Operations

Operational Planning

305. There appears to be limited involvement of the CCSC in District planning and the execution of operations. In examples provided it appears that District staff and management tend to advise rather than consult Centres on operational orders and in some cases, provide no advice at all of planned operations that Centre management and staff should be made aware of as they are likely to be impacted on. More importantly, no knowledge of or involvement in contributing to planning denies the opportunity for setting a support plan for Comms in place.

306. Where operational orders for major events or operations are sometimes made available to Centres, staff indicated that although they are shown to them, no formal briefing is undertaken.

307. An opportunity exists for District operational planners to consult Communications Centres when drawing up operation orders to ensure a coordinated approach and gain from the experience and demonstrated expertise available within the Centres.

308. Interestingly, District Commanders report relative satisfaction with the service delivery provided by the CCSC, although they acknowledge there has formerly been some concern with level of support.

Debrief, Special Events

309. Debriefing practices after incidents are poor. Staff reported that debriefings are quick and not purposeful. Centre debriefs are also inconsistent. During the panel’s visit to one of the Centres, three major incidents occurred, two air craft crashes and an incident involving a man who had doused himself with petrol. Enquiries did not reveal what, if any,k debrief of staff was undertaken. A shift manager was observed departing the Centre at the end of shift following a major incident although no debrief had been undertaken. One dispatcher reported to the panel that they had not received an operational debrief in five years.

310. As well as being an opportunity to learn from experience, debriefing is an important process to combat stress, fatigue and illness that might otherwise develop due to the high pressure and often disturbing experiences Communications staff are faced with every day. Debriefing sessions are also an opportunity to praise and encourage staff when appropriate.

311. District operational managers invite centre shift managers to participate in debriefs on rare occasions and this only serves to prolong the lack of clarity and understanding around roles and responsibility for command, both for dispatch and incident control.

312. This exclusion is further evidence of the CCSC not being considered as part of the front line response. The status quo must not continue in this regard but it is up to management and staff to work towards changing attitudes.

Control and Command

313. The Panel raised questions about the confidence of Shift Managers to exercise command. Some of the issues have already been alluded to in the recommendation to ensure new managers undergo a management development training programme including all aspects of critical incident command.

314. At all times, New Zealand Police needs to fully articulate the responsibilities and roles when a critical incident, firearms incident or other occurs. Strict operational rules and procedures regarding who takes command and when command should transfer from the CCSC to District must be clearly defined and understood. These command skills will be developed and strengthened through continuing education, table top exercises and the practicalities of day- to-day operations

315. There was concern among the Panel members that shift managers and team leaders do not willingly take on this critical incident command role. This must be addressed through training and coaching to ensure adequate coverage of a competent commander at all times. It should be clearly stated what is required, training provided and clear expectations communicated throughout the organisation. Each person must know his or her role and be held accountable for doing so.

316. Documentation of each critical incident including the debrief process undertaken should be recorded in a policy book or similar and used to assess the quality of command. This record can then also be referred to for individual performance reviews and as a source for scenario training.

Operational Practises

Local station dispatch in Districts

317. Numerous opinions and comments were presented to the panel from those who work in the CCSC and the Districts. There is an opportunity to employ the use of i-Net dispatch in Districts but there must be clear business rules established between Districts and the CCSC. As a critical business process this might be an ideal foundation for building future Service Level Agreements (SLA) around. It is also vital that this is not seen as a divestment of the CCSC and any changes are communicated to all staff regarding the changes to business operations. Close District liaison and updating of SLAs should occur in order to manage operational priorities.

318. In the opinion of the Panel, SLAs should not be unique to each District. The CCSC cannot work differently for or provide unique standards of service to each District. Attempting to do so would pose a monstrous training and competency problem. Any such standards need to reflect the mission and mandate of CCSC and the broad range of services that it is resourced to provide, recognising as well, the overall mission of New Zealand Police.

319. It has been submitted to the panel that the benefits of operating i-Net Dispatch within Districts will enable enhanced tactical coordination in line with proactive policing strategies.

320. Any move to implement District based dispatch must be carefully coordinated with the CCSC and strict business rules defined and adhered to, to ensure a comprehensive dispatch capability. Staff will need to be trained and monitored over a trial period before any move to implement such a change nationwide.

Channel linking

321. During quieter periods and sometimes due to staff shortages, Dispatchers are required to link channels, or dispatch two channels simultaneously. In some instances there is nothing wrong with channel linking, particularly during very quiet periods of radio traffic. However, during periods of higher radio traffic this can be a risk for the public requiring assistance by causing delays in dispatching and also puts police safety at risk if a call for assistance can’t be made. Dual dispatch has the same risks attached and the added problem of information or a call for assistance potentially being missed as both channels are open at the same time.

322. Some undesirable behaviour by District staff was reported in response to the practice of linking channels. Claims that some officers repeatedly open and close the channel to disrupt traffic and signal their disapproval of channels being linked are of concern. Such behaviour, if it exists, must be identified and remedial action taken by District management.

323. Clear business rules need to be established in consultation with District Commanders and the agreed practice communicated to all staff. The practice should continue to be monitored to ensure that rules surrounding safe radio use are adhered to.

Night switching

324. Stations which do not operate 24 hours a day should redirect incoming calls to one of the 24 hour stations in the same District when the switch board is not manned. It is reported this practice of ‘night switching’ regularly occurs but calls are redirected to one of the Communications Centres rather than another station. Also reported is that the practice is not limited to after hours but occurs during business hours with claims that this is to enable station telephonists to take breaks.

325. This is an issue as it increases the volume of calls are directed to the Centres. It is also a customer service issue as some callers are reported to be dissatisfied when their call is picked up by a Communications Centre when they were trying to contact their local station.

326. Clear business rules need to be reinforced to District management and staff. Continued non compliance must be identified and appropriate action taken to ensure the practice is discontinued.

Unit availability

327. All District units available for dispatch are required to log themselves on at the start of each shift. District Service Level Agreements identify exceptions where staff that commence duty away from their home station will have this duty performed for them by Comms.

328. From the number of units reported to be available by dispatchers at any given time, it appears that not all District units are logging on or declaring themselves available for dispatch. This is further evidenced by the number of events that are coded ‘no unit available’ or NUA. There are rules and procedures in place regarding dispatch under NUA including referring to field commanders and reprioritising or diverting units in attendance at or en route to other events.

329. Police operates a Status Monitoring and Calling System (SMACS) which allows field staff to change their status, result events and call for assistance without speaking to the dispatcher. It was reported that SMACS is not widely used as staff prefer voice communication which provides the assurance that the message has been received.

330. The use of alternate communications devices (i.e. cell phones) as a work around or alternate to using the CARD and radio system is risky. Transmissions are not taped and the Centres do not then know what is going on. The appropriate and acceptable use of cell phones for the tasking of jobs in contravention of established business rules must be communicated to all staff and unacceptable use not tolerated.

Recommendations

331. Operational planning needs to become a critical part of the CCSC business. All operational plans must have the CCSC management buy-in at some level.

332. Consultation with the CCSC should appear as a mandatory requirement for operational orders.

333. Documentation of each critical incident including the debrief process undertaken should be recorded.

334. Clear business rules regarding channel linking need to be established in consultation with District Commanders and the agreed practice communicated to all staff. The practice should continue to be monitored to ensure that rules surrounding safe radio use are adhered to.

335. Supervisors and managers in both the CCSC and Districts need to ensure all business rules surrounding night switching are understood and adhered to. Staff not operating in line with standard business rules must be identified and held accountable.

336. Management must make policy compliance and consistency an issue of accountability and performance management.