pac inet2008 i tin cook islands police helen henry aporo kirikava

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•In the history of the Cook Islands Police, there has never been an established network server that collates, protects & centralises Police information

•Adhoc purchasing of computer equipment and systems

•Electronic files were either lost, misplaced or stored on separate computers where limited access prevented easy viewing

•No regular stocktake of equipment or recording of personnel designated to care for particular items

• No computer use policy in place – hence no monitoring or back up of data

• Adhoc dial up accounts set up randomly on request for email & internet access

• Budget requests were not clearly justified and hence Police was always declined requests for new or replacement equipment for effective policing

•Internet abuse

• Viruses from frequent use of USB drives and other devices

• Loss of data from virus infection and system breakdown

• Limited statistical information available

•Slow processing of incidents and cases sometimes causing dismissal before the courts

• Poor performance due to limited resources

• Duplication of data in different divisions

• Limited public awareness programs and minimal public access to basic information

• High maintenance costs to equipment – low valuable life of equipment

• Lack of information-sharing with stakeholders

•116 Recommendations

•Pointed out both Good and Deficient Parts of the Organisation

•Not all Recommendations Related to Police Actions (Some Govt actions were required)?

•Although not overt – Some of the responsibility for the state of the Police was to be borne by past Governments and other Govt Sectors

‘Organisational Change’ – Patrick Tasker 2008

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Government Decision� From the Police Review – Police were allocated

additional operational and capital budgets in 2006-07 & 2007-08 to clear all past debts & procure necessary tools for effective Policing

� New Commissioner appointed June 2007 to implement changes


‘Organisational Change’ – Patrick Tasker 2008 ‘Organisational Change’ – Patrick Tasker 2008

Systems & People

� Systems � People

A Game Of Two Halves


1st Half

Work must continue – what would be noticed if we stopped?

What systems & process did the Police have in place?

What tools do the Police need?

What other stakeholders did we need to have relationships with?

What stakeholders needed to be refocused?


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2nd Half

1. Skills & Skill Alignment1.Qualifications2.Education v Training3.Creating the atmosphere to accept change4.Creating opportunities for Career development


• A Computer & Mail Server was installed

• A stocktake of all equipment identified that their were far too many printers and laptops in the station

• Printers and laptops were removed and computer replacements were purchased

• Driver’s Licensing & Finance received new more complex machines

• Centralised printing – 2 upstairs, 2 downstairs

• Commercial copiers both colour & B&W

• Computer Internet Use Policy

• Password & user IDs introduced

•Restriction to internet & USB port usage & unauthorised download of software

•Monitoring of usage

• Purchase of Police Software to record all incidents

• Software & equipment for D/Licensing

• Infranet – internal website for all templates, legislation, newsletters, policies & standard documents

• Purchase of Outer Islands laptops & printers to be programmed for remote connection to HQ & distributed

• Telephone console system is being replaced

• Emergency lines to be rerouted & manned by HQ

• Communications Centre set up & staff trained for all incoming calls

• Roles for all redefined

• HR & Payroll software, Police software

•Meetings with Stakeholders: MFEM, Justice, Crown law, Audit & Public entities

• Develop good media partnerships

• Develop long term raining plans that tie in with current operations & projects

• Maximising on tools & resources, taking better care

• Taking better care of what we have

• Employing a permanent IT Support Manager

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IT Support Manager – Aporo Kirikava

Pre – 2007

l 3 Domain Controllers each administering 3 – 4 Workstations

l At least one printer in every office

l Multiple copies of a single database

l Separate databases for every offense or incident

l Duplicate case files in multiple locations

ICT StructurePre – 2007 l No policies for general use and internet access.

l No monitoring of internet usage (all staff had unlimited access)

l No security implemented. All users had administrative privileges to all files

lNo data backup

lSupport services outsourced

ICT Structure


ICT StructureCurrent Setup...• 1DC (2K3 SBS), 1Fileserver (2K3 Enterprise), 1 Communications Server

• Central printing rooms on each level of HQ

• Multi-user MIS database installed (Jade CMIS)?

• New phone system run through server

• Internet Usage Policy and General Use Policy implemented

• Internet users now logged and monitored


ICT Structure...Current Setup•Intranet and Internet sites under construction

•Remote administration

•User restrictions put in place via GPMC

• Standardised User Profiles• Proxy authetication required for internet access• Use of Removable Storage Media restricted to administrative users• Access to unsolicited software restricted


ICT StructureFuture of Police ICT

• Dedicated Servers

•DC, WebServer, Terminal Server, Fileserver, etc\

• Integration of FOSS into network (Linux, CMS, OpenOffice)?

• Introduce GIS into the C.I. Police

• Link current Jade CMIS database to GIS

• Complete link to O.I. Offices and provide support to these sites


ICT StructureFuture of Police ICT• Have general police forms accessible online

• Interactive communications with other agencies online

• Make payments online, both outgoing and incoming

• Data sharing between other government agencies

• Upskill cipolice staff


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• Develop Data Feed system with Justice for sharing of information

• Outer Islands Communication, training & link to HQ

• Link Meteorological Services to HQ network

• Link Maritime Services Division to HQ network

• Improve Communication networks – radios islandwide

• Design & install Police Website for broader community help minimise impact of OI Act, improve services

• Requires continuation for effectiveness

• Requires positive attitude

• Requires acceptance to CHANGE

Prepared by Helen M Henry for Cook Islands Police. References a nd data sources used: ‘Organisational Change’ Patrick Tasker 2008, IT Support Manager - Aporo Kirikava

pac inet2008 i tin cook islands police helen henry aporo kirikava

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