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CPK 2020 > 7.1 Strategic Awareness, PHPF, Turning of the Tide, Our Values > Flashcards

7.1 Strategic Awareness, PHPF, Turning of the Tide, Our Values Flashcards

1
Q

Our Business

A

Know the 5, 10, 25, 90 and 500 - what do they mean for NZ Police in the context of our business.

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2
Q

What is our purpose?

A

Be Safe, Feel Safe.

How we police makes people feel safe

What we do keeps people safe

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3
Q

What is our vision?

A

To have the trust and confidence of all.

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4
Q

What is our mission?

A

To be the safest country.

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5
Q

What is our motto?

A

Safer communities together.

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6
Q

What are our goals?

A
  • Prevent crime and victimisation
  • Target and catch offenders
  • Deliver a more responsive police service
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7
Q

What are our strategic outcomes?

A
  • 5% reduction in road deaths each and every year
  • 10,000 fewer serious crime victimisations by 2021
  • 25% reduction in Maori re-offending
  • 90% of people have trust and confidence in Police by 2021
  • $500 million of cash and assets restrained from gangs and criminals by 2021
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8
Q

What are our strategies?

A
  • Prevention first
  • Safer Journeys
  • Wellness and Safety
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9
Q

The prevention first model is based on delivering services across what areas?

A
  • Prevention
  • Response
  • Investigation
  • Resolution
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10
Q

What are the core components of the prevention first model?

A
  • Putting people (staff, victims and offenders) at the centre of the model

1) Deploy to beat demand
2) Target the drivers of demand
3) Mindset - taking every opportunity to prevent harm

These 3 components are supported through our partnerships.

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11
Q

Our Partnerships - Working together to achieve collective impact with:

A
  • Iwi and communities
  • Social justice, transport and security sectors
  • Our business partners
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12
Q

How can Police help other agencies (our partners)?

A

Police are in the homes of those most at risk collecting information and intelligence more than any other agency. When shared, the information can help improve the decision making by all agencies to prevent further harm and to ensure social services reach those who need them most.

Trust and confidence with communities and partner agencies means that we can share information and implement collaborative approaches.

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13
Q

What are the 6 Road Policing activity areas? (RIDS)

A

1) Restraints and Distractions
2) Speed
3) Impaired drivers
4) Vulnerable road uses
5) Other high risk behaviours
6) Network maintenance and efficiency

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14
Q

What are the 5 key objectives for ‘Our People’ to be?

A
  • Victim focused
  • Valued
  • Equipped and enabled
  • Safe and feel safe
  • High performing
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15
Q

What does our deployment model enable decision makers to do?

A

It enables decision makers to deploy resources to the local environment using a consistent approach.

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16
Q

What are the 6 drivers of demand?

A
  • Families (Whanau)
  • Youth
  • Alcohol
  • Roads
  • Organised Crime and drugs
  • Mental health
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17
Q

What does the Police High Performance Framework (PHPF) make easier for our leaders to do?

A
  • Create positive culture
  • Support people to perform to their potential
  • Set and manage performance expectations
  • Build capability in relevant ways
  • Help employees honour their purpose
18
Q

What does the PHPF ensure of everyone employed by the Police?

A

PHPF will ensure everyone in the organisation understands their purpose and how their role contributes to us delivering on our business.

19
Q

What are the 5 frameworks that make up the PHPF?

A

F1 Strategy - Strategic Performance Template (SPT) is designed to help us better connect our people to our business

F2 Culture - shows how a shift in mindset will lead to a culture where leaders focus on purpose and enabling their people to make a difference

F3 Leadership - ensures leaders have a consistent understanding of the purpose and expectations of leaders, and are equipped with the tools to excel in their roles

F4 - Capability - will equip individuals with tools to improve performance and help guide others to perform to their potential

F5 - Performance Management - will enable us to talk about performance in a way that is both meaningful and helpful.

20
Q

What is the value of the Strategic Performance Template (SPT)?

A

The value of the SPT is it will allow every leader in Police to have consistent, high quality conversations with their people about our strategy, their purpose in the police and what they will need to deliver to help us achieve our business.

Quality Conversations: The question was framed around a problematic staff member and what you needed to do (QUALITY CONVERSATION) to get the staff member to be held accountable.

21
Q

How can we empower our staff to deliver our mission?

A

To do this, our staff need to have a clear understanding of the organisation’s intents and their role or purpose in it.

22
Q

The F3 Leadership framework consists of two tools. What are they?

A

1) Set - Enable - Expect (SEE).
- Set the standards, strategy and required outcomes my people need to deliver.
- Enable my people to be able to deliver the required outcomes etc.
- Expect - hold my people accountable for delivering the required outcomes.

2) The Principal Responsibilities of Leadership
Highlight what leaders need to focus on to deliver on their purpose.

23
Q

How can we meet our objectives in regards to applying crime and crash prevention techniques? (turning of the tide)

A

We will prevent opportunistic offending, and crashes by making both more difficult, more risky, less rewarding, less tempting and less excusable.

We will also make it harder for people to get hold of things that make them more likely to commit crime (alcohol, drugs, vehicles, weapons etc).

24
Q

What are some social problems (that lead to crime) that need to be improved? (turning of the tide)

A
  • Reducing male absenteeism
  • Improving child supervision
  • Keeping kids in school
  • Boosting parenting skills
25
Q

What are the 6 core Police Values?

A

Professionalism - Look the part, be the part

Respect - Treat others as they would want to be treated.

Integrity - Actions say it all

Empathy - Walk in their shoes. .

Commitment to Maori & the Treaty - Stand together

Valuing Diversity - Many views, One Purpose

26
Q

Define Respect and Empathy

A

Respect - Treat everyone with dignity, uphold their individual rights and honour their freedoms

Empathy - We seek understanding of and consider the experience of those we serve

27
Q

Section 8 - Policing Act 2008: Principles

A

The Act is based on the following principles:

a. Principled, effective, and efficient policing services are a cornerstone of a free and democratic society under the rule of law:
b. Effective policing relies on a wide measure of public support and confidence:
c. Policing services are provided under a national framework but also have a local community focus:
d. Policing services are provided in a manner that respects human rights.
e. Policing services are provided independently and impartially:
f. In providing policing services every Police employee is required to act professionally, ethnically and with integrity.

28
Q

What initiatives fall under the Transformation Programme?

A 
Building the frontline
Safer Whanau
Iwi and Community Partnerships
Evidence based Policing
Modernising our service delivery
PHPF.
29
Q

What is evidence-based deployment?

A

Using tactics that have been proven to work, and we evaluate the results of our interventions to determine whether we achieved the desired outcomes or need to refocus our efforts.

30
Q

F2 - What are the characteristics of a High performing Team?

A
  • United
  • Committed to Excellence
  • Individually accountable and responsible
  • Supportive of one another
31
Q

F4 - What are the two F4 models that will help equip our people with the tools they need to be their best?

A
  • The Steel Foundation Performance Model - Helps people understand what they need to work on to improve their capability based on their conclusions rather than being solely direction by others.
  • Capability Assessment Action Plan
32
Q

Section 9 - Policing Act 2008: Functions of Police

A

a. Keeping the peace
b. Maintaining public safety
c. law enforcement
d. crime prevention
e. community support and reassurance
f. national security
g. participation in policing activities outside of NZ
h. emergency management

33
Q

Section 20 - Policing Act 2008: Code of Conduct

A
  1. The Commissioner must prescribe a code of conduct of Police employees, stating the standards of behaviour expected from Police employees
  2. It is the duty of every Police employee to conduct himself or herself in accordance with the code of conduct.
34
Q

Section 30 - Policing Act 2008: Command and Control

A
  1. Every Police employee must obey and be guided by:
    a. general instructions
    b. the Commissioner’s circulars and
    c. any applicable local orders.
  2. Every Police employee must obey the lawful commands of a supervisor
  3. In the absence of the supervisor, the supervisor’s authority and responsibility devolves on;
    a. The Police employee available who is next in level Position
    b. In the case of equality, the longest serving employee
  4. No Police employee may when exercising any power or carrying out any function or duty, act under the direction, command or control of
    a. The Minister of the Crown
    b. A person who is not authorised or by under this Act or any other enactment or rule of law to direct, command or control the actions of a Police employee
  5. Sub (4) does not apply to a Police employee outside of NZ who:
    a. is part of an overseas operation within meaning of section 86
    b. Is an employee within the meaning of section 91.
35
Q

Section 63 - Policing Act 2008: Acting appointments

A

In the case of the absence from duty for any reason a Police employee, the Commissioner may,

a. Appoint an employee temporarily to any higher level position
b. authorise an employee to exercise or perform any powers and duties under this Act of any level position higher than that employee’s own level of position.

i.e Before an acting sergeant could authorise a PSO, they would need to be specifically appointed under Section 63(1)(a) of the Policing Act.

36
Q

Examples of serious ‘misconduct’?

A 
Being convicted or pleading guilty to an offence
Corruption
Bullying or harassment
Sexual misconduct
Theft or dishonesty of any kind
Unauthorised access to NIA
Repeated misconduct
Knowingly making a false declaration or statement
Excess unjustified violence
37
Q

What is a PIP?

A

Performance Improvement Plan.

Provides managers and employees with a structured plan of actions over an agreed timeframe, aimed at recording and improving the employee’s performance.

38
Q

What are a manager’s responsibilities for a PIP?

A
  • Evaluate employee’s progress
  • Enable the employee’s to action the required activities, such as providing training or organising a buddy
  • Engage in regular performance conversations in line with the PHPF schedule.
39
Q

Who can decline an FEO application?

A

Only a district commander or national manager.

A manager can approve an application or recommend that it is not supported.

40
Q

IPCA Act 1988 (Section 13 and 15) - Commissioners duties:

A

Section 13 - It is the duty of the Commissioner to notify the Authority in writing if a Police Employee causes death or serious bodily harm in the execution of his or her duty.

Exception - Dog bites where the injury is not a deep laceration and the subject has been admitted to hospital only allow the wound to be washed out and sutured before discharge

Section 15 - It is the duty of the Commissioner to notify the Authority of every complaint received by the Police other than a complaint notified to the Commissioner by the Authority.
- Must be given as soon as practicable but no later than 5 working days after the receipt of the complaint.

41
Q

What does clause 10 of the MOU between the Police and the IPCA state?

A

In addition to section 13 and 15… the Commissioner MAY notify the IPCA of any matter involving criminal offending or serious misconduct by a Police employee, where the matter is of such significance or public interest or it is likely to place the Police reputation at risk.

eg. pursuit resulting in significant damage
Cell block or other custody self harm attempt that does not result in serious injury.
Use of force that does not result in serious injury.

CPK 2020 (15 decks)

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