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CPK 2024 > 7. Strategic Awareness, Staff Management > Flashcards

7. Strategic Awareness, Staff Management Flashcards

1
Q

What is Prevention First?

A

New Zealand Police’s operating model

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2
Q

What is our vision?

A

New Zealand is the safest country

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3
Q

What is Our purpose?

A

To ensure everybody can be safe and feel safe

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4
Q

What is our mission?

A

To prevent crime and harm through exceptional policing

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5
Q

Our Goals

A

Safe homes,safe roads, safe communities

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6
Q

Te Huringa o Te Tai

A

Maori strategy - Turning of the tides

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7
Q

Police values

A

Professionalism, respect, integrity, empathy, commitment to Māori, valuing diversity

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8
Q

Why is the rule of law important for New Zealand Police?

A

Police are responsible for administering the law and therefore need to administer it in a manner that is consistent with the rule of law.

The rule of law effects how we police in NZ eg
- we need to apply laws evenly
- We work in a criminal justice system that is free from corruption
- We must not accept bribes and exchange for no charges
- We protect the right of offenders e.g. searches/arrests
- We take rights of victims e.g. privacy

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9
Q

Functions of the police include?

A
  • keeping the peace
  • Maintaining public safety
  • Law enforcement
  • crime prevention
  • community support
    and reassurance
  • national security
  • participation in policing activities outside New Zealand
  • emergency management
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10
Q

What is S20 the code of conduct?

A
  • The commissioner must prescribe a code of conduct for Police employees, stating the standards of behaviour expected from Police employees
  • It is the duty of every Police employee to conduct themselves in accordance with the code of conduct.
  • The code of conduct governs the professional and personal conduct of all Police employees
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11
Q

S30 - Command and control?

G.C.L

A

Every Police employee must be and be guided by
- General instructions and
- The commissioners circulars and
- Any applicable local orders

  • no, police employee when exercising any power or carrying out any functional duty, act under the direction, command, or control of anyone not authorised
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12
Q

S63(1)(a) Policing Act 2008 -acting appointment

A

Whether there’s an absence or a vacancy and a role, the Commissioner may appoint someone to temporarily fill a higher level of position.

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13
Q

Does the code of conduct apply outside of work hours?

A

Yes where our actions may bring Police into disrepute or may damage trust and confidence Police as our employer had in us.

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14
Q

What are conflicts of interests and how should we deal with them?

A
  • Only access information through Police systems for legitimate work purposes only
  • Never enter into relationships with someone you have met in a professional capacity, an imbalance of power exists or that person is vulnerable.

Raise, be honest and open with your Manager when there is a potential conflict of interest.

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15
Q

What circumstances must you advise your manager of when there is a breach of the code of conduct? When must you notify them?

A
  • any charges you are to face In Court
  • Becoming a respondent of a protection order
  • Any infringement for driving with excess breath/blood alcohol or drug impaired driving
  • Suspension of drivers license
  • Speeding notice an excess of 40 k’s above the limit
  • Any charge or infringement that could lead to suspension or partial suspension of your drivers license.
  • Failure to notify your manager may result in disciplinary action.
  • Manager will advise district police professional conduct manager or the Police professional conduct group at PNHQ.
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16
Q

What is misconduct?
What is serious misconduct?

A
  • behaviour or actions that breach the code of conduct or other police policies and employment agreements and seriously undermine or damage the trust and confidence Police has in you.
  • it’s behaviour or actions that may justify dismissal
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17
Q

Give examples of misconduct?

A
  • breaching Police policies or procedures
  • Treating a person harshly
  • Using abusive/offensive language
  • Misuse of Police Internet or email systems
  • Using Any Police databases for unauthorised/personal purpose
  • Being absent from work or without proper reason
  • Failure to declare a conflict of interest
  • Mistreatment or not taking reasonable care of Police property
  • Not complying with a lawful/reasonable instruction without a good insufficient reason
  • Bringing Police Into disrepute through any actions or behaviour
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18
Q

What is serious misconduct?

A
  • Being convicted of or pleading guilty to an offence
  • Corruption, Accepting a bribe, inducement or reward
  • Bullying or harassment
  • Sexual misconduct
  • Theft or dishonesty
  • Unauthorised access to or disclosure of any matter related to Police business including NIA
  • Repeated misconduct/breach of warning
  • Knowingly making a false statement
  • Excessive unjustified violence
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19
Q

What factors may be considered if a behaviour or decision is a breach of the code of conduct?

A
  • The nature and circumstances
  • Intent - did you knowingly make decisions or act out of line
    -Your position, duties and responsibilities
  • Your ability to fulfil your duties and relationships
  • Impact on the trust and confidence Police has in you
  • How similar behaviour has been treated in the past.
20
Q

Enhance employee performance policy.

What are the principles?

A

Support employees when their performance requires improvement and approach to be taken if the Support provided does not result and performance improving to the level required.

Principles are:
- Resolving any barriers
- Acknowledging good work
- An informal people focus conversations
- Integrity is important
- Expected performance standards
- Alignment is Police code of conduct
- Proactive management
- Early interventions

21
Q

Police High Performance Framework (PHPF)

A
  • review performance
  • Identify any barriers to success
  • Identify opportunities
  • Acknowledge areas of achievement and success
  • Raise areas for Improvement
22
Q

Where there are ongoing difficulties in achieving the expected performance standards, what must happen?

A
  • A performance improvement plan (PIP) may be implemented and HR advisory consulted.
  • when an employee fails to make the requirements specified in the PIP. It may result in an impact on their employment with Police.
23
Q

What are strategic performance templates (SPT)?

A
  • An agreement on the outcomes required from each position in the organisation.
24
Q

What outlines the standards our individual performance needs to meet together with the position competencies and technical capability?

A

Our SPT and level purpose statement along with our values and code of conduct.

25
Q

What are potential factors that may impact on performance standards?

A
  • evidence mismatch between the employees capabilities and requirements of the position
  • Employee has not received clear guidance or sufficient resources
  • The employee has received insufficient, regular constructive feedback
  • Interpersonal differences or conflicts has lowered the employees morale
  • Change in the workplace has negatively impacted the employee
  • The employee has difficult problems outside the workplace and is affected by health issues
  • The performance standards are unreasonable in the circumstances
26
Q

What is a performance improvement plan (PIP)

A

PIP provides managers and employees with a structured plan of actions over agreed timeframe, aimed at recording and improving the employees performance

  • and initial discussion should happen first with a support person, You may determine that are formal PIP is not necessary.
  • Written communication outlining points covered in the meeting reasons and any actions that may need to be taken by who and what time frame should occur
27
Q

What is Kia Tu policy?

A
  • unacceptable behaviour
  • Be prepared to take a stand
28
Q

What are the principles of Kia Tu?

P.A.S.T.R

A
  • People centric
  • Trusted
  • Responsive
  • Safe
    -Accountable
29
Q

What does the Kia Tu Policy do?

A
  • It is designed to foster a workplace where everyone feels confident to raise concerns about unacceptable behaviour.
  • prevents and resolves instances of unacceptable and harmful behaviour at work so we can continue to build a safe, inclusive work place where people feel valued, safe and able to do their best.
  • This is achieved through setting clear expectations, providing guidance and support having safe, easy and confidential ways to raise concerns and a restart of justice approach to address problems, restore relationships and hold people accountable.
30
Q

Unacceptable behaviour includes what?

A
  • Bullying (Health and Safety at work Act 2015)
  • Cyber bullying
  • Discrimination (Human Rights Act 1993)
  • Harassment (HarassmentAct)
  • sexual harassment
  • Racial harassment
  • indecent assault/SV
31
Q

What is NOT unacceptable behaviour?

A
  • Differences of opinion
  • An isolated incident of abruptness
  • Legitimate leadership action to improve performance
32
Q

Give examples of conflicts of interest?

A
  • Relationships with family, friends, work colleagues.
  • Attending court in a supportive role
  • Being a member of a club, team
  • Secondary employment
  • Expressing views on social media
  • Providing written character references
  • Accepting gifts
33
Q

What roles are at higher risk of conflict of interest?

A
  • Internal investigations
  • Exercising discretionary power
  • Licensing or Vetting
  • Using information from NIA
  • Managing staff
  • Reviewing decisions in which you played a role
34
Q

When should you make a wellness referral?

A
  • involvement in critical incidents
  • Threat to persons life while on duty
  • Disaster victim identification incident
  • At an unnatural death
  • Loss of a colleague
  • Unpleasant or stressful duties
  • Attendance of numerous critical incidents over a short period of time
35
Q

Mandatory referrals to a psychologist?

A
  • Critical incident, use of firearm or fleeing driver resulting in serious injury
  • Working in certain Squads Child protection,ASA, photographer
36
Q

What is the mandatory standdown time for a shooting incident?

A

10 days minimum.D/C must be consulted first

37
Q

Confidentiality between the employee, wellness advisor and psychologist will not be disclosed without the employees informed consent unless?

A
  • Duty of care obligations apply or
  • There is prejudice to the maintenance of the law or a requirement to disclose information as part of a criminal or employment court process.
  • If Information is required to be disclosed, it is kept to a minimum.
38
Q

What are supervisors responsibilities with work related injuries?

A
  • Contact employee to support and attend to any immediate work rearrangements within 2 days after incident.
  • as long as in 10 days discuss the rehab policy and procedure
  • Ensure an incident report is completed in My Police
  • Ensure leave is entered
  • Expect to receive a copy of the ACC 45 medical certificate
  • Ensure the medical certificate is attached to a leave request
39
Q

Which organisation have Police contracted for ACC claims?

A

Howden Care Group to manage all work injury claims

40
Q

What is essential to recover any ACC costs associated with a claim, treatment and weekly compensation?

A

A medical certificate

40
Q

What is an example of inappropriate use of information?

A
  • use NIA to check neighbours or friends
  • Obtaining information about identities and charges and prosecution
  • Using TESA to obtain telephone numbers
41
Q

If you see something inappropriate posted on social media

A

Contact social.media@police.govt.nz

42
Q

Use of passwords

A

Use different ones for work and personal incase of compromise

43
Q

S13 Independent Police Conduct Authority Act 1988

A

Duty of commissioner to notify authority of sudden incident involving death or serious bodily harm.

44
Q

Meaning of serious bodily harm?

A
  • Fracture
  • Deep laceration
  • Significant injury to internal organ
  • Significant impairment of a bodily function
  • Blow to the head rendering unconscious or concussion
  • Injuries result in admission to hospital.
  • Dog bites are an exception
45
Q

S15 - duty of commissioner to notify IPCA of complaints

A

Commissioner requests IPCA to investigate:
- any matter involving criminal offending/serious misconduct by a police employee, with that matters of such significance or public interest that places or is likely to place the police reputation at risk
- Intentionally discharging a firearm
- Any incident involving attempted suicide/self harm by detaining and Police custodial
- Any unintentional dogbite involving a member of the public

Eg
- non-injury pursuit that causes significant damage or as of such significance or public interest that places or is likely to place the police reputation at risk
- Cell block or custody self harm attempt that does not result in serious injury, is such significance or public interest that it places or likely to place the police reputation at risk
- Use of force matter that does not result in serious injury that is such significant public interest that places or is likely to place the police reputation at risk

CPK 2024 (20 decks)

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