy
Culture
Leadership
Capability
Performance management

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31
Q

What is PHPF a part of?

A

It is part of our transformation program, the safest country policing 2021

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32
Q

F1 strategy framework enables our leaders to connect their teams to our businesses by clarifying our purpose in Police and outcomes we deliver True or false

A

True

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33
Q

F2 culture framework shows a shift in mindset moving away from a prescription based culture where leaders encourage qualities in top performers, enabling their people to make a difference. True or false?

A

True

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34
Q

F3 leadership framework and ensures leaders have a consistent understanding of the purpose and expectations of leadership in New Zealand police. True or false?

A

True

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35
Q

F4 capability framework equip individuals with tools to improve performance and help guide others to perform to their potential. True or false?

A

True

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36
Q

F5 performance management framework enables us to talk about performance in a way there’s both meaningful and helpful. True or false?

A

True

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37
Q

Title Policing Act 2008 S8, 9, 20, 30, 63

S8 Principles

What is is this ACT based on?

A

A.Principled effective and efficient policing services are cornerstone of a free and democratic society under the rule of law

B.Effect of policing lies on a wide measure public support and

C. Policing services are provided under national framework but also have a local community focus.

D. Police services are provided in a matter that respect human rights

E. Police services provide independently and impartiality

F. Every police employee is required to act professionally, ethically and with integrity

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38
Q

What is the rule of law?

A

Define the relationship of the government to it’s people; that people in a society should be governed by the law and should be free of arbitrary government

Some key concepts included in a world of war that people should be treated equally before the law and the individual Liberty should be preserved. Meaning of all of law concepts and contained in the bill of rights Act 1990

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39
Q

Why is the rule of law important for New Zealand police?

5 Answers

A
  • apply laws evenly; people shouldn’t be treated differently because of example statuses society, income, ethnicity. Police who commits crime must be
    -have a justice system that is free from corruption
    -we must not accept probes for example in exchange for not fighting charges
    -protect the rights of offenders full sample searches arrest and interviews are conducted in a way that is consistent with the law
    -protect rights of victims comma example victims right to privacy and respected, every right to information access to services
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40
Q

S9 Functions of police

What are the 8 functions of the police?

A

Refer to our business poster?

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41
Q

S20 - code of conduct

Defines in 2 sub sections?

A

Commissioner must prescriber code of conduct for police employees.com estate in a standard behaviour expected from please

It is the duty of every police employed to conduct himself or herself accordance with the code of conduct

“The code marks at departure from a long tradition of a highly prespictive approach to discipline, the cornerstone of which was a list of misconduct offences that were dealt with by an adversarial process drawing heavily on criminal procedure.

The code sets out the obligations of the police commissioner as employer, and the values and principles that underpin and guide the actions of police and 4 years and discharging their duties and obligations of the office or roll and their contact outside of the workplace.

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42
Q

S30 command and control

Every police must obey?

A

1.
General instructions
Commission circulars inapplicable local oders

2.
Every play some for you must obey awful commands

3.
In the absence of a supervisor
- his power is transferred to next employee who’s next in level opposition and
-in case of equality the longest serving police employ

4.
No police employee work under the direction or command or control of:
-a minister of the crown
-a person who is not authorised by other under the act or any act enactment of the law or control the actions of police employee

  1. Subsection 4 does not apply to a police employee outside our New Zealand who:
    -is part of an overseas operation within the meaning of section
    -is an employee within the meaning of section 91.
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43
Q

S30- acting appointments (Acting Sgt)

In the case of absence from duty Optus employee or in the case of vacancy for any reason I’m time or the episode legacy continues the Commissioner May?

A

1.
-appointing employee temporarily to in any higher level of
-authorise an employee to exercise or perform all of the powers and duties under the act of any level opposition higher than that employees in level tuition

2
Appointment authority under the section maybe giving all made before the occasion arises or while it continues

3.
No point authority may be questioned in the proceedings or on the ground that:
-dedication has not a reason or had
-the employee have not been appointed to any level of position to which the authority relates

4.
The Commissioner me anytime revoke any appointment made authority given under the section.

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44
Q

Authority delegated under the policing Act 2008 and other acts

S63 example

A

If a Senior Sargent is required to complete a joint certificate to authorize detention of CYP in custody exceeding 24 and until appearance at court

sergeant who temporarily stands in Senior Sergeant role, is not legally authorised to complete the joint certificate

Unless

They are specifically authorised to undertake the role or have been appointed is an acting Senior Sergeant

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45
Q

Authority delegated under the policing Act 2008 and other acts

2 Examples

S72 Arms Act 1983

A
  1. The Commissioner my delegate members of police of a level not less than inspector as he thinks fit all any of his powers under this ACT.
  2. Re New PSOs, an officer under level of Sergeant if that officer specifically authorised tissue that order by a qualified Constable

Qualified Constable defined as Constable who is of or above level of position of sergeant

Therefore before any acting sergeant authoriser ps0, they will need to specifically be appointed under that section

46
Q

Title: code of conduct

How can we be sure that conduct complies with the code and policies?

A

No Code or policy can cover everything, so we need to consider our values, apply common sense, self-respect, consider reputation of our police in our decision making

47
Q

Subject to any maters you must notify your manager soon as possible if: 3 answers

A

-Any charges you have to face
-Becoming a respondent of a protection order
-Infringement for driving with excess breath or blood alcohol concentration or drug impaired driving
-any suspension of your driver’s licence
-any speeding notice in speed excess of “40 km”
-any change or infringement that could lead to suspension partial suspension of your driver’s licence

48
Q

Misconduct x 10

A

-breaching police
-treating a person harshly
-abusive offensive language
-misuse of police internet email
-using police database for unauthorised use
-being absent from work or late without
-failure to declare conflict of interest
-mistreatment or not taking responsible care of police property
-not complying with the lawful for reasonable instructions without good and sufficient reason
-bring the police into disrepute due to behaviour

49
Q

Serious Misconduct x 9?

A

-been convicted of a pleading guilty to offence
-corruption
-bullying or harassment
-sexual misconduct
-theft or dishonesty on any kind
-unauthorised access or disclosure any matter related to police business including NIA
-repeated misconduct
-making a false declaration or statement including incorrectly recording data
-excessive unjustified violence

50
Q

Factors that may be considered when making a decision if a breach of this code is serious

-nature and circumstances
-intent, did you knowingly make decision or act out of line with this code or values or policies
-your position, duties and responsibilities
-your ability to fulfil your duties and relationships
-impact on the trust and confidence please has in you
-how similar behaviour has been treated in the past

True or false?

A

True

51
Q

Title: performance management

4 steps to follow when dealing with performance issues.

I P P C

A
  • Informal discussion
    -performance meeting
    -performance improvement plan
    -completion of the PIP
52
Q

What is performance management about?

A

It’s about seeking improvement through dialogue and providing support to enable the employee to perform satisfactorily.

It is not a disciplinary process.

53
Q
  1. Informal discussion

What should you be careful of when discussing issues with employee?

A

Be careful that the informal action does not turn into formal disciplinary action and unintentionally hinder employees rights such as the right to be accompany by a support person

54
Q
  1. The performance meeting

What are the five steps?

A
  • intro
  • provide information
  • opportunity to respond
  • problem solving
  • record keeping

After meeting

If a pit was put in place follow the instructions in step 3

If no pip was put in place, continue to monitor the employees performance

55
Q
  1. The performance improvement plan (PIP)

What are things to take note of?

A
  • in order for this to be successful he or she must agree to Pip
  • signature both parties and the date of the PIP should be signed
56
Q

Once PIP is implemented? 4 steps

A
  1. Ensure all agreed assistance is provided to them
  2. Diary meetings at interval agreed
  3. Put in place a system to monitor NZ police progress in meeting the requirements of the pip comma provide ongoing feedback
  4. Should new matters arise whilst the employee is subject to a pip, another performance meeting will need to be comvened and Pip revised
57
Q
  1. Completion of the pip required standard reached

What are the factors to be mindful of?

A

The end date should be confirmed in writing and the pip form and a letter confirming this should be provided to the employee

A copy of the pic should be retained in the employees performance management file along with a copy of any letter sent to the employee

58
Q

Title: instigating the disciplinary process for non performance

A

Consideration may be given to revising. However in some circumstances the matter will go directly to the disciplinary process.

Employee must be invited disciplinary meeting

HR advisory or someone from your local employment resolutions team must be involved

59
Q

Title: unacceptable behaviour

The purpose of this policy is to:

A
  • prevent and result harmful behaviour at work what enabling all to speak up at work, be herd and have their confidentuality protected

-provide guidance on how to identify different types of unacceptable behaviour

-achieve a shed understanding of what is and is not acceptable behaviour in the workplace

-explain our process for raising concerns about unacceptable behaviour

-outline types of support available for everyone involved

-explain our restorative approach to resolve unacceptable behaviour

-define our roles and responsibilities to maintain a safe inclusive workplace in high performance culture

60
Q

What are the five principles that underpin this policy

T R A P S

A

Trust
Responsiveness
Accountable
People
Safe

61
Q

How do we implement this policy?

A
  • define inappropriate behaviour and looks like
    -buy clear information and guidance on the options for addressing concerns
    -act properly maintaining mana and repairing harm
    -provide clear communication and regular updates treating all parties fairly and impartially when concerns raised
    -taylor support plans for those affected by harm for unacceptable
  • evaluate progress and outcomes to identify how we can continue to achieve and maintain a great workplace
62
Q

Title: finding an acceptable behaviour

What is unacceptable behaviour?

A

Harm is not only physical harm but includes serious and emotional distress. Some types of harmful behaviour are not only unacceptable but also unlawful this includes bullying, harassment and discrimination.

63
Q

What is not an acceptable behaviour?

3 answers

A
  • difference of opinion
  • legitimate leadership action to improve performance and assistance of high standards of performance comma cooperative team working, punctuality and attendance.
  • an isolated incident of abruptness.
64
Q

Title: responding to unacceptable behaviour

What are the four options?

Address it:

Y S M R

A

Yourself
Support
Manager
Report it

65
Q

Address it yourself

The three examples?

A

-Using language that is sexist or racist
-Talking to someone in a group of people in a demeaning way
-A joke at someone else’s expense

66
Q

Support during the process

What are the 5 support services available to employee

MC WED

A

Mate to Mate
Chaplain
Wellness
Employee Assistance Program (EAP)
District and service centre Early intervention leads

67
Q

Respondent

If the concern is raised against you,Police will?

4 answers

A
  • advise you of concern provide as much information of the nature of the concern and supporting information
    -ensure you are provided with appropriate assistance and support
    -explain the process on how your confidentiality can be protected
    -provide the opportunity to respond to the concerns in writing and an interview
68
Q

Title: identifying conflicts of interest

What are the 11 conflicts of interest examples

A

-relationship family and friends
-member of club or team
-financial interest in a trust or property
-holding another public office
-secondary employment
-acceptance of gifts
-legal obligation such as being a trustee
-financial information such as a loan
-providing written characters reference
-assisting family members or a friend in a dispute
-attending court in a support role

69
Q

Note: a perceived or potential conflict of interest can be just as damaging as an actual conflict

True or false

A

True

70
Q

Rolls/jobs at higher risk of conflict of interest.

What are the nine examples?

A

-internal investigations
-working in small community
-acting as a police rip in a government’s role for third party organisation
-exercising discretionary powers
-licencing of vetting
-using information obtained from NIA
-managing staff
-reviewing decisions in which he played a role.

71
Q

What are the 8 examples of how to manage conflict of interest?

A

-you seem channels as members of public 2xs police data for your own research
-responding to incidents asked for another employee to be assigned to incident investigations full stop if this not possible to clear the conflict of interest as soon as possible.
-supervisors should never investigate sexual other serious complaints against staff under the direct supervision
-internal investigators must complete in Independence of investigation conflict of interest declaration form**
-include declaration of interest agenda item at meeting when involved in government roles
-when participating in a tender process complete a conflict of interest and confidentiality agreement whether or not a conflict exist
-only provide written character reference as a private individual you should not sign off with police job title will you please get ahead. In certain situations you should never provide a reference, **“especially character reference for firearm licence
-if there is personal and Family ties within the police example mother partner potential conflict must be declared. Depending on the situation aternative put in iMovie arranged, there must be restored on for different shifts or it may simply be documented

72
Q

Title: maintain professional boundaries

What are the 9 steps to rectify and maintain professional boundaries?

A

-take responsibility for maintaining professional
-document all contact In Nia
-involve a support person
-if the person makes contact outside of working hours tell them your contact them when back at work
-keep colleagues and supervisors informed
-consider the cultural values of a person you’re dealing with seek advice from cultural advisors
-raise concerns with a colleague they me not be aware the actions are inappropriate
-if in doubt, ask yourself whose needs are being met?
-develop and follow plan of contact

73
Q

Officer j example notes …

A

Young 16 year old female was assaulted, police intervened. Female police was intimate text, police officer and a colleague confronted her and explain what was appropriate. Job sheet completed about interaction and discussed with Supervisor

74
Q

Title: supervisor and manager responsibilities

As a supervisor be respectful of the employee amaysim feel free to discuss conflicts of interest

Settings apple assist the risk weather at this please come collect could prevent your team member from making it on voice decision or without a reasonable observer May considered employee to be biased

Assist of risk of the conflict with the employee is the risk Club, medium or high?

True or false?

A

True

75
Q

Incorporation with employee what are the four points to consider when taking action?

A

-document the conflict of interest and how the conflict was managed
-support stuff with shoes ensure they are channels and place for people to raise concerns about that declare no conflict of interest I’ve been managed or breaches of the conflict of interest policy
-monitor conflict-of-interest, if required, for any changes
-consider strategies to avoid future conflicts

76
Q

Title: Flexible employment options (FEO)

What are the 4 benefits of flexible working options?

A

-enabling high performance
-attracting and retaining top talent
-accessing a border talent pool
-increase productivity

77
Q

What are the 4 common options for flexible working hours?

A

-working from home or an alternative location
-flexible time
-part-time
-condensed hours

78
Q

What is the key benefit to the organisation that is often overlooked?

A

Positive effect that comes from the employee being able to work in a way that suits their lifestyle increments. Having a balance that suits them the employees often more productive and more likely to remain working for police

79
Q

As a supervisor you have a pivotal role in promoting flexibility.

What are the five ways you can support FEO?

F E A R - T C

A

-F lexibility on the agenda
-E ducate
-A avocate
-R ole model
-T alk about flexibility with
-C hallenge

80
Q

Is a supervisor year did you need to consider any request for flexibility.

It is your responsibility to consider and respond to your request within……. Month I receiving them as per employment relations ACT.

A

One month

81
Q

Who can to decline your application

A

District commander or national manager

82
Q

What can a manager approve of?

A

-he or she can approve an application OR
-recommended is not supported
-if no options or solution found application must then be reviewed by district commander or national manager or equivalent for final decision

83
Q

Title: trauma support policy

What is the Tane story example 1 for trauma support?

A

Regardless of length of time in service, prior exposure to similar events they should be referred to the wellness adviser

84
Q

What is example 2 of Rose story

A

Call mechanic through direct involvement in incidence. ongoing exposure to sensitive and descriptive information and images can also have an adverse impact on a persons well-being

85
Q

What is your duty of care as a manager? 3 answers

A

-support and encourage your direct reports to keep to well-being of this staff right of mind this includes non police personnel such as scobys and volunteers

-take wellness needs and services into consideration through out and operational planning

-insure supervisors report to you by completing the mandatory referrals as per trauma support policy

86
Q

Under exceptional circumstances which work group has to do mandatory referrals?

A

Individuals and specialist or general respond rolls who have significant exposure to trauma such as natural disasters

87
Q

Under critical incidents when does a person have to be referred to a psychologist for further assessment?

A

It must occur when an employee is involved in a critical incident in the actions may have contributed to death or life-threatening injury, most common type firearms which results in death comma fleeing driver has crashed resulting in death

88
Q

When does the first appointment with a psychologist occur

A
  • earlier then 72 hours following critical incident
  • and ideally the second appointment should occur with in 10 days post-incident
89
Q

What’s the best 7 practises for rehab?

A

-Union a public contact made what’s employee
-medical social and work needs of the l engine for you been assessed in recorded at the earliest possible
-rehab meeting being conducted as soon as possible
-I return to work and rehab plan developed an agreed-upon
-regular ongoing meetings being held we’re all parties a 10 in the return to work we have plan updated
-we had process continues into the l engine employee returns to pre illness or preinjury roll or alternatively
-specialist medical advice being sought when appropriate

90
Q

What MUST you do as a supervisor

A

Take the lead role in initiating and managing the rehab of your employees following work absences due to illness or injury

91
Q

Title: return to work

What’s an example where improvement has happened because Identified in the audit?

A

-Timeframes of concern taking an average of 22 days

-streamline processes and training resulted in this timeframe reducing to 3-5 days in 2022

92
Q

ACC outsource their management of non-work injury claims to GB. ACC allocates your team members’ non-work claims to GB for management if they have more than……days off?

A

7 days off

93
Q

What is E A P

A

Accredited employer programme

  • this means police is responsible for managing any workplace injuries
94
Q

Acc role?

Third party admin role GAllghar Bassett?

A

Acc: they manage complex injuries arising as a result of motor vehicle incidents or other complex incidents

EAP: they managed ALL work injury claims on behalf of ACC

95
Q

GB help by:

5 Answers

A

-lodging your clean
-determining cover for you
-deciding in on entitlement including weekly compensation
-managing your treatment and rehab for covered work injury
-managing your safe for return to work

96
Q

Benefits to police

What are the 5 benefits employees get for being an accredited employer?

A

-engine employees have their needs assessed and received the appropriate medical treatment
-we can offer a flexible work environment that enables engine employees to return to work
-developed and maintain systems that prevent harm and support employees wheb injured
-they can provide support in targeted we have plans for that focus on the specific needs of police employees

97
Q

title: Work-related injuries

What are the four work-related injuries?

A

-an accident or series of events at work
-work-related gradual progress disease infection
-work-related noise-induced hearing loss
-work related mental injury caused by a single significant event likely to cause mental injury to people generally

98
Q

Who is covered?

A

All paid employees:

-permanent employees
-staff on fixed term contracts
-casual employees

99
Q

IMPORTANT!!

A certificate must be provided for all ACC absences. A new medical certificate needs to be submitted before the end date of an employee’s previous medical certificate. True or false

A

True

100
Q

Who can issue a medical certificate for workplace injuries or incapacity?

A

Only a gp/surgeon,specialist

101
Q

However what can a registered GP and physio or chiropractor lodge?

A

They both can lodge a ACC claim

102
Q

title: Return to work process

**MUST **

If employees are unable to come to work what are the responsibilities. 6 answers

A

-provide supervisor with the relevant medical certificates put on
-inform their supervisor at the earliest opportunity
-be available to attend rehab meetings as soon as possible
-keep the supervisor informed of any changes in the circumstances
-abide by that return to work/rehab plan:operational
-engage in the rehab process

103
Q

Employee rights:

8 answers

A

-comply with relevant legislation
-Mercury contact injured employee
-provide each employee with information about rehab process
-complete a return to work and we have plan: operational
-provide accommodation within the workplace allowing for rehab
-provide workplace support and relevant resources necessary for
Rehab
-not initiate unrelated disciplinary measures during the course of rehab
-allow the employee to bring a support person to all meetings

104
Q

The first 5 days:

Supervisor responsibilities:

What time frame do you have to fill out an incident report?

A

Within 48hrs

105
Q

Contact employees within……days?

A

within 2 days

106
Q

Received medical certificate for all ACC absences IF an illness then certificate is needed for over…..days

A

Over 5 days

107
Q

10 day Plus:

6 answers

A

-keep workforce management updated
-sure we can contact with employed to identify any barriers
-arrange a meeting with in for you to develop a return to work plan
-send the agreed and signed return to work plan to work at advisor
-ensure medical certificate are kept up-to-date

108
Q

Return to work obligations

4 answers

A

-ensure employee has provided a middle certificate to return to light duties
-meet with the employee regularly to update return to work plan full stop this plan must reflect the medical certificate restrictions
-send agreed and signed plan to your return to work at visor
-complete and submit the managers weekly rehab monitoring for GB case managed injuries

109
Q

Full duties

* Must

3 answers

A

-ensure the employee has provided a written medical clearance to return to for duty after nacys injury

-advice workforce management

-keep monitoring on return for duties to make sure that all is going well

110
Q

Title: acceptable use of information in ICT and social media

What does the Privacy Act 2020 prohibit?

A

It prohibited access, use & disclosure of official information for private purposes

111
Q

title: I P C A act 1988

S13

A

Duty of Commissioner to notify authority of certain incidents involving death or serious bodily harm.

Commissioner shell as soon as practicable give written notice sitting out the particulars of the incident

However there is an exception dog bites do not have to be reported within tree is not a deep laceration and the subject has been admitted to hospital until down the wound to be washed

112
Q

I P C A

S15

Notification must be given as soon as practical but no later than….. Working days after receipt of the complaint.

A

5 working days

Duty of Commissioner to notify authority of complaints

The authority may act on these notifications in the same manner as a complete notified under section 15 of the IPCA act 1988

Eg:
Non injury pursuit
Cell block self harm
Use of force

CPK.30/8/22 (11 decks)

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