Strategic Awareness and staff management

Question 1

Is Performance Management a disciplinary process?

Answer 1

No. It only becomes relevant for disciplinary purposes when an employee has been unable or unwilling to satisfactorily improve following a Performance Improvement Plan.

Question 2

What are the 6 drivers of demand?

Answer 2

Mental health
Youth – Rangitahi
Alcohol
Families – Whanau
Roads
Organized crime and drugs

Question 3

What is the NZ Police vision?

Why we are here.

Answer 3

To be the safest country

Question 4

NZ Police - Our Purpose

Why we are here.

Answer 4

ensure everyone can be safe and feel safe. deliver the service the public expects and deserves.

The public having the trust confidence police will respond quickly, will investigate and do everything they can when they or their neighbour is affected by crime.

Question 5

NZ Police - Our Mission

Why we are here.

Answer 5

To prevent crime and harm through exceptional policing.

The prevention first model not only addresses crime, it looks to prevent further offending and victimisation.

What is the first Peelian Principle? The basic mission for which the police exist is to “prevent crime and disorder”.

Question 6

What are the three key outcomes of prevention first?

Answer 6

PREVENT crime and victimization

TARGET and catch offenders

DELIVER a more responsive Police service

Question 7

Three Core components of Prevent first model

Answer 7

• Deploy to beat demand
• Target the drivers of demand
• Mindset, Taking every opportunity to prevent harm.

Question 8

NZ Police - Our Goals?

What we do

Answer 8

Answer:
Safe homes - families free from violence, abuse and neglect. Preventing burglary and other threats

Safe roads - working with partners to prevent death and injury resulting from crashes.

Safe communities - safe public spaces where businesses, social gatherings and entertainment can be enjoyed without fear of crime or harm

Question 9

Set within the framework of Prevention First, Te Huringa o Te Tai (enhances changing the tide) focuses Police’s effort around three pou (pillars) : what are they

Answer 9

• our people and our mind-set
• effective initiatives and improved practice
• effective partnerships.

Question 10

What are our Three Priorities?

Answer 10

Answer:
The three priorities held in Our Priorities are,
- Be first then do,
- Delivering the service New Zealanders expect and deserve,
- Focused prevention through partnerships

Question 11

Key component of the Prevention First model is ‘Deploy to beat Demand’
Therefore our Deployment model aims to focus on the Crime Triangle and to..

Answer 11

Provide SUPPORT and assistance to those repeatedly victimized
ACT with urgency against repeat and priority offenders
MAXIMIZE resources to locations that repeatedly suffer disproportionate levels of crime

Question 12

What are the 6 police values?
P. R. I. M. E. D

Answer 12

Professionalism
Respect,
Integrity,
Maori, commitment to Maori,
Empathy,
Diversity

Question 13

Sec 9 - What are the functions of Police?

Answer 13

a) Keep the peace
b) Maintain public safety
c) Law enforcement
d) Crime prevention
e) Community support and reassurance
f) National security
g) Policing activities outside NZ
h) Emergency management

Question 14

Te Huringa o Te Tai - Page 25

Who does it impact and what benefits does it provide?

Answer 14

It will have a direct impact for Maori and will produce benefits for all NZers through improved service and reducing crime and victimisation.

This strategy is about whanau, about all of us.

Question 15

What are the five frameworks of the PHPF model?

Answer 15

F1 – Strategy
F2 – Culture
F3 – Leadership
F4 – Capability
F5 – Performance management

Question 16

F1 Strategy

Answer 16

Enables leaders to connect their teams to our Business by clarifying our purpose in police and the outcomes we each deliver.

Using SPTs (Strategic Performance Template) and group purpose statements, leaders connect their teams purpose and activates with our Business.

Each team and every individual will have their own SPTs.

Question 17

F2 - Culture

Answer 17

Helps us to build a high performance culture we need to deliver our business.

A shift in mind set will move us away from prescription based culture to a principle based where leaders encourage the qualities inherent in top performing teams and enabling their people to make a difference.

Question 18

F3 - Leadership

Answer 18

Equips leaders with tools to help deliver on our purpose in police.

Question 19

F4 - Capability

Answer 19

Equips each person with the tools to perform to our potential in our roles.

Question 20

F5 - Performance management

Answer 20

Performance management framework enables us to have more meaningful conversations about our performance, contributions and ongoing development. Monthly performance conversations should take place.

Question 21

What are the 6 principles of s8 of the Policing Act 2008

Answer 21

Answer:

• principled, effective, and efficient policing services are the cornerstone of a free and democratic society end of the rule of law.

– effective policing relies on a wide measure of public support and confidence

• policing services provided under the national framework but also have a local community focus
• policing services provided in a manner that respects human rights
• Policing Services are provided independently and impartially.

-Police employee is required to act professionally ethically and with integrity

Question 22

Section 20 of the Policing Act 2008 refers to a ‘Code of Conduct’, what is this?

Answer 22

The code of conduct is a code prescribed by the commissioner of police that sets out the expected standards of behavior from Police employees.

This code applies to anyone who is employed or engaged by New Zealand Police and includes Volunteers, permanent, temporary, casual contractors and consultants.

Question 23

Section 30 of the policing act adheres to command and control. What must every Police employee obey and be guided by?

Answer 23

General instructions and commissioners circular and any applicable local orders.

Lawful commands of a supervisor

In the absence of a supervisor responsibility devolves on a Police employee available who’s next in-line and in the case of equality the longest serving police employee.

No Police employee may in exercising any power, carrying any function of duty act under the direction, command or control of minister of the Crown or person who is not authorized under this act to command and control the actions of a police employee

Question 24

In regards to Section 63 of the Policing Act 2008 - What can the commissioner do when it comes to acting appointments?

Answer 24

The commissioner may appoint an employee temporarily to any higher level of position or

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.

Question 25

How can we be sure our conduct complies with the code of conduct? (SELF TEST)

Answer 25

Would your decision withstand SCRUTINY? Community, Police Service, Media.

Does my decision ENSURE compliance? Code of Conduct, Policy, General Instructions.

Is my decision LAWFUL? Laws, Regulations, Rules.

Is your decision FAIR? Community, Colleagues, Your family, Others.

Question 26

What is misconduct?

What is serious misconduct?

Answer 26

Answer:
This is behavior or actions that breach the code of conduct or other police policies while misconduct may not justify dismissal it may result in formal disciplinary action.

Answer:
This is behavior or actions that breach of this code of conduct or other police policies and employment agreements and seriously undermine damage and trust and confidence police has in you, calling into question if employment relationship can continue. It is behavior or actions that may justify dismissal

Question 27

Who does the Code of Conduct apply to?
Also known as Our Code in the police manual.

Answer 27

Answer:
This code applies to anyone who is employed or engaged by the New Zealand Police regardless of the position or rank held.

It includes employees who are permanent, temporary or casual, contractors and consultants, volunteers or any other groups or individuals we have advised this Code applies to.

The 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.

Question 28

With a breach of Code of Conduct what is considered? (6)

Answer 28

Answer:
The nature and circumstances.

Intent: Did you knowingly make decisions or act out of line with this Code.

Values and policies?

Your position, duties and responsibilities

Your ability to fulfill your duties and responsibilities

Impact on the trust and confidence Police has in you

How similar behavior has been treated in the past

Question 29

What is performance management?

Answer 29

Answer:
Performance management is about seeking improvement through dialogue and providing support to enable employees to perform satisfactorily.
It is not a disciplinary process.

Question 30

Performance management:
What are the four steps to follow to deal with performance issues?

Answer 30

1) Informal discussion
2) The performance meeting
3) The performance improvement plan (PIP)
4) Completion of the PIP to the required standard

Question 31

Performance management:
How should an Informal Meeting be done?

Answer 31

Talk to the employee in private

Listen

Be careful that the informal action does not turn into formal disciplinary action

Reach an agreement on the way forward (agree on a reasonable timeframe too)

Send a letter recording the discussion

Arrange follow-up meeting for progress

Consider a referral to the Wellness Services

Question 32

Performance management:
The Performance Meeting
What should you organise before the meeting:

Answer 32

1.identify the minimum standards of performance and identify the shortfall
2. Send the employee a letter of invitation
3. Set up a performance management file
4. Discuss with HRM the possible options to remedy the performance
5. Draw up a checklist of items to be discussed
6. Ascertain names of contact person if additional organisational support is required

Question 33

Performance Management
The performance meeting
5 steps of the actual meeting

Answer 33

Introduction
Provide information
Opportunity to respond
Problem solving
Record keeping

Question 34

Performance management
The Performance Improvement Plan
What information should the PIP include?

Answer 34

Aim- the performance to be improved
The minimum acceptable standard of performance
The remedial steps to be taken
The support and resources the Police will provide to assist this
How and when feedback will be provided
Review periods - who and when
Dates of improvement meeting an mid target date of improvement
Start date of the PIP
Possible consequences of failing
Signatures and dates of sigs

If PIP requirements are met the employee has met the standard and there is no need for further Performance management.

If PIP not met consider going directly to the progressive disciplinary process (disciplinary meeting) at this stage HR advisory or someone from local employment resolutions team must be involved.

Question 35

What is Kia Tu policy and what is the purpose of the policy?

Answer 35

Answer:
Kia Tu refers to unacceptable behavior in the workplace.

It is a new approach to preventing and addressing unacceptable behavior in Police

Principles that underpin the policy:

People - Always at the centre of the process

Trusted - Trust lies at the heart of everything we do we need to trust each other and the process

Responsive - We will respond to matters quickly and proportionately to the behaviour of concern

Safe - We are committed to providing a safe healthy work environment where everyone can be themselves

Accountable - We are all accountable for our behaviour and behaviour that falls short of what is expected of us will be addressed.

Question 36

What is unacceptable behaviour?

What is NOT unacceptable behaviour??

Answer 36

A: Serious emotional distress, Bullying, harassment and discrimination.

A: Differences of opinion, legitimate leadership action to improve performance, co operative team work, punctuality and attendance, an isolated incident of abruptness.

Question 37

What is a conflict of interest?

Answer 37

A conflict of interest is a conflict between a police duty and private and or personal interest. Personal interest can be financial or relate to family friends or associates. Conflicts of interest may be actual, potential or perceived.

Question 38

As a manager you have a duty to consider any requests for FEO.

What is the timeline to respond to those requests question?

Who can decline and if FEO application?

Answer 38

Answer:
Within one month of receiving them as per Employment Relations Act.

Answer:
Only the district commander or national manager can decline an FEO applications.

Question 39

When a police member has attended a critical incident what timeframe must the first appointment with a psychologist be made and what time frame should the second appointment occur within?

Answer 39

Answer:
The first appointment with a psychologist will not occur earlier than 72 hours following a critical incident.
The second appointment should occur within 10 days post incident

Question 40

What is a supervisors role around rehabilitation, return to work and stay at work processes for an employee because of illness or injury?

What does the rehab rely on?

Answer 40

Answer:
A supervisor must take the lead role in initiating and managing rehabilitation of your employees following work absences due to illness or injury.

Answer:
- Relies on early and appropriate contacts being made with the ill or injured employee
- Rehab meeting being conducted soon as possible
- Return to work/rehab plan
- Regular ongoing meetings
- Rehab process to continue until the ill or injured employee returns
- Specialist medical advice being sort when appropriate

Question 41

what is AEP

Answer 41

Acredited employer programme.

Question 42

Return to work

Answer 42

• Medical cert is needed for all ACC related claims
  If an illness then cert is needed if absence is over 5 days

The first 5 days you must:
- Advise work force management
- If work place injury fill out an incident report within 48hrs
- Contact the employee within two days
- put in the sick leave and attach medical cert if employee is unable to do this.
- arrange meaningful alternative duties if your employee is cleared for light duties but not full duties.

Ten days plus

• keep WFM updated
• weekly contact with employee re barriers or support needed and provided weekly update to Gallagier bassete regarding the contact
• arrange a meeting with the employee re a return to work plan
• send the agreed and signed return to work plan - operational to Health and safety advisor/return to work advisor.
• Ensure medical certs are kept up to date and sent to H&S and payroll.

Question 43

Light duties

Answer 43

Ensure employee has medical cert to return on light duties, cert must include restrictions of hours or light dutes and have a review date.

Meet employee regularly to update Return to work plan. this plan must reflect the medical cert restrictions.

Send the agreed and signed plan to your return to work advisor.

Complete and submit the managers weekly rehab monitoring for GB case managed injuries.