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OCDP Developmental Session #5
February 24th, 2003 - 1400 - 1600 hrs
Richmond City Hall - Room 8.120
Guest Speaker - Assistant Commissioner Gary Forbes
Lower Mainland Commander and Officer in Charge, Surrey
Detachment
Topics - Current Issues and Trends with Area Command and Future
Urban Policing Models
- Expectations of future
commissioned officers
Interview Tips
Whenever you can, present your example, preface it or show the
link to the bigger corporate vision, strategic priorities and/or
guiding principles.
Our Vision – Safe Homes/Safe Communities …… Integrated Policing
(Integrated Policing has evolved, become more that a strategic
priority – it has become a defining philosophy. In particular,
it underlies and frames our plans and activities for the
delivery of our priorities/objectives in our strategic
framework.)
Our Four (4) Strategic Priorities
1. Organized Crime
2. Terrorism
3. Youth
4. International Policing
(2 further areas of adjustment within our priorities are
Restorative Justice and Aboriginal Policing)
Our Guiding Principles – Four (4) Pillars supporting our
“Organization of Excellence”
Our guiding principles, our core focus in becoming strategically
focused and building an “organization of excellence” are:
1. Intelligence
2. Values
3. Bridge Building
4. Accountability
• Intelligence
We rely upon well-founded knowledge, both for policing functions
and for day-to-day management. Intelligence enables our
activities to be guided by reliable, critical and timely
information from within and outside our organization – from the
front-line to the international scene.
• Values
Our values must reflect those of Canadian society. Our behaviour
as an organization and as individuals must at all times be based
upon integrity, honesty, professionalism, compassion, respect
and accountability.
• Bridge-building
If we are to achieve our goals as an organization, we must build
bridges with colleagues, partners, other government agencies and
the communities we serve. We must work closely with our domestic
and international partners within and outside of law
enforcement.
• Accountability
As well as answering for our decisions and actions within the
organization, we must also answer to the Solicitor General, the
Government of Canada and Parliament. We are accountable under
the Criminal Code of Canada for our criminal investigation
operations. Since accountability relies upon a clear
understanding of expectations, open and clear communication is
crucial. Clarity/transparency are essential especially if we are
to earn the trust of Canadians.
The Challenge
Can you link, blend and or show your efforts towards…Does any of
your examples support or connect towards…
• Integrated Policing
• Organized Crime
• Terrorism
• Youth
• International Policing
• Aboriginal Policing
• Restorative Justice
• Intelligence
• Values
• Bridge Building
• Accountability
What Can You Do?
Spend some time reviewing your Track Record examples and build
another one or two examples per each core competency (call this
you “basket clause”…just in case). Have 16 to 32 examples of
varying complexity and details. Spend some time looking at the
appropriate chapters in “Knock Em Dead 2002” in the area of
interview questions.
Here is just an example of how to link:
Q.Give an example when you faced conflict in your job?
A. Our defining philosophy within the RCMP is integration. My
situation was as the NCO of …. and integration was being
explored in this one aspect of this job function. There was
perceived and real conflict from other parties about this
concept. This was affecting morale and the output of work. My
Task was to explore the integration option and deal with the
conflict (both individual and team) that I was facing…. My
Action started with doing an environmental scan, acquiring and
analyzing all the known information out there regarding what the
causal factors to his conflict were…Here is what I did to work
through the conflict and build “trust” based relationship. The
Results were… and in Evaluation I have now implemented “change
management” training to all my employees.
(This is just a framework of how you could show the link and use
the S.T.A.R.E principle in present your example. Situation Task
Action Response Evaluation )
Whenever possible, directly or indirectly show how you have made
the link to our “bigger picture” within the organization. This
shows you are “thinking Inspector”
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