Complaint Handling and Managing Employees Assistant Commissioner Paul Carey APM NSW Police Force National Investigations Symposium 2012 So far….. • Nearly 40 years with NSWPF • Assistant Commissioner – Professional Standards • Police Commander since 1995 • Counter Terrorism Commander • Deputy Commissioner • Worked, visited and spoken Nationally and Internationally NSW Police Force • 150 years old • State organisation providing all facets of modern policing services • 16,000+ sworn police officers • 3,500 unsworn officers • In 500 locations across the State • Operating 24 x 7 NSW Police Force - Complaints • Defined by Part 8A of the Police Act 1990 • Current approach comes from the Wood Royal Commission recommendations • Annually 5,000 – 5,500 • 65% complaints from the public • 35% generated internally What complaints? • Operational issues attract attention • Eg Use of Tasers, Pursuits, Major operations, Major arrests, Major incidents, Major events. • The ‘business’ attracts complaints. • Wicked questions • People are employed to do certain things. • We check, write policy, flag failures, call to account. • Implement good governance. • Provide for improvement. • There is a culture at work. But…… • Do we explain what we do, how we do it, why we do it (or don’t do it) in detail. • Is it transparent? • What are the facts? • What is the evidence? • Has it been reviewed? • If there are a thousand tasks, processes, • • • strategies actions a investigator can take to investigate a homicide (justifiable or unjustifiable). The results of those tasks undertaken are clear and articulated. The ones that aren’t undertaken are less clear. This creates a void for those who review or have an interest. How does NSWPF manage? • Oversight by NSW Ombudsman and the Police Integrity Commission. • Majority (80+%) managed locally. • Complaints system managed centrally. • Large central Command PSC – 240 staff. • Supported by decentralised specialist staff and ‘portfolio’ holders. How do we do it • Complaints are assessed or triaged. • They can be declined, resolved or formally investigated including criminal investigations. • Proper assessment, early contact, identify issues and resolution streams. Some facts • NSWPF found interesting things. • We were in fact being unfair to our own officers. • We were imposing sanctions on poorly informed • • benchmarks We didn’t engage with the officer very much, post investigation. It could’ve been interpreted that the process was being used as punishment. • Woods said…Remedial rather than punitive, however those that grossly offend against proper standards should expect nothing less than an early exit… • We should work with people • We should agree on a way to improve Help • Information is important • Communication is more important • Initial training, ongoing training • Monitor progress • Quality decisions Help cont.. • Engage early – College, reinforce • Workshops • Bi annual conferences • ‘Help’ available, helps everyone. Ethics and Standards • Socrates .. “What ought one to do…” • Standards set from the top • Oath of Office • Statement of Values • Code of Conduct • Professional Standards • Expect the unexpected from those you least expect it.