Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Sgt CPK exam 2024 > 7. Strategic Awareness and Staff Management > Flashcards

7. Strategic Awareness and Staff Management Flashcards

1
Q

Araia I te tuatahi

A

Prevention First

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Our Functions - OUR BUSINESS

A

-Keep the Peace
-Maintain Public Safety
-Law Enforcement
-Crime Prevention
-Community Support and Reassurance
-National Security
-Policing Activities outside New Zealand
-Emergency Management

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Our Mission- OUR BUSINESS

A

To prevent crime and harm through exceptional Policing

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Te Huringa o Te Tai

A

“The turning of the tide” is our Maori strategy.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The deployment process is informed by critical command information. The five key inputs are:

A

-Our goals and priorities
- Intelligence
-Demand
-Performance
-Our available Resources

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Layers of opportunity

A

Opportunities to prevent crime and harm.
Operational
Tactical -1 to 3 months
Strategic -3 or more months

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Pou Mataara

A

Our people and their mindset

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Pou Mataaho

A

Effective initiatives and improved practice

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Pou Hourua

A

Effective Partnerships

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

F1 Strategy - purpose

A

Enables leaders to connect to their teams to Our Business by clarifying our purpose in Police and the outcomes we need to deliver

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

F2 Culture - Purpose

A

Helps us build the high performance culture we need to deliver Our Business

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

F3 leadership - Purpose

A

Providing more people-focused leadership.
Provides leaders with the tools to help us deliver on our purpose.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

F4 Capability - Purpose

A

Equips each of us with the tools to perform to our potential in our roles

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

F5 Performance Management Framework - Purpose

A

Talking about our performance in a more meaningful way.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Values - Professionalism

A

Look the part, be the part

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Values - Respect

A

We treat everyone with dignity, uphold their individual rights and honour their freedoms

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Values - Integrity

A

We are honest and uphold excellent ethical standards

18
Q

Values - Commitment to Maori and the Treaty

A

We act in good faith of, and respect, the principles of Te Tiriti o Waitangi - Partnership, protection and participation

19
Q

Values - Empathy

A

We seek the understanding of and consider the experience and perspective of those we serve

20
Q

Values - Valuing Diversity

A

We recognise the value different perspectives and experiences bring to making us better at what we do

21
Q

What is the rule of the law?

A

The rule of law is a fundamental characteristic of a democratic society.
Some key aspects included are that all people should be treated equally before the law and that individual liberties should be preserved.

22
Q

S9 Policing Act 2008
Functions of Police

A

Keeping the peace
maintaining public safety
law enforcement
crime prevention
community support and reassurance
national security
participation in policing activities outside NZ
Emergency management

23
Q

s20 Policing Act 2008
Code of Conduct

A

It is the duty of every Police employee to conduct himself or herself in accordance with the code of conduct

24
Q

s30 Policing Act 2008
Command and Control

A

Every Police Employee must obey and be guided by
-General instructions
-The commissioners circulars
-any applicable local orders
Every Police employee must obey the lawful commands of a supervisor

25
Q

s63 Policing Act 2008
Acting Appointments

A

In the case of absence from duty the commissioner may
-Appoint an employee temporarily to any higher level of position
-or authorise an employee to exercise or perform all or any of the powers and duties under this act or any other enactment.

Constable must be authorised under section 63(1)(a) for approval of PSO

26
Q

Performance Improvement Plan (PIP)
Step 1: Initiate a PIP

A

Set a time for a formal conversation about performance. This should be recorded in writing.

27
Q

Performance Improvement Plan (PIP)
Step 2: Meet with the employee to formulate a PIP for future implementation

A

Define the performance issues and provide examples
Allow opportunity for explanation
Confirm next steps
record meeting outcomes
At this stage you may confirm if a formal PIP is required or not. Record this decision.

28
Q

Performance Improvement Plan (PIP)
Step 3: Finalise the PIP

A

If you believe a formal PIP is required.
Set a time to finalise the PIP by.
Define what success looks like.
Specify improvement actions that are clear, reasonable and timely.
Keep a copy of the PIP and provide the employee with one.

29
Q

Performance Improvement Plan (PIP)
Step 4: First formal review meeting

A

On completion of the review period you will have reviewed the performance nad formed a preliminary view on whether or not the standards have been reached or not.
Allow them to bring a support person

30
Q

Performance Improvement Plan (PIP)
Step 5: Confirmation of Outcome

A

Will reflect one of the following:
The PIP has resulted in the required improvements being achieved
Some improvements achieved but the required standards not reached (extend time period and provide further support)
No or insufficient improvements

31
Q

Performance Improvement Plan (PIP)
Step 6: Additional steps and final PIPS

A

If requirements have not been met but your decision is no disciplinary outcome, steps 1-3 may be repeated.
All applicable circumstances are to be taken into account.
The decision letter is to be provided to he employee at this stage.

32
Q

Kia Tua Policy

A

Our approach for preventing and addressing unacceptable behaviour in Police

33
Q

Kia Tua principles
Te Putahi o Te Tangata: People Centric

A

Everyone is treated with respect and dignity and have the opportunity to tell their side of the story. Everyone will be offered support along the way.

34
Q

Kia Tua Principles
Whakawhirinaki: Trusted

A

Trust each other and our processes.

35
Q

Kia Tua Principles
Whaiwhakaaro: Responsive

A

We will respond to matters quickly and proportionately to the behaviour of concern

36
Q

Kia Tua Principles
Tikanga Haumaru : Safe

A

Providing a safe and healthy work environment where everyone can be themselves and thrive

37
Q

Kia Tua Principles
Noho Haepapa: Accountable

A

We are all accountable for our behaviour and behaviour that falls short of what is expected of us will be addressed.

38
Q

s13 IPCA Act 1988

A

Duty of Commissioner to notify Authority of certain incidents involving death or serious bodily harm.

39
Q

s15 IPCA Act 1988

A

Duty of Commisioner to notify Authority of complaints.
ASAP but no later than 5 days after the complaint is received

40
Q

s22(2) IPCA Act 1988
Under Clause 13 of the Memorandum of Understanding between Police and IPCA

A

Commissioner has asked the IPCA to investigate:
Criminal offending or serious misconduct by Police employee
Critical incidents
Intentional discharge of firearm
Self harm/suicide in Police Custody
Unintentional dog bite

Sgt CPK exam 2024 (10 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions