Strat Awareness & mgmt Flashcards

Question

what are the 3 key areas of P F

Answer 1

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

Answer 2

the 3 components of deploy to beat demand Mindset: taking every opportunity to prevent harm target the drivers of demand are supported through our partnerships

Answer 3

police are uniquely placed as with the social investment approach as facilitators + connectors collecting info + intelligence - when shared can improve decision making to prevent harm

Answer 4

deploy resources to the local environment using a consistent approach

Answer 5

1. Act with urgency against repeat and priority offenders 2. Maximise resources to locations that repeatedly suffer disproportionate levels of crime. + 3. Provide support and assistance to those repeatedly victimised

Answer 6

using tactics that have been proven to work | evaluation determines if desired outcomes are achieved or refocus efforts

Answer 7

measure, monitor + evaluate the quality of deployment to ensure delivery of the outcomes we seek

Answer 8

``` alcohol families - whānau harm mental health organised crime + drugs road trauma youth - rangatahi ```

Answer 9

Police work involves responding to demand that is not necessarily criminal but which frequently offers opportunities for preventing crime and wider harm in our communities

Answer 10

lift veil of secrecy around family harm + child abuse expose organised crime groups to prevent inter-generational cycles of harm

Answer 11

Life Course Persistent - background of severe deprivation involving violence, alcohol drugs + absence of good role models 17% responsbl 40% ofndg

Answer 12

trauma-informed approach to vulnerable rangatahi allows their voice to be heard in decisions that affect them

Answer 13

Irresponsible use of alcohol contributes significantly drivers of demand. police n way fosters culture of rspnsbl drinking 2 rdce alchl-rel8d ofndg + vctmstn. mprv cptre + use alchl-rl8d data 2 nfrm Ev bsd dcsin mkg. wrk nprtnshp wth splyrs / prvdrs 2rdce hrm causd thru msuse of alchl / suprt rspnsbl cnsmptn. b cnsstnt n msgg re alchl + aprch 2 enfrcmt of lgesltn + rgl8tns

Answer 14

wrk smrtr 2 rdce rd deth + srius njry re Sfr Jrnys strgy. Plcg rds oprtntys2 dsrpt othr ofndg + prvnt othr typs of hrm rqyrs al stff nt jst rd plcng

Answer 15

Orgnsd Crm + Drgs n NZ r nvlvd n + prfit frm rng crmnl actvty ntinly + ntrntnly sgnfcnt nvlvmt n ilcit mrkts ncldng drg + f/arms. nvlvd n id crm, hmn trfkg, ppl smglng, cybr crm, mny lordrg + frud, mtv8d by fncil gain. Fcus prfssnl on prfsnl nvstg8tn of orgnsd crmnl ofndg we'l cntnu 2 prvnt + dsrpt thse crm typs

Answer 16

plc rtinly ntract wth mntly distrsd prsns. Thy myb vctms, ofndrs or nethr. Cn b dfclt 4 Plc + Pblc 2 no f Mntl Hlth s cntrbtng fctr n an emrgncy situtn

Answer 17

Plc wl wrk clsr wth prvdrs of hlth srvcs 2 nsur ths sfrg mntl dstrs r'nt a dngr 2 thmslvs of othrs. Plc cntnu 2 wrk wth mntl hlth prvdrs 2 nsre ths sfrg mntl dstrs r rspndd 2 aprpr8ly + thr ntrctn wth emrgncy rspndrs ds'n agrv8 thr dstrss

Answer 18

Our original Prevention First model advocated a change in thinking to put the needs of victims at the centre of policing. This doesn’t mean we forget about everyone else. Our interactions with all people—victims, offenders, the public, our partners and each other—are what drive trust and confidence.

Answer 19

We continue to place a strong emphasis on recognising our responsibilities to victims first and foremost.

Answer 20

We introduced ‘Empathy’ + ‘Valuing Diversity’ to our core values as a clear statement intentions. Prevention First reminds us that we are responding to real people, who deserve to be treated as we would expect ourselves or a member of our whānau to be treated. It means being attuned to victims’ particular needs and vulnerabilities and responding accordingly, often in conjunction with our partners and especially for those at the highest risk of re-victimisation.

Answer 21

Our Case Management process supports Prevention First by providing information and support to victims at a challenging stage of their journey, as well as by holding offenders to account. By improving the way we engage with victims, and in particular reducing the likelihood of repeat victimisation, we will reduce future demands on Police.

Answer 22

PF emphasis on preventing repeat victimisation. | Police focus on the most vulnerable - the Victim Focus Framework, re-victimisation can be significantly reduced.

Answer 23

The first point of contact provides staff with a Victim History Score to highlight previous victimisation Graduated Response Model 4 intervention with the victim + an inter-agency response for high risk victims.

Answer 24

bring together agencies to respond to at-risk victims to provide a more targeted response in line with the Government’s well-being approach

Answer 25

Deal quickly + appropriately with offenders is core police business. The public expects us to hold criminals to account. PF support offenders 2 make a positive change, enable offenders in more serious cases to get access to support services they need to desist from offending. ie, using diversion with interventions relevant to the individual’s offending behaviours may prevent further offending victimisation and harm.

Answer 26

provide front-line staff with a wider range of resolution options for offenders. staff - greater discretion, keep low-level offences + first-time offenders (young people) out of justice system ensuring crime is addressed + victims have redress.

Answer 27

5% of locations generate 32% of calls for service re crime. Focus prvntn activities on the 5% of locations, we have the potential to significantly reduce harm and victimisations. Relationships between time + place to effectively target prevention activities towards those locations associated with a disproportionate amount of offending.

Answer 28

Police High Performance Framework | Our Values + Code of Conduct set the standards our interactions will be measured, internally + externally (public)

Answer 29

Leaders for PF thinking Police HP Framework - all staff u/stnds their prpse + hw thy cntrbte 2 our gls. PF provides clear guidance regarding the principles that must drive our decision making.

Answer 30

Tke every opp 2 prevent harm, we'll – · Dmnstr8 our Values + Code Conduct n evry interaction · Prvd prctv + cnstnt srvc 2 vctms + ofndrs by usg risk assmnt process 4 delg wth ofndrs + victims · Bld rel8nshps of trst 2 mprv info shrng wth prtnr agncs + comuntys tht engge wth vctms + ofndrs · Focus on vctms’ neds n ordr 2 rspnd qkly + cnsdr8ly 2 victims · Cre8 usfl Vctm Intrvntn Plans (VIPs) + ncrse th prprtn of VIPs cmpltd n ech area · Alwys use th agrd ofndr mngmnt aproch · Mke sre evry mmbr of th tm knws hw their wrk cntrbtes 2 our orgnstnl goals, thu th Police HP Framework.

Answer 31

Any tym someone hs xprencd hrm, it's natural 2 wonder wht we cud've done 2 prvnt tht harm from occurring.

Answer 32

PF we tke evry opp 2 prvnt harm by lukg bynd our rspnse 2 th imedia8 sitn. luk at how u tke advntge of th ntractions u hve with vctms, ofndrs + mmbrs of th pblc 2 prvnt futre or ongoing hrm + ultmtly hve a pstve long-term impact for all NZrs.

Answer 33

Irspctve of wat prt of policing you work in, having a prevention mindset applies to you. PF mindset intgrl 2 evrythg we do, we can cntinu 2 rduc the harm NZrs exprce frm crime + road trauma + strengthen ‘the T + C of all’. If evryone hs ths mindset, NZ Police wl dlvr on th ntnt of ‘Our Business’: mkg NZ sfst ctry n th wrld, whr we cn ‘Be Safe and Feel Safe’.

Answer 34

The Police HP Framework prvyds a unqe tlbox 2 help us bld th wrld’s bst Police service. It will help us foster a new style of leadership. One where our leaders are focused less on ‘command and control’, and more on enabling their people to be the best they can be in their roles and giving them the mandate to make a difference.

Answer 35

Our people get access to proven tools developed by the Steel Institute of Performance through decades of coaching elite sportspeople and businesses to success. The PHPF will ensure everyone in the organisation understands their purpose and how their role contributes to us delivering on ‘Our Business’. It is one of the biggest commitments NZ Police has made in its people and a key priority for the Commissioner.

Answer 36

Our Mission, as expressed in Our Business, is ‘To be the safest country’. It is a high aspiration and reflects the commitment from Police to exceed public expectations. It means we need to become the world’s best Police service. To do this, in our increasingly complex operating environment, requires a better way of working and we need everyone to be striving for excellence in their role, and to be fully committed to the purpose.

Answer 37

It’s not about expecting our people to work harder - but enabling them to work more appropriately to deliver on our purpose – that people are safe and feel safe. In the words of the Commissioner: “It will ensure everyone in our organisation has the tools and the ability to be the best they can possibly be – because that’s what’s expected of us.”

Answer 38

Capa, Cult, Lead, Perf, Strat Frameworks Strategy framework (F1 Strategy) leaders connect their teams to Our Business, the purpose of their role, + how they, contribute to NZ Police. The Culture framework (F2 Culture) a shift in ‘mindset’, a culture of leaders focus on purpose + enabling to make a difference. provides a tool how leaders can build a high performance culture in their teams + ultimately across Police.

Answer 39

The Leadership framework (F3 Leadership) ensures leaders have understanding of purpose + expectations of leadership + are equipped with the tools to excel in their roles. The Capability framework (F4 Capability) will equip individuals with tools to improve performance and help guide others to perform to their potential. The Performance Management Framework (F5 Performance Management) enablers to talk about performance in a way that is meaningful + helpful.

Answer 40

The PHPF - take a fresh look at leadership and provides tools to help you excel as a leader. The more you understand our PHPF, the more it will resonate with your people. It's important you understand + demonstrate the core principles of each framework as they are introduced.

Answer 41

PHPF is a leader-led process. If you're a spectator, it won't have the impact on your team you need to have. PHPF empowers our people + gives them the mandate to make a difference every day in their roles.

Answer 42

The Strategy framework, in particular, the cascading of the Strategic Performance Template™ (SPT). The SPT better connects our people to Our Business. Leaders use SPT 2 connect their people + activities to our strategy + have the right conversations so they know what 2 deliver 2 succeed.

Answer 43

ELB developed Our Business. placed it into our Level 01 (Police) SPT. It a high-level view of what we're aspiring to achieve + how we'll achieve it.

Answer 44

The Strategic Framework All leaders will assist their team develop their SPT, This ensures the organisation is on the same page, re clarity of purpose to deliver + help achieve Our Business.

Answer 45

The SPT ensures leaders have quality conversations about our strategy + purpose + what you need to deliver to help us achieve it. Our Business. The SPT is ongoing, teams to meet regularly to review progress against activities and outcomes stated in their SPT.

Answer 46

The Strategic Framework will set us up for Framework 2 – Culture, which will help us build the high performance culture we will need to achieve Our Business.

Answer 47

The Culture Framework will enable us for the first time to clarify what a high performance culture looks like and how to bring it to life at every level of Police. As we see in sport, a high performing team is more successful than a group of high performing individuals.

Answer 48

The framework consists of two tools, the Culture Transformation Tool™ (CTT) and the Characteristics of a High Performing Team™ (CHPT). · The Culture Transformation Tool helps us identify the culture change we need to make to deliver the outcomes we are promising New Zealand. It shows where we’ve come from as an organisation and where we want to get to. And how culture change will drive behaviour change and lead to the outcomes we want. See this tool at the end of this part.

Answer 49

· The Characteristics of a High Performing Team provides us with a tool to build an aligned high performing workgroup. It defines the qualities of top performing teams, and enables our teams to reflect on how they measure up and how they can lift their performance.

Answer 50

United. As committed members of a high performing team, we share the same vision, aspirations and values. Furthermore, we trust one another’s motives and intentions beyond question.

Answer 51

Committed to excellence As a high performing team, we strive to be the very best in all that we do. This ethos encourages each of us to excel irrespective of our capability, experience or position on the team. Our commitment stems from the knowledge that we want to be successful and as such, we endeavour to uphold our values and standards; thereby ensuring we each remain committed to the cause rather than looking out for ourselves.

Answer 52

Individually accountable and responsible As individual members of a high performing team, we accept the need to be accountable for our performance. We know the only way we can retain the privilege of remaining a member of the team is to take responsibility for our performance (contribution) and development.

Answer 53

Supportive of one another As a high performing team, we support one another as people and as members of the group. We are not interested in judging one another. We accept one another. Furthermore, we embrace our similarities and differences as we know the combination of our unique skills and capabilities is critical to our success as a business.

Answer 54

Historically police have operated under a ‘command and control model’ with senior managers expected to direct the activities of their people. In addition to this, we have extensive policies and operating procedures outlining the way we expect our people to respond.

Answer 55

“Just tell me what to do boss and I’ll do it” is a statement heard all too often in Police. While this shows respect to leadership, it also reflects a sense of powerlessness and lack of clarity or engagement.

Answer 56

In many instances, our people feel that our expectation is for them to defer responsibility to their supervisor rather than thinking about what they need to do to deliver the outcomes we are after.

Answer 57

The Executive want to empower every member of Police to make the right call to deliver the outcomes highlighted in Our Business. This requires a move away from a prescriptive-based culture to a more principle-based culture. In other words, the shift we are looking to create will ensure our people are empowered to take the most appropriate action relative to the circumstances in front of them.

Answer 58

To do this, our staff need to have a clear understanding of the organisation’s intent and their role or purpose in it.

Answer 59

The key to this becoming the norm is for us to build a culture where leaders are focused on setting the direction, creating clarity of purpose and ultimately, enabling their people to deliver against their purpose rather than dishing out instructions and expecting their people to follow them (accepting we will always apply a command and control approach to special operations).

Answer 60

They say successful leaders think about leadership differently. From the outside, it can appear that to be an effective leader, we need to assert ‘control’ over our people. However, what SPS says is leadership isn’t about control, it’s about ‘influence’ and ‘enablement’. In other words, they believe it’s our ability as leaders to enable our people to deliver on their purpose that will determine our success as a leader.

Answer 61

Police’s F3 Leadership Framework will for the first time allow us to define the purpose of Leadership in Police and by doing so, change our people’s perception as to what leadership is. By changing our view of leadership, it will enable us to leverage our structure to transform the way we operate as an organisation rather than seeing it as a mechanism to control resources.

Answer 62

The framework consists of two tools, the Set > Enable > Expect ™ (SEE) and the Principal Responsibilities of Leadership ™ (PRL). See these tools at the end of this part. · The Set, Enable, Expect process explains the 'purpose' of leadership when examined from a performance perspective. By applying this tool (that follows), our managers will be better equipped to excel in their roles as leaders.

Answer 63

· The Principal Responsibilities of Leadership tool will enable us to describe what leadership means in the context of Our Business and therefore highlight what our managers need to focus on to deliver on their purpose as a Police Leader. SPS's research suggests that leadership can only be leveraged as a performance enabler when a common leadership framework is used.

Answer 64

Because leadership is the key to driving (transformational) change, it’s vital your people see you changing what you focus your attention on. It is the change your people see in you that will determine the change they in turn are likely to make. In this sense, the change we want to make as an organisation is the importance of our people to our performance. In other words, we want to change our people’s perception as to why their leader exists so they know they are there to help them excel rather than control their efforts or activities.

Answer 65

As SPS say’s, leaders can change their people’s mind-set and therefore their performance. By helping ‘our’ people become better at their role, we will step change the performance of the organisation as a whole. In other words, we need to enable our people to perform to their potential so we can achieve Our Business.

Answer 66

The Capability Framework will equip our people with the tools to be their best in Police. By giving our people access to these tools, it will not only help us unlock their potential as individuals, it will help us build the capability we need to deliver on our commitments to communities.

Answer 67

Our people are our most important asset. Today, Policing is more about our ‘people’s’ performance than it is about the equipment we use or the tactics we apply. Undoubtedly, it is our people’s ability to deliver the outcomes we are looking for that will determine our success as a business.

Answer 68

The Capability Framework consists of a series of Performance Improvement Models that will help every member of our staff perform to their potential.

Answer 69

If we want to be the safest country (as per our mission), we need to be the world’s best Police service. To achieve this, we need to equip our people with the tools to deliver the outcomes we are seeking from their roles. Introducing the Capability Framework will not only help us deliver Our Business, it will enrich our people’s experience working in and for Police.

Answer 70

As a self-reflective tool, the Steel Foundation of Performance Model (being our ‘Capability’ model) helps people understand what they need to work on to improve their capability based on their conclusions rather than being solely directed by others.

Answer 71

Facilitate a conversation with each of your direct reports using the Steel Foundation of Performance Model 1 (SFOP-1) – refer to page 39. In particular, we recommend you remind your people about the three levels in the triangle so they understand the factors that govern their performance.

Answer 72

Then using the Capability Assessment Action Plan template - refer to page 40 - encourage your direct reports to carry out a self-assessment against each element and level in the triangle using a I-10 scale. These assessment can be carried out with you or they may prefer to do it on their own.

Answer 73

Once completed, discuss your direct reports’ self-assessments with them (1-10) and together, agree on a set of ‘Actions’ to help them identify what they will need to work on to improve their capability which would then form their Capability Action Plan. Remind your direct reports that it’s not about filling in each box but focusing on the areas that are most relevant to them and their development.

Answer 74

We recommend you review their progress against their respective Action Plans once a month as part of your monthly conversation then repeat the process approximately 6 months later to re-set their Capability Action Plan for the next 6 months (cycle).

Answer 75

Please note: The Capability Framework will give our people immediate access to the tools SPS developed for elite athletes. By equipping our people with these tools, we will transform their ability to fulfil their role.

Answer 76

Performance Visible - S/K/E Skills / Knowledge / Experience Non-Visible State Of Mind

Answer 77

The Performance Management Framework brings all the five frameworks together ensuring our people have got what they need to deliver the outcomes we are seeking from their role. It will allow leaders to engage our people in better quality conversations about their progress and development so they can help them improve their Performance and Contribution to both Police and the communities they serve.

Answer 78

Although Police are accustomed to applying a Performance Management process, the PHPF F5 Framework is different than what we have done in the past as it focuses on our people’s development so leaders can enable them to be their very best in Police.

Answer 79

Although Police are accustomed to applying a Performance Management process, the PHPF F5 Framework is different than what we have done in the past as it focuses on our people’s development so leaders can enable them to be their very best in Police.

Answer 80

The Performance Management Framework consists of three tools: · The Development Plan will help leaders equip our people with the tools to deliver on their Performance Agreement. Under conventional systems, the terms ‘development’ tends to refer to either ‘career’ development or a process to address ‘poor’ performance. However under PHPF, it means helping every member of our staff perform to their potential in their current role.

Answer 81

The Performance Management Framework consists of three tools: The Monthly Progress Review will enable leaders to conduct more meaningful conversations with their people about their progress and development using the PHPF Frameworks.

Answer 82

The Performance Management Framework consists of three tools: The Annual Performance Review will allow leaders to better assess our people’s Performance and Contribution to Police and communities served at the end of the year. By focusing our Performance Management process on our people’s ‘development’, we will step-change the level of support we provide them.

Answer 83

Facilitate a conversation with your direct reports about our new PHPF based Performance Management system and the tools it includes. In particular, explain the purpose of each tool and how it differs from the type of system we have used in the past.

Answer 84

Then using the SPT, clarify their purpose in Police and the outcomes they need to deliver; noting their SPT will form their Performance Agreement.

Answer 85

Next, using the Development Plan template, help your direct reports prepare their Development Plan, by asking them what they believe they need to work on to deliver the Outcomes highlighted in their SPT (Performance Agreement). Remind your direct reports that it's not about filling in each box but focusing on the areas that are most relevant to them and their development.

Answer 86

Once in place, we recommend you discuss your direct reports' progress against their respective Performance Agreements and Development Plans (1:1) once a month to ensure they're getting the support they need from you to deliver the outcomes we are looking for from their role.

Answer 87

Finally, at the end of the performance year, complete a Performance Review with each of your direct reports using the Annual Performance Review template.

Answer 88

To do this, you and your direct report will (independently) complete an assessment of their performance before coming together to agree on the descriptor that most fairly reflects their performance throughout the year. This will enable you to summarise their performance during the year before helping them reset their Performance Agreement and Development Plan for the coming year.

Answer 89

Please note: The Performance Management Framework should act as the basis of your monthly performance conversations with your direct reports throughout the year. Because of the unique process involved, it offers us an opportunity to not only transform the support we offer our people, but the way we engage them.

Answer 90

Currently, Māori are three times more likely to be arrested and three and a half times more likely to be charged. They are the current population group that is at more risk to either become an offender or victim or both.

Answer 91

The general imprisonment rate is 200 per 100,000. For non-Māori, that rate is 105, while for Māori it is 620. Maori make up over 50% of the general prison population, 60% of youth in justice facilities, 60% of women in prison and 60% of CYF removals Māori are not just more criminal, but more policed and more judged.

Answer 92

In the 1930s, 80 percent of the Māori population lived in rural areas and tribal homelands but by the 1970s, the large majority of Māori were urban dwellers (Statistics NZ, 2012). With a slowing in rural economy and an overpopulation of land resources, urban life presented Māori with an attractive alternative. The urban drift of Māori from the 1940’s, resulted in many moving to the cities away from living within a collective with a similar world view. Urbanisation resulted in a series of unintended consequences where Māori became disconnected from their cultural base and wider support networks. Without these traditional structures, a group of young Māori lost their sense of belonging, suffered unemployment, experienced loneliness and developed antisocial behaviour.

Answer 93

The accumulate impact over time has produced generations of children who own an identity formed by the family structure they inherit, the lack of parenting skills they experience and survival social and support networks, as those provided by gangs, that have become normalized.

Answer 94

Te Huringa o Te Tai – Turning the Tide is the Police response to addressing this harm. It is also the practical application of the organisations commitment to Māori and the Treaty and represents the on-going commitment Police have made to think and act differently. In partnership with Iwi Māori, we aim to increase the positive impact we have so that all Māori will live full and prosperous lives, free from crime and road trauma.

Answer 95

We have the opportunity to embrace the benefits which come from cultural reconnection of Māori. Increasing our understanding of kaupapa Māori frameworks to develop tikanga Māori interventions and programmes will enhance our ability to achieve positive long term outcomes with Māori.

Answer 96

Being able to deliver a response, service or intervention which is wrapped in a korowai of tikanga Māori and reo Māori will assist to address the adverse impact these historical factors have had on Māori development.

Answer 97

Cultural cornerstones such as whakapapa, tikanga, wairua, tapu, mauri, and mana, have the potential to restore wellbeing, transform behaviours and provide an alternative outlook. This increased connectedness in turn, becomes a protective factor within whānau, hapū and iwi.

Answer 98

This strategy encourages a Prevention First focus through a whānau ora approach to address the constant recycling of Māori through the criminal justice system. It asks us all to find the opportunities for change - in ourselves, in the organisation, the way we do things and for Māori themselves through a partnership approach.

Answer 99

If we are to reduce harm to all New Zealanders, we need to work with Iwi Māori leaders, their communities and whānau to reduce harm to and by Māori. This Introduction has been provided by Maori, Pacific and Ethnic Services, PNHQ.

Answer 100

All Māori will live full and prosperous lives, free from crime and road trauma.

Answer 101

Aroha. We all make mistakes. We stand by people who accept responsibility for their mistakes and try to put things right. We do not turn our backs on them or judge them. But we don’t make excuses for them either. Whakarīrā. Each generation strives to better themselves, for their own sakes and for the sake of their children. Manaakitanga. We are hospitable, fair and respectful – to ourselves and others.

Answer 102

To protect our wellbeing by preventing crime and injury and death on our roads.

Answer 103

Applying crime and crash prevention techniques We will prevent opportunistic offending, and crashes, by making both more difficult, more risky, less rewarding, less tempting and less excusable.

Answer 104

We will also make it harder for people to get hold of things that make them more likely to commit their crimes; things like alcohol and cannabis, vehicles, weapons. Police will tell us what offences are being committed, and what types of crashes are occurring, where and when. Together, we will decide how we are going to use that information to stop the crime from happening. Otherwise, it’s just another talk-fest.

Answer 105

It is well known that small groups of people are repeatedly victimised and commit a lot of the crime that gets reported to Police. Police will tell us who these victims and offenders are. We will approach them, and if they’re willing, help them to stop being victims or offenders again. It will be hard work and take up a lot of time. But we will prevent repeat victimisation and persistent offending.

Answer 106

Sometimes “the system” makes things harder than they need to be. There are two things at play here. One is stereotypes. People think Māori and crime go hand-in-hand. Some of us even try to live up to these low expectations. Is it any wonder that, when things go wrong, no one wants to give us the benefit of the doubt? The second thing at play is the “attitude test”. We can get ‘anti-Police’ before they’ve even done or said anything. And Police Officers sometimes do the same to us. This is something we both need to work on.

Answer 107

Crime and crash prevention doesn’t need to be rocket science. Once we know what is happening, where and when, we can use a bit of common sense to stop it.

Answer 108

If our kids are shoplifting on the way to and from school, one simple solution is to walk with them! The hardest part will be accepting what Police tell us. Some of us won’t like what we’re told, especially if it’s our own relations at fault.

Answer 109

This won’t be news to anyone, but most of the crimes Police charge Māori with involve physical violence, shoplifting, theft from cars, burglary, joyriding, disorderly behaviour, cannabis, disqualified driving. Some parts of the country are worse than others. We’re talking about Rotorua, Western Bay of Plenty, Gisborne, Counties-Manukau, Hamilton City, Whangärei, Waitakere, and Hastings. Hardly surprising given that lots of Māori live in these places, and Police tracks into these communities are well worn.

Answer 110

Gender and age are two of the strongest predictors of apprehension by Police. With some variations by offence type, and era, around 80% of Police apprehensions of Maori are of males. And the age group most likely to be apprehended by Police are 14 to 23 year olds.

Answer 111

Last but not least, Māori are more likely to be arrested on Fridays, Saturdays and Sundays, from 3pm through to midnight – the same times that we do most of our drinking.

Answer 112

The way we will deliver our crime and crash prevention objectives is through… Throughout New Zealand, members of local and far flung iwi live alongside each other. If this strategy is to succeed we cannot afford to say things like, “it’s not my problem, it’s another iwi’s problem”. Instead, iwi will work together by ensuring all Māori living in their regions, regardless of which iwi they belong to, receive the help they need.

Answer 113

The way we will deliver our crime and crash prevention objectives is through… In fact, we will work with anyone and everyone who shares our vision. We will get better results from pooling our resources and working towards the same goals. Our partnership with NZ Police is a classic example of this. We will be relying on Police for information about when and where crimes are happening. And Police will be relying upon us to access communities that are closed to them. Neither of us can succeed without the other.

Answer 114

The way we will deliver our crime and crash prevention objectives is through… Taking people out of their families to ‘fix’ them and then putting them back doesn’t work, especially when the family is a gang. Sometimes, we’re our own worst enemies and let our families lead lifestyles that encourage crime. ‘Fixing’ individuals doesn’t change the family.

Answer 115

Other times, the problem is not with the individual or the family, it’s with circumstances. People can only take so much strain before something ‘gives’. Māori have more than their fair share of strain to cope with. The key is to find ways to break free from those strains and not get trapped.

Answer 116

We firmly believe that positive family relationships can spark change. So, we will support people to make positive choices so that they can influence their family members and help meet their needs.

Answer 117

For many of us, crime has become normal and acceptable. Some of us even talk about crime like it’s a good thing. If the crime is to stop, then this sort of talk needs to stop.

Answer 118

We want to encourage householders to talk about crime prevention – around dinner tables. We want to encourage schools to talk about crime prevention – in classrooms. And we want to hear crime prevention talk on our marae – during whaikorero and in the kitchens and dining halls. This will test whether marae really are the lynchpin of Māori society.

Answer 119

We want as many people as possible talking about why crime is wrong, who gets hurt, and what each and every one of us can do to prevent it. It’s time to stop paying lip service to tikanga and put our cultural values into action. Until we do, the people who suffer are our children, siblings, parents, grandparents, aunties and uncles.

Answer 120

In order to bring about lasting change, the social problems that lead to crime need to be dealt with. The sorts of social problems we are particularly concerned about are shown below. This is not a complete list, but it is plenty to be getting on with. Police may not have the time or skills to do much in these areas. But, for best results, we might want to combine our development work with enforcement from time to time. . Reducing male absenteeism · Improving child supervision · Keeping kids in school · Boosting parenting skills

Answer 121

To make sure we meet our crime and crash prevention goals, we will be keeping a close eye on progress. If we can achieve all of these things, Māori families in 2018 will be living healthier lifestyles, in a safer and more just society. Māori will have more trust and confidence in the criminal justice system. We will pride ourselves on the fact that crime is NOT part of our culture and heritage and New Zealand society as a whole will start to realize that crime among Māori is not inevitable. Instead of appearing in the criminal justice system and becoming a burden on taxpayers, Maori will have grown the economy. This strategy will be acknowledged around the world as a model to follow. And naysayers will eat their words.

Answer 122

Helping us live our values every day so we earn the trust and confidence of everyone in New Zealand. Our values are the fundamental principles of behaviour and attitude that guide the way we do things. The Police values are the key things that this organisation says are important. They describe the behaviours associated with these values. There are 6 Police values. They are:

Answer 123

Look the part, be the part. Definition: We take pride in representing Police and making a difference in the communities we serve. Why? Looking and behaving professionally, combined with our expertise, is core to helping our colleagues and communities feel safe and be safe.

Answer 124

Treat others as they would want to be treated. Definition: We treat everyone with dignity, uphold their individual rights and honour their freedoms. Why? Being respectful of each other and the communities we work with builds trust and confidence in our organisation.

Answer 125

Actions say it all. Definition: We are honest and uphold excellent ethical standards. Why? Our integrity as individuals, and as an organisation, is critical to building the trust and confidence of our colleagues and the communities we serve.

Answer 126

Stand together. Definition: We act in good faith of, and respect, the principles of Te Tiriti o Waitangi – partnership, protection and participation. Why? Working with Mäori is essential to our success. Only together can we build the support and relationships vital to reversing the over-representation of Mäori in the criminal justice system.

Answer 127

Walk in their shoes. Definition: We seek understanding of and consider the experience and perspective of those we serve. Why? We get better results when we appreciate situations from the point of view of the people we serve and work alongside.

Answer 128

Many views, one purpose. Definition: We recognise the value different perspectives and experiences bring to making us better at what we do. Why? Reflecting the communities we serve and appreciating different thinking will lead to better problem solving and results.

Answer 129

This Act is based on the following principles: (a) principled, effective, and efficient policing services are a cornerstone of a free and democratic society under the 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 local community focus: (d) policing services are provided in a manner that respects human rights: (e) policing services are provided independently and impartially: (f) in providing policing services every Police employee is required to act professionally, ethically, and with integrity.

Answer 130

The rule of law is a fundamental characteristic of a democratic society. It can be hard to explain as it means different things to different people. However one definition is that it “defines the relationship of the government to its people: that people in a society should be governed by law and should be free from arbitrary government” (McDowell + Webb 2002).

Answer 131

Some key concepts included in the rule of law are that all people should be treated equally before the law and that individual liberties should be preserved. Many rule of law concepts are contained in the Bill of Rights Act 1990.

Answer 132

Police are responsible for administering the law and therefore need to administer it in a manner that is consistent with the rule of law. This applies to both Constables and Police Employees.

Answer 133

· We need to apply laws evenly i.e. people shouldn’t be treated differently because of, for example, their status in society, level of income, gender or ethnicity. Police officers who commit criminal offences must be held accountable. · We work in a criminal justice system that is free from corruption (defined as using public power for private gain). · We must not accept bribes, for example in exchange for not filing charges. · We protect the rights of offenders, for example, searches, arrests and interviews are conducted in a way that is consistent with the law. . We protect rights of victims, for example victims’ right to privacy is respected, as is their right to information and access to services.

Answer 134

The functions of the Police include— (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 New Zealand: (h) emergency management

Answer 135

Note The Police discharge a wide range of functions, duties and responsibilities. Initially, the substance of a constable’s duties and responsibilities was largely developed through the common law. Many have now been codified in the Policing Act 2008 with only a small residue remaining in the common law. Other significant areas of policing, such as maintaining road safety and prosecuting offences, derive from broadly drawn statutory provisions. Additionally, a growing number of powers, duties and responsibilities can be attributed to provisions in other statutes.

Answer 136

(1) The Commissioner must prescribe a code of conduct for Police employees, stating the standards of behaviour expected from Police employees. (2) It is the duty of every Police employee to conduct himself or herself in accordance with the code of conduct.

Answer 137

Note The code of conduct governs the professional and personal conduct of all Police employees. The code marks a departure from a long tradition of a highly prescriptive 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 employees in discharging the duties and obligations of their office or role, and their conduct outside of the workplace. It also governs the conduct of Police employees engaged in overseas operations and in United Nations activities. A departure from the code’s ethical and professional standards that constitutes misconduct, or serious misconduct, attracts a sanction commensurate with the breach. The personal grievance procedures applicable under general employment law provide a review or appeal procedure in respect of any sanction imposed for misconduct.( Policing Act 2008, s 56, under which the provisions of the Employment Relations Act 2000 apply to the Police) The provisions of the Policing Act 2008 complete a 20-year process of aligning police discipline procedures with mainstream employment law and practice

Answer 138

(1) Every Police employee must obey and be guided by— (a) general instructions; and (b) the Commissioner’s circulars; and (c) any applicable local orders. (2) Every Police employee must obey the lawful commands of a supervisor.

Answer 139

(3) In the absence of a supervisor, the supervisor’s authority and responsibility devolves on— (a) the Police employee available who is next in level of position; and (b) in the case of equality, the longest serving Police employee.

Answer 140

(4) No Police employee may, when exercising any power or carrying out any function or duty, act under the direction, command, or control of (a) a Minister of the Crown; or (b) a person who is not authorised by or under this Act or any other enactment or rule of law to direct, command, or control the actions of a Police employee.

Answer 141

(5) Subsection (4) does not apply to a Police employee outside New Zealand who— (a) is part of an overseas operation within the meaning of section 86; or (b) is an employee within the meaning of section 91.

Answer 142

(1) In the case of the absence from duty for any reason of a Police employee or in the case of a vacancy for any reason and from time to time while the absence or vacancy continues, or for any other special purpose, the Commissioner may— (a) appoint an employee temporarily to any 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 that employee’s own level of position.

Answer 143

(2) Any appointment or authority under this section may be given or made before the occasion arises or while it continues.

Answer 144

(3) No appointment or authority under this section, and nothing done by any employee acting pursuant to the appointment or authority, may be questioned in any proceedings on the ground that— (a) the occasion has not arisen or had ceased; or (b) the employee had not been appointed to any level of position to which the authority relates

Answer 145

(4) The Commissioner may at any time revoke any appointment made or authority given under this section.

Answer 146

(a) A delegation of the Commissioner’s powers, functions or duties under section 17 of the Policing Act 2008; or (b) An employee has been temporarily appointed to a higher level of position or specifically authorised to perform the powers and duties attendant on a higher level position under section 63 of the Policing Act 2008.

Answer 147

Where there is an absence or a vacancy in a particular role (or for any other special purpose) the Commissioner may appoint an employee to temporarily fill a higher level of position than the one that person currently holds (Policing Act 2008, section 63(1)(a)).

Answer 148

The Commissioner may also authorise an employee to exercise powers and duties under the Policing Act or another Act, of any level of position higher than that employee’s own level of position (section 63(1)(b)).

Answer 149

For example, a senior sergeant is required to complete a joint certificate to authorise detention of a young person in Police custody for a period exceeding 24 hours and until appearance before the Court (Children, Young Persons and Their Families Act 1989, section 236(1)). If the senior sergeant is absent and a sergeant temporarily stands in as a senior sergeant, they are not legally authorised to complete the joint certificate unless they are specifically authorised to undertake that role under section 63(1)(b) or have been appointed as an acting senior sergeant under section 63(1)(a).

Answer 150

Another example is found under section 72 of the Arms Act 1983. There the Commissioner may ‘from time to time, by writing under his hand’ delegate to members of Police of a level not less than inspector ‘as he thinks fit, all or any of his powers under this Act’. A delegation under section 72 may be made to a specified member of the Police or to members of the Police of a specified level of position or class, or may be made to the holder or holders for the time being of a specified office or class of offices.

Answer 151

The new Police Safety Orders ... may only be issued by an officer under the level of sergeant if that officer is specifically authorised to issue that order by a ‘qualified constable’. A ‘qualified constable’ is defined as a constable who is of or above the level of position of sergeant. Therefore, before an acting sergeant could authorise a Police Safety Order, they would need to be specifically appointed under section 63(1)(a) of the Policing Act.

Answer 152

As representatives of New Zealand Police, how we behave is important. By choosing to work at this organisation, we are choosing to honour the principles and intent of this Code. We cannot underestimate the significance of living our values and role modelling our Code in our mission to make New Zealand the safest country. Just like the communities we serve, we want our people to be safe especially at work.

Answer 153

This Code applies to anyone who is employed or engaged by New Zealand Police, regardless of the position or rank held. This includes employees who are permanent, temporary or casual, contractors and consultants, volunteers and any other groups or individuals we have advised this Code applies to. This Code also applies to what we do outside of working hours where our actions may bring Police into disrepute or may damage trust and confidence Police as our employer has in us.

Answer 154

The Code provides general guidance and minimum expectations of the behaviour Police expects from us. No code or policy can cover every situation, so we need to consider our values, apply our common sense and act with self-respect, and consider the reputation of Police in our decision making.

Answer 155

SCRUTINY - Would your decision 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?

Answer 156

Police’s vision is to have the trust and confidence of all by living our values. We pride ourselves in being one of the most trusted Police services in the world. By being consistently honest and ethical, and applying SELF to our behaviour and decision making, we help bring our vision and values to life.

Answer 157

We act professionally, exercise good judgement and are accountable for our behaviour. We must not do anything that may bring Police into disrepute. We consider the impact of our behaviour on Police at all times, including online or in social media, and outside of work. We protect Police’s integrity and reputation by speaking up about any inappropriate behaviour we see and hear. By addressing inappropriate behaviour either directly or through managers, we make Police a safer and happier workplace.

Answer 158

A conflict of interest is a situation where our personal or professional interests may conflict with our position, obligations or responsibilities as a Police employee. Sometimes the appearance or perception of such a conflict of interest can be just as damaging as an actual conflict.

Answer 159

We must not act in a way that uses our influence, role or position to personal advantage or to the advantage of others we are associated with. This includes ensuring we access information through Police systems for legitimate work purposes only. It also includes never entering into a sexual or intimate relationship with someone we have met in a professional capacity if an imbalance of power exists, or if that person is vulnerable. Instead, we raise potential conflicts of interest with our manager. By being open and honest as soon as we see a potential conflict of interest, we can be supported to ensure it doesn’t become a problem.

Answer 160

Our safety - Tō tātou noho haumaru The work we do can be inherently risky. Regardless of our role, we all have responsibility for promoting and maintaining a safe working environment. This includes ensuring we are fit and not impaired (for example by alcohol or other drugs) to safely perform our roles. We keep ourselves, each other and the public safe, by appropriately managing and reporting any safety issues as soon as we are aware of them.

Answer 161

Our information - Ā tātou kōrero Given the nature of our organisation and information systems, we have access to confidential, sensitive and personal information. As Police we are trusted by those we serve to be exemplary in our dealings with this information. We need to consistently practice good judgement and integrity when creating, accessing, modifying and using, securing and disclosing all information. We always need to handle information appropriately, for legitimate work purposes and in line with the law, our policies, processes and systems. When we are unsure whether information is confidential or sensitive or how it should be handled, we seek advice from our manager.

Answer 162

Our resources - Ā tātou rauemi We have an obligation to properly manage and use resources appropriately and in a way that ensures our working environment is safe. We take care of the equipment, tools and resources provided to us (including making sure they are fit for use by others) and make sure we use them appropriately, safely and for the designated purpose. This also includes Police systems and technology.

Answer 163

Our purpose is to ensure all people in New Zealand are safe and feel safe. This means we do not tolerate or accept behaviour, by either the public or our colleagues that breaks laws or compromises safety.

Answer 164

Our diversity - Tō tātou kanorau Police is strengthened by diversity. Our differences equip us to be more effective in our approach to policing across a wide range of communities. We are committed to having a diverse workforce that is inclusive and respectful of each other’s differences. This means we treat all people respectfully, with empathy and dignity. We do so whether they are members of the public, colleagues, victims or offenders and regardless of the circumstances.

Answer 165

Our acceptance of others - Tō tātou whakaae ki ētahi atu We ensure a healthy work environment that does not tolerate discrimination, harassment, bullying, victimisation or any other unacceptable or offensive behaviour. There is no place in Police for racial or sexual harassment, or discrimination against anyone for any reason including gender, marital status, religious belief, ethical belief, colour, race, ethnicity, nationality, disability, age, political opinion, employment status, family status, or sexual orientation. We are all responsible for ensuring this type of behaviour does not occur.

Answer 166

Our history - Ō tātou kōrero tuku iho We wear or identify with the New Zealand Coat of Arms which recognises the special relationship with Iwi. In line with our value of Commitment to Māori and the Treaty we recognise and seek to understand our history and to be responsive to Iwi specifically as tangata whenua.

Answer 167

When we choose to work at Police we choose to be responsible for consistently demonstrating our values, working in a manner consistent with this Code, and seeking help when we are unsure. This is required of us all.

Answer 168

If your behaviour or decisions fall short of the required standard set out in this Code, your employment agreement and Police policies, we will talk with you and determine the circumstances and actions that have lead to the situation. What happens next and any consequences will depend on these circumstances. Police has a disciplinary policy which outlines the process to be followed.

Answer 169

If you are found to have breached our Code of Conduct you may face disciplinary action which could include termination of your employment. Final outcomes will depend on the seriousness of the situation. Good employer principles and processes, and good faith will be applied in dealing with any breaches of the Code.

Answer 170

· The nature and circumstances · Intent – did you knowingly make decisions or act out of line with this Code, Our Values and policies? · 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

Answer 171

Depending on the circumstances, misconduct may be considered serious misconduct, and vice versa. Misconduct and serious misconduct can apply to behaviour that has occurred outside of work.

Answer 172

The individual circumstances of each situation will determine how the misconduct is treated. These examples are intended as guidance only. They are not an exhaustive list of breaches of the Code of Conduct. Please use the SELF test to guide your decision making, or if you need further clarity talk to your manager or Human Resources before you take a course of action you think may fall outside the guidance outlined in this Code.

Answer 173

This is behaviour or actions that breach this Code of Conduct or other Police policies. While misconduct may not justify dismissal it may result in formal disciplinary action

Answer 174

This is behaviour or actions that breach this Code of Conduct or other Police policies and employment agreements and seriously undermine or damage the trust and confidence Police has in you, calling into question if the employment relationship can continue. It is behaviour or actions that may justify dismissal.

Answer 175

· Breaching Police policies or procedures · Treating a person harshly · Using abusive or offensive language · Misuse of Police internet or email systems · Using any Police databases for any unauthorised or personal purpose · Being absent from work or late without proper reason · Failure to declare a conflict of interest · Misuse, mistreatment or not taking reasonable care of Police property · Not complying with a lawful and reasonable instruction without a good and sufficient reason · Bringing Police into disrepute through any actions or behaviour

Answer 176

· Being convicted of or pleading guilty to an offence · Corruption – accepting a bribe, inducement or reward · Bullying or harassment · Sexual misconduct Theft or dishonesty of any kind · Unauthorised access to, or disclosure of any matter or information related to Police business including NIA · Repeated misconduct (including breach of a warning) · Knowingly making a false declaration or statement (including incorrectly recording data) · Excess unjustified violence

Answer 177

Performance Management is about our employees’ progress and development to deliver what is required from their role and to contribute to Our Business. Performance Management is governed by the Police High Performance Framework. This policy covers how Police supports employees when their performance requires further improvement.

Answer 178

· Required performance standards are agreed and managed through conversations between the manager and the employee · Managing performance improvement involves: - Promptly identifying the factors negatively impacting performance - Taking action to provide development or other support to achieve agreed performance standards - Meeting regularly to identify progress to the agreed performance standards · Extended performance difficulties may be managed by way of a Performance Improvement Plan, with assistance from Human Resources

Answer 179

Our Strategic Performance Templates (SPTs) are agreements on the outcomes required from each role in the organisation. Our SPT and Level Purpose Statement (LPS,) along with Our Values and Code of Conduct, make up the standards our individual performance needs to meet.

Answer 180

The Police High Performance Framework (PHPF) Framework 5 Development Plan enables us to identify the areas we each need to work on in order to deliver the outcomes of our performance agreements. Using the F5 development plan ensures we are focused on developing the areas most relevant to us individually, to be successful in our roles.

Answer 181

The regular schedule of performance management conversations provided in Framework 5 encourages us to monitor our performance, progress and development, and that of any people we lead. Having these conversations regularly allows us to identify any issues early, and to prevent any risk of ‘surprises’ in Annual Performance Reviews.

Answer 182

If an employee is not performing to the agreed standard, you may need to engage in an additional performance meeting outside of your regular schedule. These additional performance meetings will help to identify any barriers to their performance, and present ways to support the employee to reach the required standard.

Answer 183

These discussions should be private two-way conversations in which you can define the employee’s performance weaknesses, with emphasis on encouraging improvement in these areas. When initiating such a meeting, you should inform the employee what you want to talk about, and give them the opportunity to arrange for representation to be present if they wish. Aim to use specific practical examples and constructive feedback.

Answer 184

Make sure you allow time for the employee to respond and that you listen to what they have to say. The goal is to agree upon what the employee will do to improve their performance, and how you can support this. Consider referring the employee to the Safer People team if appropriate. It is important to record these conversations, keeping a record of them that is open to both you and the employee.

Answer 185

You may want to send a letter to the staff member outlining the meeting, recapping the performance issues discussed, and confirming any actions required. A template letter is available from your HR Advisor. These conversations should be as regular as needed to support the employee to improve their performance without a formal improvement plan. Consider, updating the F5 development plans as required.

Answer 186

If the performance standard is still not reached within the agreed period of time, despite reasonable effort to improve their performance through your regular conversations, a performance meeting or other interventions such as mentoring or additional training, you may need to introduce a formal Performance Improvement Plan (PIP).

Answer 187

A Performance Improvement Plan provides managers and employees with a structured plan of actions over an agreed time frame, aimed at recording and improving the employee’s performance

Answer 188

To initiate a PIP, you will need to set a time to have a formal conversation with the employee about their performance, allowing time for the employee to arrange for representation to be present if they elect this option. It is suggested that you send the employee a letter to initiate this meeting. Your HR Advisor can provide you with a template for this and for developing a PIP.

Answer 189

At the meeting, the manager is responsible for: · Defining the performance issues · Letting the employee know that they risk jeopardising their continued employment if their performance does not improve · Allowing the employee opportunity to provide an explanation or reason for their performance not meeting the required standard

Answer 190

After this initial meeting, you will need to set a time to discuss the PIP and agree upon the actions and timeline for it. Thorough notes should be taken of what is said during this meeting.

Answer 191

The PIP will need to be agreed upon by both you and the employee, and placed on the employees file. It is good practice to contact your HR Advisor as soon as you begin to engage in additional performance conversations as they can support you in the process and provide you with a template to help you develop the plan. They will most likely ask you to provide evidence for what actions you have engaged in to support the employee’s performance improvement so far.

Answer 192

The PIP will: 1. Outline improvement actions that are relevant and timely 2. Clearly document when the actions will take place, who will support it and what the desired outcomes are 3. Allow sufficient time and opportunity for the employee to improve their performance 4. State when progress will be reviewed

Answer 193

If a PIP is introduced the template will form the primary plan to capture the development required of the employee. The employee will transfer back to their F5 development plan once the agreed performance expectations are met.

Answer 194

Employee responsibilities - Actively engage in the performance improvement process - Work to improve their performance within the agreed timeframe - Engage in regular performance conversations in line with the PHPF schedule Manager responsibilities - Evaluate the employee’s progress - Enable the employee to action the required activities, such as providing training or organising a buddy - Engage in regular performance conversations in line with the PHPF schedule

Answer 195

Throughout the PIP, be sure to check in regularly on the staff member’s progress. If there is improvement, actions can be checked off, but no new issues can be raised during these check-ins. Once the PIP timeframe has passed, the employee’s performance will need to be reviewed. You as the manager will arrange a meeting where you will outline whether the employee’s performance has reached the required standard, provide feedback, and if necessary, clearly identify any areas in which the employee has fallen short.

Answer 196

Where an employee has made improvements but has not reached the required standard, the PIP process may be repeated. In this case you should review the PIP for relevancy, and consider how much progress the staff member has made and any additional support required. Your local HR Advisor can provide you with further advice on this stage.

Answer 197

Where an employee continues to perform below the required standard despite clear objectives being set, support being provided and time and opportunity being allowed for improvement, then advice from HR should be sought and the disciplinary process may be engaged Contact your HR Advisor in the first instance for additional advice related to your specific case prior to commencing this process.

Answer 198

Scrutiny - Community, Police Service, Media Ensure Compliance - Code of Conduct Policy, General Instructions Lawful - Laws, Regulations, Rules Fair - Community, Colleagues, Family, Others

Answer 199

Police’s vision is that it has the trust and confidence of all. In order to achieve this, it is critical that we uphold our Values and abide by our Code. ``` Police needs to maintain a corruption resistant culture and promote ethical and professional policing. This can be achieved by ensuring that what appears to be inappropriate behaviour by Police employees continues to be: · challenged · reported · investigated, and · appropriately dealt with. ```

Answer 200

· The behaviour we ignore is the behaviour we accept. · Every employee involved in Police action is responsible for how that action is handled; not just the most senior employee. We are all expected to adhere to the standards of behaviour set out in Our Code. · All employees are encouraged to challenge or report what is reasonably believed to be inappropriate behaviour. · Supervisors are responsible for ensuring that staff are provided with the necessary support and are safe from retaliation if they Speak Up about inappropriate behaviour. · We will take responsibility for our own actions by self-reporting to our supervisors when we have been involved in certain incidents. · All allegations of inappropriate behaviour will be taken seriously and should be resolved in a timely manner.

Answer 201

For the purposes of this chapter, ‘inappropriate behaviour’ includes: · Unethical behaviour (this includes behaviour that causes you to be concerned) · Behaviour which may be a breach of the Code of Conduct · Serious wrongdoing as defined by section 3 of the Protected Disclosures Act 2000 (see ‘Protected disclosures’) · Harassment, bullying and discrimination (see ‘Discrimination and harassment policy’).

Answer 202

This policy does not apply to: · issues you may have in relation to your terms and conditions of employment · personal grievances (which are managed through the ‘Employment relationship problems’ policy) · accusations that you know to be false. The use of this policy for knowingly raising false accusations may lead to disciplinary action.

Answer 203

There are certain protections available to Police employees, however confidentiality and anonymity cannot always be guaranteed. Each case depends on the circumstances in which employees report inappropriate behaviour. In general, the matter will only be shared with those who need to be made aware of it and who need to take action in relation to it.

Answer 204

However, individuals who are the subject of concerns about inappropriate behaviour have the right to know the identity of the person who made the allegation, as well as the substance of the allegation (for exceptions to this principle, see Speak Up Helpline and the ‘Protected disclosures’ Police Manual chapter). If you are in any doubt discuss the situation with your HR team and then make an informed decision about the best way in which to report your observations or concerns.

Answer 205

Any inappropriate behaviour should be challenged directly with the employee committing the inappropriate behaviour as soon as it occurs. This sends a clear message to the employee and others that such conduct is not acceptable. However, there may be circumstances where this immediate challenge may not always be appropriate or possible. In these cases, the behaviour can be reported using one of the Speak Up options outlined below.

Answer 206

Reporting of inappropriate behaviour should follow normal reporting lines. However, if that is not appropriate, or you are not comfortable with that process for whatever reason, then you may report to any of the following: · another trusted supervisor, Field Training Officer or senior employee in your district or service centre or work group; · local HR team, Area or District Commander, National Manager or Assistant Commissioner; · one of the Deputy Commissioners or Deputy Chief Executives, or the Commissioner.

Answer 207

Note: You can, in some circumstances, make a protected disclosure but the threshold for a protected disclosure is quite high. See the ‘Protected disclosures’ Police Manual chapter or Speak Up anonymously in the intranet portal for more detailed instructions and information. If you are unsure, talk to your HR team who can provide advice and assistance.

Answer 208

Contact point Speak up Helpline or Speak Up Online Police’s Speak Up Helpline gives individuals another safe way of reporting inappropriate behaviour. It provides employees the opportunity to anonymously discuss or report all types of inappropriate behaviour, including (but not limited to) bullying, harassment and discrimination. You can call 0800 Speak Up (0800 773 258) or report via Speak Up Online on the intranet portal. At this stage, calls are answered in the Crimestoppers call centre. Call takers will take all the details you provide but won’t ask who you are, record the call, use caller ID or make any attempt to identify you. Any anonymous information you provide to Speak Up Helpline or Speak Up Online will be forwarded to the People Group at PNHQ and only shared with those involved in action on, or responding to your complaint. Note: If you make a report anonymously, you must be aware that the information provided may be difficult to act on unless it can be corroborated.

Answer 209

Police employees may also report inappropriate behaviour directly to the Independent Police Conduct Authority (ipca.govt.nz). One of the Authority’s core functions is to receive complaints of misconduct against any Police employee. While Police employees are encouraged to go through the internal process as detailed in step 1, there may be situations where inappropriate behaviour is reported to the Independent Police Conduct Authority directly. For example: · the employee feels unable to report the behaviour to anyone within Police; · the behaviour requires the immediate attention of the Independent Police Conduct Authority. Note: All complaints made to the Authority are forwarded to Police.

Answer 210

Discuss the situation in a neutral and unbiased fashion. If appropriate, obtain a full and detailed account of the alleged inappropriate behaviour including (but not limited to): · the nature of the inappropriate behaviour; · the name or names of the people involved; · time, date and place of the inappropriate behaviour; and · other relevant facts such as the circumstances in which the inappropriate behaviour occurred if known. . advise you · what initial steps will be taken in relation to their report including who will be informed of, or receive information about their report; and · about the protections and support available to them. Report to the People Group, as appropriate. Maintain detailed records and ensure strict confidentiality by only disclosing the information for the purpose for which it was taken

Answer 211

On receipt of the report, the People Group will determine what action, if any, will be taken in relation to the report. In the event that the matter is referred to an investigation, the investigator will explain the investigation process to you, including your role in relation to the investigation and expected time frames.

Answer 212

Tier one – Core supervisory responsibilities Police has an obligation to provide adequate support to anyone who decides to Speak Up in good faith. Your supervisor is the primary person responsible for ensuring this support. Where your normal supervisor is considered unsuitable to this role due to a conflict of interest, Police will delegate responsibility for delivering this support to another supervisor. The term ‘Support Supervisor’ is used to describe the person delegated responsibility for providing that support, whether they are your normal supervisor on an alternative supervisor.

Answer 213

Tier two – Proactive management Additional support processes apply where: (a) The allegation being reported may require an employment or criminal investigation. (b) An employee reports experiencing some form of retaliation for Speaking Up. In these circumstances your Support Supervisor will, as soon as possible: 1. Meet with you to fully explore any concerns you may have as a result of Speaking Up. 2, In discussion with you, identify steps to be taken to mitigate those concerns and work to address anything else that should be considered. 3. Offer to appoint a support person. It is critical that your support person is someone you trust. Your support person’s supervisor should be contacted at the outset to ensure sufficient time can be allowed to provide the necessary support. 4. Offer to put you in contact with the District Welfare Officer, and advise you regarding the availability of EAP and Harassment Support Officers. Employee Assistance Programme (EAP) 5. The Employee Assistance Programme provides free counselling or professional/specialist assistance to Police employees on a wide range of concerns that may affect their work performance or impact on their health and well being. See the ‘Employee Assistance Programme’ policy for further information. 6. Harassment Support Officers Harassment Support Officers (HSO) provide support and advice to all staff facing harassment issues. They are approachable (in confidence) on issues relating to harassment and discrimination in the workplace. (See the ‘Discrimination and harassment policy’.)

Answer 214

Where the support provided to you through the tier one and two processes is insufficient, the People Group, PNHQ will, with your approval, refer your case to a local Harassment Support Officer and/or the sub-committee of the Executive Leadership Board (ELB) responsible for People–related issues. A Harassment Support Officer can work directly with you, your Support Supervisor and other relevant managers as required. The ELB sub-committee can help to resolve any issues that require senior management involvement.

Answer 215

Part of upholding our Values is to recognise and take action when our behaviour or decisions fall short of the required standards set out in the Code of Conduct, Police policies and employment agreement. If you are concerned about your own behaviour, you are encouraged to discuss this with your supervisor.

Answer 216

If you are the subject of any of the matters detailed below, you must as soon as possible after becoming aware, notify your supervisor in writing of the brief details and circumstances of:

Answer 217

· any charge(s) you are to face in court · any infringement for driving with an excess breath or blood alcohol concentration · any suspension of your drivers licence · any speeding notice at a speed in excess of 40km/hr above the limit · becoming a respondent of a protection order · any charge or infringement that could lead to suspension or partial suspension of your drivers licence (e.g.: demerit points from a new offence could put you over 100, or the offence is one which could result in the suspension of one class of your drivers licence while keeping other classes valid, such as a suspension of a truck licence but retain a current car licence). Note: Failure to notify your supervisor may result in disciplinary action.

Answer 218

Your supervisor must forward the report through the line supervisory levels to the District Professional Conduct Manager or, in the case of a Police Service Centre, to the Police Professional Conduct Group at PNHQ. The Professional Conduct Manager will then determine what action, if any, to take.

Answer 219

There is a requirement for self reporting where you are summonsed or elect to give evidence, other than as a Police prosecution witness. See ‘Police witnesses for the defence or non-Police cases’ in the ‘Criminal procedure - Trial stage’ chapter of the Police Manual

Answer 220

All users of Police mobility devices, computer systems and office equipment (employees, contractors and other authorised third party users) must: · comply with this chapter, and · take any other necessary steps to ensure that the resources are not misused in any way that would jeopardise their operation or availability, or expose Police to risk.

Answer 221

Information management, privacy and assurance principles The guiding principles applied to information management, privacy and assurance are: · Police provides access to systems, equipment and information to make your job easier and enable you to improve your services · Police systems, equipment and information must be used responsibly and in a manner which reinforces our professional image and reputation · this chapter provides instruction and guidance on appropriate use of: - Police device and computer systems, equipment and information - use of social networking and content sharing sites - use of personal computers and supplements other policy relating to protective security and disclosure of Police and personal information · employees are able to use Police information services in just about any location, rather than just on Police premises · information is kept secure across all environments.

Answer 222

All employees must: · embrace, actively support and promote information management, privacy and assurance policy · make responsible use of Police technology systems and equipment for personal benefit · have no expectations of privacy even if the devices are used for personal benefit · acknowledge that Police are entitled to access any data or records (including personal use records) on Police technology systems and equipment for any lawful purpose · not misuse Police technology, systems and equipment · apply the ‘Code of Conduct’ and ‘SELF test’ to their use of Police technology systems and equipment.

Answer 223

Information access and use is one of trust, rather than technical controls that block access and use. The trust is designed to improve day to day access and use of information, particularly social media sites. This is balanced by increased monitoring and compliance reporting of usage with the focus on early intervention, education and increased user awareness. It is also aligned to a higher expectation on employees and contractors regarding the appropriate use of information

Answer 224

Information access and use is based on trust and employees responsibly using Police and private technology systems, equipment and information in a manner that reinforces a professional Police image and reputation. The use must not compromise or detract from the employee’s official duties, be excessive in cost, space, time or resources, or affect the ability of Police ICT systems to operate efficiently.

Answer 225

Dos · When posting personal opinions on your personal social media accounts, make sure that it's clear that it is your own view and not the Police view on a particular issue. · Only access personal social media sites at work as outlined in the ‘Information management, privacy and assurance’ chapter in the Police Manual. · Select high privacy settings on your personal accounts to prevent others (including media) viewing or using your information and photos. · Be aware of security advice issued through the Bulletin Board – do what you can to avoid being the victim of harassment, identity theft, or other unwanted attention from criminals.

Answer 226

Don’ts · Posting photos of yourself in uniform on personal social media accounts, or anything that identifies you as a Police officer is not recommended. · Don’t use your personal email address or phone number for Police social media accounts. · Don’t post anything that can bring Police into disrepute or negatively impact the reputation of Police (i.e. anything in breach of our Code of Conduct). · Don’t post anything that compromises your security or the security of family or colleagues (e.g. posting personal information such as phone numbers or addresses). · Don’t use Facebook as a channel to send unprompted messages to members of the public, e.g. we need your help – tracking someone down is for Intel. As anyone can set up a social media profile and claim to be a Police officer (via a non-NZ Police verified page), this kind of practice is a risk we need to avoid. If a member of the public has contacted Police (through Facebook for example), then it is OK as they have asked to be contacted.

Answer 227

Your actions, whenever using NZ Police technology, equipment and information, are subject to the Code of Conduct and any breach of this policy or legislation may result in criminal investigation and/or disciplinary action, including dismissal.

Answer 228

Where a Police employee acting in the execution of his or her duty causes, or appears to have caused, death or serious bodily harm to any person, the Commissioner shall as soon as practicable give to the Authority a written notice setting out particulars of the incident in which the death or serious bodily harm was caused.

Answer 229

Note that "Serious bodily harm" includes any fracture, deep laceration, injury to internal organ, impairment of a bodily function, blow to the head that causes severe concussion, injury that results in admission to hospital, or allegation of sexual assault. Notification ought to be made under section 13 whenever a person is hospitalised as a result of Police actions. An exception that does not have to be reported are dog bites where the injury is not a “deep” laceration and the subject has been admitted to hospital only to allow the wound to be washed out and sutured before the subject is discharged.

Answer 230

(1) The Commissioner shall notify the Authority... of every complaint received by the Police, other than a complaint notified to the Commissioner by the Authority. (2) Notification must be given as soon as practicable, but no later than 5 working days after receipt of the complaint.

Answer 231

Clause 10 of the Memorandum of Understanding (MOU) between the Independent Police Conduct Authority and the New Zealand Police states: “In addition to the statutory notification requirements under section 13 and section 15 of the Independent Police Conduct Authority Act 1988, the Commissioner may notify the Authority of any matter involving criminal offending or serious misconduct by a Police employee, where that matter is of such significance or public interest that it places or is likely to place the Police reputation at risk. The Authority may act on these notifications in the same manner as a complaint notified under section 15 of the Independent Police Conduct Authority Act 1988.”

Answer 232

Examples: · Non injury pursuit that causes significant damage or is of such significance or public interest that it places or is likely to place the Police reputation at risk · Cell block or other custody self harm attempt that does not result in serious injury, that is of such significance or public interest that it places or is likely to place the Police reputation at risk · Use of force matter that does not result in serious injury, that is of such significance or public interest that is places or is likely to place the Police reputation at risk.

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