7. Strategic Awareness and Staff Management Flashcards
Araia I te tuatahi
Prevention First
OUR BUSINESS - what is “our mission”?
To prevent crime and harm through exceptional Policing
Te Huringa o Te Tai
“The turning of the tide” is our Maori strategy.
The deployment process is informed by critical command information. The five key inputs are: G.I.D.P.R
- Our goals and priorities
- Intelligence
- Demand
- Performance
- Our available Resources
Layers of opportunity
O. T. S.
Opportunities to prevent crime and harm.
- Operational
- Tactical - 1 to 3 months
- Strategic - 3 or more months
Pou Mataara
Our people and their mindset - be first then do
Pou Mataaho
Effective initiatives and improved practice - delivering the services New Zealanders expect and deserve
Pou Hourua
Effective Partnerships - focused prevention through partnerships
F1 Strategy - Purpose
Enables leaders to connect to their teams to Our Business by clarifying our purpose in Police and the outcomes we need to deliver
F2 Culture - Purpose
Helps us build the high performance culture we need to deliver Our Business
F3 leadership - Purpose
Providing more people-focused leadership.
Provides leaders with the tools to help us deliver on our purpose.
F4 Capability - Purpose
Equips each of us with the tools to perform to our potential in our roles
F5 Performance Management Framework - Purpose
PIPs - Having more meaningful conversations about our performance, contribution and ongoing development.
Values - Professionalism
Look the part, be the part
Values - Respect
Treat others as they would want to be treated
Values - Integrity
We are honest and uphold excellent ethical standards.
Actions say it all.
Values - Commitment to Maori and the Treaty
We act in good faith of, and respect, the principles of Te Tiriti o Waitangi - Partnership, protection and participation
Stand together
Values - Empathy
We seek the understanding of and consider the experience and perspective of those we serve
Walk in their shoes
Values - Valuing Diversity
We recognise the value different perspectives and experiences bring to making us better at what we do
Many views, one purpose
What is the rule of the law?
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.
S9 Policing Act 2008
Functions of Police (non exhaustive list)
- Keeping the peace
- Maintaining public safety
- Law enforcement
- Crime prevention
- Community support and reassurance
- National security
- Participation in policing activities outside NZ
- Emergency management
s20 Policing Act 2008
Code of Conduct
It is the duty of every Police employee to conduct himself or herself in accordance with the code of conduct
s30 Policing Act 2008
Command and Control
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.
s63 Policing Act 2008
Acting Appointments
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
Performance Improvement Plan (PIP)
Step 1: Initiate a PIP
Set a time for a formal conversation about performance. This should be recorded in writing.
Performance Improvement Plan (PIP)
Step 2: Meet with the employee to formulate a PIP for future implementation
- 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.
Performance Improvement Plan (PIP)
Step 3: Finalise the PIP
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.
Performance Improvement Plan (PIP)
Step 4: First formal review meeting
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
Performance Improvement Plan (PIP)
Step 5: Confirmation of Outcome
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.
Performance Improvement Plan (PIP)
Step 6: Additional steps and final PIPs
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.
Kia Tu Policy
Our approach for preventing and addressing unacceptable behaviour in Police
Kia Tu principles
Te Putahi o Te Tangata: People Centric
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.
Kia Tu Principles
Whakawhirinaki: Trusted
Trust each other and our processes.
Kia Tu Principles
Whaiwhakaaro: Responsive
We will respond to matters quickly and proportionately to the behaviour of concern
Kia Tu Principles
Tikanga Haumaru : Safe
Providing a safe and healthy work environment where everyone can be themselves and thrive
Kia Tu Principles
Noho Haepapa: Accountable
We are all accountable for our behaviour and behaviour that falls short of what is expected of us will be addressed.
s13 IPCA Act 1988
Duty of Commissioner to notify Authority of certain incidents involving death or serious bodily harm.
s15 IPCA Act 1988
Duty of Commisioner to notify Authority of complaints.
ASAP but no later than 5 days after the complaint is received
s22(2) IPCA Act 1988
Under Clause 13 of the Memorandum of Understanding between Police and IPCA
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
Our goals/outcomes (3)
Safe homes, safe roads, safe communities
Our vision
New Zealand is the safest country
Our purpose
To ensure everybody can be safe and feel safe
Our business - our priorities (3)
- Enabling the frontline
- Community reassurance
- Focus on core policing
Breaching police policies or procedures.
Misconduct or serious misconduct?
Misconduct
Being convicted of or pleading guilty to an offence.
Misconduct or serious misconduct?
Serious misconduct
Corruption - accepting a bribe, inducement or award
Misconduct or serious misconduct?
Serious misconduct
Bullying or harassment.
Misconduct or serious misconduct?
Serious misconduct
Treating a person harshly.
Misconduct or serious misconduct?
Misconduct
Misuse of police internet, email, or databases for unauthorised or personal purposes.
Misconduct or serious misconduct?
Misconduct
Theft or dishonesty of any kind.
Misconduct or serious misconduct?
Serious misconduct
Failure to declare conflict of interest.
Misconduct or serious misconduct?
Misconduct
Unauthorised access to, or disclosure of any matter or information related to police business, including NIA
Misconduct or serious misconduct?
Serious misconduct
Knowingly making a false declaration or statement (including incorrectly recording data)
Misconduct or serious misconduct?
Serious misconduct
Bringing police into disrepute through any actions or behaviour
Misconduct or serious misconduct?
Misconduct
What are 5 principles of Kia Tu?
P.T.R.S.A
- People-centric
- Trusted
- Responsive
- Safe
- Accountable
Conflicts of interest may be a_____, p______ or p________.
Conflict of interest may be actual, potential or perceived.
Who can decline an FEO application?
District commander or national manager or equivalent.
Critical incident psychologist appointments - time frame for the first two appointments?
First appointment no earlier than 72 hours following incident, second appointment within 10 days post incident.
What is the minimum downtime following critical incident?
10 days.
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?
3, 6, 12 months after the incident and annual follow up appointments.
Following a work related injury, how long of an absence until the rehabilitation policy is triggered?
10 days
