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Sgt CPK exam 2024 KCMY72 > 7. Strategic Awareness and Staff Management > Flashcards

7. Strategic Awareness and Staff Management Flashcards

1
Q

Araia I te tuatahi

A

Prevention First

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2
Q

OUR BUSINESS - what is “our mission”?

A

To prevent crime and harm through exceptional Policing

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3
Q

Te Huringa o Te Tai

A

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

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4
Q

The deployment process is informed by critical command information. The five key inputs are: G.I.D.P.R

A
  • Our goals and priorities
  • Intelligence
  • Demand
  • Performance
  • Our available Resources
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5
Q

Layers of opportunity
O. T. S.

A

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

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6
Q

Pou Mataara

A

Our people and their mindset - be first then do

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7
Q

Pou Mataaho

A

Effective initiatives and improved practice - delivering the services New Zealanders expect and deserve

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8
Q

Pou Hourua

A

Effective Partnerships - focused prevention through partnerships

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9
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

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10
Q

F2 Culture - Purpose

A

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

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11
Q

F3 leadership - Purpose

A

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

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12
Q

F4 Capability - Purpose

A

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

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13
Q

F5 Performance Management Framework - Purpose

A

PIPs - Having more meaningful conversations about our performance, contribution and ongoing development.

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14
Q

Values - Professionalism

A

Look the part, be the part

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15
Q

Values - Respect

A

Treat others as they would want to be treated

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16
Q

Values - Integrity

A

We are honest and uphold excellent ethical standards.

Actions say it all.

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17
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

Stand together

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18
Q

Values - Empathy

A

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

Walk in their shoes

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19
Q

Values - Valuing Diversity

A

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

Many views, one purpose

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20
Q

What is the rule of the law?

A

Defines the relationship of the government to its people: that people in a society should be governed by law and should be free from arbitrary government

Some key aspects included are that all people should be treated equally before the law and that individual liberties should be preserved.

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21
Q

S9 Policing Act 2008
Functions of Police (non exhaustive list)

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
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22
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

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23
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

In the absence of a supervisor, authority and responsibility devolves on the police employee available next in level of position and in the case of equality the longest service police employee.

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24
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

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25
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.

26
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 including consequences if no change and support resources
  • Record meeting outcomes
  • At this stage you may confirm if a formal PIP is required or not. Record this decision.
27
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.

28
Q

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

A

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

29
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

Disciplinary procedures may be considered. Final warning.

30
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 the employee at this stage.

31
Q

Kia Tu Policy

A

Our approach for preventing and addressing unacceptable behaviour in Police

32
Q

Kia Tu 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.

33
Q

Kia Tu Principles
Whakawhirinaki: Trusted

A

Trust each other and our processes.

34
Q

Kia Tu Principles
Whaiwhakaaro: Responsive

A

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

35
Q

Kia Tu Principles
Tikanga Haumaru : Safe

A

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

36
Q

Kia Tu 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.

37
Q

s13 IPCA Act 1988

A

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

38
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

39
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

40
Q

Our goals/outcomes (3)

A

Safe homes, safe roads, safe communities

41
Q

Our vision

A

New Zealand is the safest country

42
Q

Our purpose

A

To ensure everybody can be safe and feel safe

43
Q

Our business - our priorities (3)

A
  • Enabling the frontline
  • Community reassurance
  • Focus on core policing
44
Q

Breaching police policies or procedures.

Misconduct or serious misconduct?

A

Misconduct

45
Q

Being convicted of or pleading guilty to an offence.

Misconduct or serious misconduct?

A

Serious misconduct

46
Q

Corruption - accepting a bribe, inducement or award

Misconduct or serious misconduct?

A

Serious misconduct

47
Q

Bullying or harassment.

Misconduct or serious misconduct?

A

Serious misconduct

48
Q

Treating a person harshly.

Misconduct or serious misconduct?

A

Misconduct

49
Q

Misuse of police internet, email, or databases for unauthorised or personal purposes.

Misconduct or serious misconduct?

A

Misconduct

50
Q

Theft or dishonesty of any kind.

Misconduct or serious misconduct?

A

Serious misconduct

51
Q

Failure to declare conflict of interest.

Misconduct or serious misconduct?

A

Misconduct

52
Q

Unauthorised access to, or disclosure of any matter or information related to police business, including NIA

Misconduct or serious misconduct?

A

Serious misconduct

53
Q

Knowingly making a false declaration or statement (including incorrectly recording data)

Misconduct or serious misconduct?

A

Serious misconduct

54
Q

Bringing police into disrepute through any actions or behaviour

Misconduct or serious misconduct?

A

Misconduct

55
Q

What are 5 principles of Kia Tu?
P.T.R.S.A

A
  • People-centric
  • Trusted
  • Responsive
  • Safe
  • Accountable
56
Q

Conflicts of interest may be a_____, p______ or p________.

A

Conflict of interest may be actual, potential or perceived.

57
Q

Who can decline an FEO application?

A

District commander or national manager or equivalent.

58
Q

Critical incident psychologist appointments - time frame for the first two appointments?

A

First appointment no earlier than 72 hours following incident, second appointment within 10 days post incident.

59
Q

What is the minimum downtime following critical incident?

A

10 days.

60
Q

Where an employee is involved in a critical incident and their actions are deemed to have contributed to the death or life-threatening injury of a person. When must they attend appointments with a psychologist following the incident?

A

3, 6, 12 months after the incident and annual follow up appointments.

61
Q

Following a work related injury, how long of an absence until the rehabilitation policy is triggered?

A

10 days

Sgt CPK exam 2024 KCMY72 (10 decks)

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