Chapter 6: Strategic Awareness and Complaints Involving Police Flashcards
(80 cards)
1
Q
Policing by consent having the trust and confidence of all is our
A
Aspiration at the forefront of the refreshed Our Business.
2
Q
Our vision
A
Is to be the safest country
3
Q
Our mission
A
Is to prevent crime and harm through exceptional policing
4
Q
Our purpose
A
To ensure everybody can be safe and feel safe
5
Q
Our goals
A
Safe homes - free from crime and victimisation.
safer roads - preventing death and injury with our partners.
safe communities - people are safe whereever they live work and visit
6
Q
Prevention first
A
Taking every opportunity to prevent harm
7
Q
Our priorities
A
Be first then do - strengthening how and who we are as an organisation.
Deliver the services New Zealanders expect and deserve -understanding and providing what the public want from their police.
Focused prevention through partnerships - focused Police effort in working with others to achieve better outcomes
8
Q
What is the first Peelian Principle
A
The basic mission for which the police exist is to prevent crime and disorder
9
Q
What is the national operating model for the New Zealand Police
A
Prevention first it’s about a mindset at an individual level, but at its core is our deployment mode, where we use evidence and insights to maximise the impacts of our collective resources
10
Q
Te Huringa o Te Tai focused police efforts around three Lou, what are they? PIP
A
P - Our people and our mindset.
I - Effective initiatives and improved practice.
P - effective partnerships
11
Q
Prevention first is designed to support and enhance the delivery of our key outcomes, what are they
A
Prevent crime and victimisation, target and catch offenders, deliver a more responsive police service
12
Q
Prevention first puts people victims offenders our staff at the centre of our model. the core components of our model are?
A
Deployed to beat demand
target the drivers of demand
mindset - taking every opportunity to prevent harm
.
13
Q
How are police uniquely placed to help other government agencies implement the social investment approach
A
As facilitators and connectors
14
Q
What is the crime triangle
A
Victims offenders locations
15
Q
What is the aim of the deployment model
A
To ensure equal emphasis is given to dealing urgently with prolific and priority offenders, and to preventing, responding to, investigating and resolving crime
16
Q
What are the six drivers of demand
A
Families, youth, alcohol, roads, organised crime and drugs, mental health
17
Q
With regards to the drivers of demand which one offers the greatest opportunity
A
Youth - serious or ‘Life Course Persistent Youth offenders represent 17% of all youth offenders who commit 40% of offences and the majority of serious offending.
18
Q
What percentage of locations generate what percentage of calls for service relating to Crime
A
5% of locations generate 32% of calls for service related to Crime
19
Q
What is a VIP in relation to victims
A
Victim intervention plans
20
Q
What is the police percentage target for reduction in reoffending by Māori and people having trust and confidence in police
A
25% reduction in Maori offending.
90% trust and confidence in Police
21
Q
What does a whanau-Ora centric, Tikanga Māori model mean?
A
This means that maori are seen as treaty partners and interventions are codesigned using a strength based approach; an approach that focuses on the positive attributes of a person or a group.
22
Q
What are the five frameworks for PHPF?
A
Strategy culture leadership capability performance management
23
Q
The PHPF is part of our transformation program, what is that program
A
The safest country - policing 2021
24
Q
F1 - Strategy - Strategic Performance Template - SPT becomes what?
A
The individuals performance agreement that leaders should regularly discuss in terms of how they’re progressing
25
F2 - Culture - A shift in mindset will?
Move us away from a prescription based culture to one that is principal based where leaders encourage the qualities inherent in top performing teams and enable their people to make a difference
26
F3 - Leadership - does what?
Leadership framework equips our leaders with the tools to help us deliver on our purpose in police
27
F4 - Capability Equips each of us with the tools to perform to our potential in our roles.
Capability conversations form part of our
Development plans, which leaders should regularly discuss with members of the team in terms of how they are progressing
28
F5 - Performance Management - Places people focused performance approach is designed to help people get better feel valued and deliver the outcomes the organisation requires from the role.
The performance management framework should act as the basis of a leaders monthly performance conversations with the direct reports
29
What is the definition of professionalism
We take pride in representing police and making a difference in the communities we serve
30
What is the definition of respect
We treat everyone with dignity uphold their individual rights and honour their freedoms
31
What is the definition of integrity
We are honest and uphold excellent ethical standards
32
What is the definition of commitment to Maori and the treaty
We act in good faith of, and respect the principles of Te Tiriti o Waitangi - partnership protection and participation
33
What is the definition of empathy
We seek understanding of and consider the experience in perspective of those we serve
34
What is the definition of valuing diversity
We recognise the value different perspectives and experiences bring to making us better at what we do
35
Rule of law - Definition
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
Rule of law is a fundamental characteristic of a democratic society
36
Some key concepts of the rule of law
All people should be treated equally before the law invert individual liberties should be preserved
Many rule of law concepts are contained in the bill of rights act 1990
37
Why is the rule of law important for New Zealand Police
Police are responsible for administering the law and therefore need to administer it in a manner that is consistent with the rule of law
38
Every place employee must obey and be guided by
General instructions and the commissioners circulars and any applicable local orders
39
Every police employee must obey the lawful commands of a supervisor. in the absence of a supervisor the supervisors authority and responsibility devolves on
The police employee available who is next in level position and in the case of equality the longest serving Police employee
40
What replaces ‘speak up’
Kia Tū - Is about standing for what is right taking a stand for others doing the right thing being seen and heard and being proud of who we are.
41
What is the purpose of Kia Tū
To prevent and resolve harmful behaviour at work such as bullying harassment discrimination sexual harassment and racial harassment
42
Pleace employees can report their concerns directly to the
District PPCM, Area or District Commander, National Manager, or directly to the IPCA
43
What is the Protected Disclosures Act commonly known as
The Whistleblowers Act
44
The Protected Disclosure Act 2000 provides protection for employees who?
Disclose information about serious wrong doing in or by the organisation.
The threshold for what constitutes serious wrongdoing is very high.
45
Employee who makes a disclosure under the protected disclosures act 2000 is immune from criminal civil or disciplinary proceedings relating to the disclosure however confidentiality of their identity is not guaranteed. police must make best endeavours to protect the identity of the disclosing employee. what are the three reasons why the identity of the disclosing employee may be released
Either the employee has consented to the release. the release is essential to the effective investigation of the allegations or disclosure to prevent serious risk to public health public safety or the environment, or the release is essential to comply with the principles of natural justice
46
Integrity reporting - it is a requirement of all employees to notify their supervisor if they are the subject of any of the following
Any charges to be faced in court in infringement notice for driving with excess breath alcohol a suspension of drivers license and infringement notice for speed in excess of 40 km/h becoming the respondent of a protection order any charge or infringement notice that could lead to a driver license suspension
47
Any supervisor that receives an integrity report must forward this through line managers to that
District Police Professional Conduct Manager (PPCM).
A failure by an employee to notify your supervisor may result in disciplinary action
48
Where a police employee acting in the execution of his 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.
Serious bodily harm includes
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 or to be made under section 13 whenever a person is hospitalised as a result of Police actions
49
What exception does not have to be reported with regards to section 13 in relation an injury caused by police
A dog bite when 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
50
Section 15 - The Commissioner shall notify the authority of every complaint received against police, other than a complaint notified to the commissioner by the authority.
When must the commissioner notify the authority of the complaint.
Notification must be given as soon as practicable, but no later than five working days after receipt of the complaint
51
In addition to 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 police employee if
If the matter involves criminal offending or serious misconduct by a police employee, with that matter is of such significance or public interest that it places or is likely to place the police reputation at risk.
The key here is that the Commissioner MAY notify the Authority.
52
What are the key principles underpinning the police complaints processes
To ensure that complaints are investigated in a fair, timely, and effective manner.
To ensure that all reasonable steps are taken to investigate complaints and notifiable incidents.
To ensure that complaints and notifiable incidents are investigated within the guidelines of good practice, without bias or conflict of interest.
All employees have the right to be advised of any allegations against them in the right to respond to those allegations.
53
IPCA (Authority) Categories for investigation are
Category A - These are serious complaints where the authority may decide to conduct its own investigation.
Category B - These are serious or significant matters where authority will actively oversee the police investigation..
Category C - These are matters that the authority considers are appropriate for facilitated case resolution.
Category D - These are minor matters or matters that require no further action by the authority.
54
The authority may consider and group a number of matters of complaints/issues identified together in order to release a
Thematic Report about an issue
55
Initial action on receiving a complaint. Every complainant must
Be treated with courtesy respect and compassion.
Have their complaint received and actioned promptly.
Be advised of the procedures for action in the complaint
56
What to do if a person calls into a police station or community policing centre in relation to a complaint
Make every effort to speak to the complainant and record the complaint in writing. you must not ask the complainant to return or call another day to deal with some other Police employee
57
If a complaint is made orally what must police do
The police employee receiving the complaint must summarise it in writing or ask the complainant to do so, and get the complainant to sign it as soon as practical
58
What do you do if employees subject to a complaint is the only person available at the police station to take that complaint
You must record the complainant’s details and promptly submit a brief report as to the circumstances to your district professional conduct manager, district manager or national manager who will arrange for an independent employee to make contact and take a complaint
59
If a complaint is made by a person in police custody what must you do
You must ensure that questioning of the complainant relates only to the matters directly relating to the allegation. Unless there are compelling reasons to the contrary, you should allow the accused persons representative to be present during the interview
60
When a complaint has been received, the district must do what?
notify the Director: Police Professional Conduct at PNHQ, who in turn notifies the authority.
Districts must not notify the authority directly.
61
What is an expression of dissatisfaction (EOD)
I complaint about something that is not a specific incident, not relating to a specific officer, or not a specific organisational failure then it can probably be resolved as an EOD.
62
What is an example of an expression of dissatisfaction
Police sirens been heard late at night. Police helicopter operating at night and causing a disturbance. Trainee police driving around the local streets. Pleace not enforcing the speed limit on local roads. Never seen Police walking the beat
63
Expression of dissatisfaction do not need to notify the Authority, however if unsure you should consult with
District PPCM
64
What is a serious complaint defined as
Serious complaint is a complaint, or issue of such significant public interest it puts, or is likely to place, the polices reputation at risk
65
Examples of serious complaints or issues are
Complaints against police employees likely to generate significant media coverage.
Complaints that would otherwise be considered not serious but involve police employees who hold the position of Inspector or above, or non-Constabulary equivalent level senior managers.
Complaints that involve executive police employees.
Complaints against police employees regarding any incident of a sexual nature.
66
If notified of a complaint or issue of a serious nature who do you notify
The employee receiving that information must immediately take steps to ensure the appropriate district police professional contact manager, district Commander or national manager is notified. They intern must notify the Director: Police professional conduct PNHQ of the complaint or issue.
67
It is critical that our investigation standards into complaints against police employees or notifiable incidents adhere at all times to good practice. Investigator must I’m partially investigate complaints or notifiable incidents involving police employees in a timely, effective and objective manner, and follow by these key tasks of investigation
Have any decision around filing of charges independently reviewed where appropriate.
If charges are not recommended a report explaining the rationale of their decision is to be provided.
Have any recommendation around disciplinary processes reviewed by the district human resources manager or senior human resources advisor, and police professional contact manager.
Independent investigators (those brought in from outside of district in which a matter occurs) must report to the district Commander or national manager in the district centre where the incident occurred unless the line of command is specifically change by the commissioner in writing.
68
Unless determined otherwise by the commissioner, the overall responsibility for managing investigations into notifiable incidents or complaints against police employees rests with the
district Commander or national manager of the service centre where the employee is normally employed
69
When an independent investigator is to be deployed, the primary responsibility for managing the investigation including reporting structures resides with the district Commander or national manager of the employee under investigation. The Director: Police professional conduct will provide
Technical advice and guidelines to ensure a consistent and safe approach
70
Employment investigations arising from complaints or notifiable incidents must be conducted by a
Separate investigator and comply with the principles of good practice outlined in the code of conduct and disciplinary policy
71
District commanders must actively manage the investigations under notice to their command to ensure that effective updates are provided to the Director: Police professional conduct, how frequently?
On a monthly basis on all investigations into alleged misconduct by Police employees assigned to their area.
72
For significant matters which is subject to the commissioners notification, the district professional conduct manager must ensure
weekly investigation updates are provided to the Director: police professional conduct.
73
The updates from a district Commander or district professional conduct manager must provide
The status of the investigation, any significant development in the investigation, the expected timeline to complete and specify any outstanding tasks associated with that investigation.
74
What is a conflict of interest
Conflict-of-interest is a conflict between a police duty and private and/or personal interests
Conflicts of interest maybe actual, potential or perceived
75
If employee discloses a conflict-of-interest you must work with employees to assess
The risks, and to identify appropriate strategies to manage those risks.
76
With regards to conflicts of interest, even if our actions are above reproach, we must always ask ourselves what
How a reasonable observer would perceive our actions, given our other interests.
77
With regards to conflicts of interest we should avoid activities where
We could be seen to be at an advantage because of information or other resources we have access to in our Police role
78
With regards to conflicts of interest internal investigators must complete a
Independence of investigation conflict of interest declaration form (whether or not a conflict of interest exists).
79
With regards to conflicts of interest when participating in a tender process you must complete a
Conflict of interest and confidentiality agreement (whether or not a conflict exists)
80
What is a supervisor and managers responsibility with regards to conflicts of interest
It is your responsibility to determine whether a disclosed conflict could prevent your team member from making unbiased decisions, or whether a reasonable observer may consider the employer to be biased
