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CPK > 7.1 Strategic Awareness & Staff Management > Flashcards

7.1 Strategic Awareness & Staff Management Flashcards

1
Q

In Our Business, what sections come under Why We’re Here?

A

1) Our Vision - To be the safest country
2) Our Purpose - To ensure everybody can feel safe and be safe
3) Our Mission - To prevent crime and harm through exceptional policing

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2
Q

<p>Our vision</p>

A

<p>To be the safest country</p>

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3
Q

<p>Our purpose</p>

A

<p>To ensure everybody can be safe and feel safe</p>

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4
Q

<p>Our mission</p>

A

<p>To prevent crime and harm through exceptional policing</p>

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5
Q

<p>In Our Business, what areas come under 'What We Do' (4)?</p>

A

<p>1) Our goals2) Our functions3) Our operating model4) Our relationship with Maori</p>

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6
Q

What are Our 3 Goals (What we do)?

A

1) Safe homes
2) Safe road
3) Safe communities

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7
Q

<p>Blank</p>

A

<p>Blank</p>

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8
Q

<p>Name the act that mandates the functions of NZ Police</p>

A

<p>Policing Act 2008</p>

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9
Q

<p>What is 'Our Operating Model'?</p>

A

<p>Prevention First</p>

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10
Q

<p>Under 'Prevention First' describe our mindset we should be implementing when going about our business?</p>

A

<p>Looking for opportunities to prevent further crime and harm</p>

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11
Q

Blank

A

Blank

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12
Q

<p>What are the three Pou (pillars) of Te Huringa o Te Tai?</p>

A

<p>1. Our people and our mindset2. Effective initiatives and improved practice3. Effective partnerships</p>

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13
Q

<p>What areas of Our Business come under 'How We Do It'? - (PEERLESS)</p>

A

<p>PEERLESS=- Our Priorities- Our pEoplE- Our leadeRship - Our cuLture- Our partnErS- Our valueS</p>

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14
Q

Within ‘How We Do It’ and under ‘Our Priorities”, describe how we go about achieving Our Business (3)?

A

1) Be first, then do: strengthening how and who we are as an organisation.
2) Deliver the services NZers expect and deserve: understanding and providing what the public want from their police.
3) Focused prevention through partnerships: focused Police effort and working with others to achieve better outcomes.

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15
Q

<p>Our Business - How we do it includes Our People. What is important about this aspect of Our Business (4)?</p>

A

<p>1) Safety and wellbeing is a top priority2) Our people feel valued3) Our people have a sense of ownership over the direction we are heading4) Our people respond in a compassionate and reflective manner</p>

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16
Q

Blank

A

Blank

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17
Q

What defines our culture according to Our Business? (2)

A

1) Collective effort for shared outcomes

2) Bringing humanity to every interaction

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18
Q

<p>'Our Partners' - working with and beside ...</p>

A

<p>- Government agencies- Maori, Pacific, and ethnic communities- Community groups- Industry and business- International partners</p>

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19
Q

<p>What is the 'mindset' of 'Prevention First'?</p>

A

<p>Taking every opportunity to prevent harm</p>

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20
Q

What are the core components of the Prevention First strategy (3)

A

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

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21
Q

What is our mission statement with respect to Effective Partnerships under the Prevention First National Operating Model (3 parts)?

A

1) We must build strong relationships of trust and confidence in each other 2) with iwi, Maori, our communities and our partner agencies 3) so that we can share information and implement collaborative approaches.

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22
Q

What is the Deploy to Beat Demand mission statement?

A

<p>We are prepared and flexible, allowing us to mobilize resources pre-emptively and quickly to get on top of demand eg, DCC and NCCC</p>

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23
Q

<p>List the drivers of demand that Police should focus their efforts on</p>

A

<p>- Families/whanau- Youth/rangatahi- Alcohol- Roads- Organised crime and drugs.- Mental health</p>

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24
Q

<p>Part of the prevention first mindset is about fulfilling our responsibilities to victims. How have Police committed to doing this (2)?</p>

A

<p>1) Introduced Empathy and Valuing Diversity to our core values.2) Using case management to provided information and support to victims at a challenging stage of their journey.</p>

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25
Q

<p>Explain "Pou Mataara"</p>

A

<p>Our people and their mindset - Adopting a Te Ao Maori view</p>

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26
Q

<p>Explain "Pou Mataaho"</p>

A

<p>Effective initiatives and improved practice - taking every opportunity to prevent harm</p>

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27
Q

<p>What is Pou Hourua and what does it emphasise?</p>

A

Pou Hourua is the part of Te Huringa o Te Tai which focuses on building effective partnerships. There is an emphasis on investment in Iwi Maori partnerships and everyone taking responsibility. Hourua roughly means partnership.

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28
Q

What are the five frameworks which make up PHPF?

A 
F1 - Strategy
F2 - Culture
F3 - Leadership
F4 - Capability
F5 - Performance Management
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29
Q

<p>Describe F1 Strategy from PHPF</p>

A

<p>This enables leaders to connect their teams to 'Our Business' by clarifying our purpose in Police and the outcomes we need to deliver - uses SPT's and group purpose statement - the SPT becomes the performance agreement</p>

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30
Q

<p>Describe F2 Culture from PHPF (4)</p>

A

<p>1) F2 Helps us build the high performance culture we need to deliver 'Our Business' -

2) it's a shift in mindset from 'prescription based' to principle based.
3) it encourages the qualities inherent in high performing teams
4) Culture assessments are used to review progress on this.</p>

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31
Q

<p>Describe F3 leadership from PHPF</p>

A

<p>This equips leaders with the tools to help us deliver on our purpose in Police</p>

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32
Q

<p>Describe F4 capability in PHPF</p>

A

<p>This equips each of us with the tools to perform to our potential in our roles - capability conversations form part of our development plan</p>

33
Q

<p>Describe F5 performance management in PHPF</p>

A

<p>This enables us to have more meaningful conversations about our performance, contribution, and ongoing development.</p>

34
Q

<p>With regard to the Policing Act 2008, describe the rule of law and the relationship of the government to NZers</p>

A

<p>The rule of law DEFINES the relationship of the government to its people: people in NZ society should be governed by law and should be free from arbitrary government.</p>

35
Q

<p>Describe how the rule of law affects how we Police in NZ?</p>

A

<p>- we need to apply the laws evenly- we work in a CJS that is free from corruption- we must not accept bribes- we protect the rights of offenders eg, searches, arrests etc- we protect the rights of victims</p>

36
Q

BLANK

A

BLANK

37
Q

What is Our Purpose?

A

To ensure everybody can be safe and feel safe. Our fundamental job is to keep the public safe and to reassure them.

38
Q

Who does the code of conduct apply to?

A

This Code applies to anyone who is employed or engaged by New Zealand Police, regardless of the position or rank held. This includes employees who are permanent, temporary or casual, contractors and consultants, volunteers and any other groups or individuals we have advised this Code applies to.

39
Q

<p>According to the code of conduct, how do we uphold our reputation (3)?</p>

A

<p>We act professionally, exercise good judgment, and are accountable for our behaviour.</p>

40
Q

<p>What is important about conflicts of interest according to our Code of Conduct?</p>

A

<p>We must not act in a way that uses our influence, role, or position to personal advantage or to the advantage of others that we are associated with.</p>

41
Q

<p>Our safety (COC)</p>

A

<p>We all have a responsibility for promoting and maintaining a safe working environment</p>

42
Q

<p>Our information (COC)</p>

A

<p>We need to consistently practice good judgment and integrity when creating, accessing, modifying and using, securing and disclosing all information</p>

43
Q

<p>What does the Code of Conduct say about our resources?</p>

A

<p>We have an obligation to properly manage and use resources appropriately and in a way that ensures our working environment is safe.</p>

44
Q

<p>Our diversity (COC)</p>

A

<p>We are committed to having a diverse workforce that is inclusive and respectful of each other's differences</p>

45
Q

<p>What are we all responsible for with respect to the acceptance of others according to the code of conduct?</p>

A

<p>We are all responsible for ensuring that discrimination, harassment, bullying, victimisation or any other unacceptable or offensive behaviour does not take place.</p>

46
Q

<p>Our history (COC)</p>

A

<p>We recognize and seek to understand our history and be responsive to Iwi specifically as tangata whenua</p>

47
Q

<p>List the gradual steps involved in performance management</p>

A

<p>1. Informal discussion2. The performance meeting3. The performance improvement plan4. Completion of the PIP - required standard reached</p>

48
Q

What are the principles of Kia Tu (5)?

A

1) People centric
2) Trusted
3) Responsive
4) Safe
5) Accountable

49
Q

What are the suggested options for responding to unacceptable behaviour?

A
  1. Address it yourself
  2. Address it with support
  3. Address it with a manager
  4. Report it confidentially
50
Q

What is the rule of law?

A

It 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

51
Q

<p>Why is the rule of law important for the NZ Police?</p>

A

<p>We need to apply laws evenly. People shouldn't be treated differently because of societal status, gender or ethnicity.</p>

52
Q

<p>Sec 9 - What are the functions of Police?</p>

A

<p>a) Keep the peaceb) Maintain public safetyc) Law enforcementd) Crime preventione) Community support and reassurancef) National securityg) Participation in policing activities outside NZh) emergency management</p>

53
Q

<p>Code of Conduct. What is it and who is governed by it?</p>

A

<p>The code of conduct is a code prescribed by the commissioner of police that sets out the expected standards of behavior from Police employees.This code applies to anyone who is employed or engaged by New Zealand Police and includes Volunteers, permanent, temporary, casual contractors and consultants.</p>

54
Q

According to section 30 of the Policing Act 2008, every police employee must obey and be guided by…(3)

A

1) General instructions
2) The Commisioner’s circulars
3) Any applicable local orders

55
Q

<p>Concept - What does section 63 of the Policing Act 2008 provide for?</p>

A

<p>It authorises an employee to exercise or perform all or any of the powers and duties under this Act or any other enactment, of any level of position higher than that employee's own level of position.</p>

56
Q

Who can issue a PSO?

A

<p>In terms of a Police Safety Order, a qualified constable is defined as a constable who is of or above the level of position of sergeant. Therefore, before an acting sergeant could authorise a PSO, they would need to be appointed under Sec 63.</p>

57
Q

What does the SELF test stand for?

A

1) Scrutiny
2) Ensure compliance
3) Lawful
4) Fair

58
Q

<p>How we handle information.</p>

A

<p>When we are unsure whether information is confidential or sensitive or how it should be handled,we seek advice from our manager.</p>

59
Q

<p>Is Performance Management a disciplinary process?</p>

A

<p>No. It only becomes relevant for disciplinary purposes when an employee has been unable or unwilling to satisfactorily improve following a Performance Improvement Plan.</p>

60
Q

<p>What are the 4 steps in the Performance Management process?</p>

A

<p>1) Informal discussion2) The performance meeting3) The performance plan (PIP)4) Completion of the PIP to the required standard</p>

61
Q

<p>Concept - Ideally, how should inappropriate behaviour be first dealt with?</p>

A

<p>It should addressed by yourself, on the spot, and in a way that focuses on the behaviour and not the person.</p>

62
Q

<p>What is Kia Tu?</p>

A

<p>Kia Tu is our new approach for preventing and addressing unacceptable behaviour in Police. It roughly means to take a stand.</p>

63
Q

<p>If you are the subject of any charges, EBA, drivers license suspension, speeding in excess of 40km above posted speed limit, what must you do?</p>

A

<p>You must as soon as possible, notify your supervisor in writing of the brief details and circumstances.</p>

64
Q

<p>What are the do's of a social media post?</p>

A

<p>- Make sure it's clear that it is your view and not a police view- Select high privacy settings- Be aware of security advice posted on the bulletin board.</p>

65
Q

What are the don’ts of a social media post (3)?

A

1) Post photos in unifrom
2) Post anything can bring Police into disrepute
3) Post anything that compromises your security or that of your family and colleagues

66
Q

<p>How soon does the commissioner need to notify the IPCA of certain incidents involving death or serious bodily injury caused by an employee?</p>

A

<p>The commissioner shall as soon as practicable give a written notice setting out particulars of the incident.</p>

67
Q

<p>The Prevention First model is designed to support and enhance the delivery of our three key outcomes. What are these?</p>

A

1) Prevent crime and victimiazation
2) Target and catch offenders
3) Deliver a more responsive Police service

68
Q

What are ‘Our Business’ targets (5)?

A

1) 5% reduction in road deaths each and every year.
2) 10,000 fewer serious crime victimisations 2021
3) 25% reduction in Maori reoffending by 2025
4) 90% of people feel safe and have trust and confidence in Police by 2021
5) $500 million cash and assets restrained from gangs and criminals by 2021

69
Q

<p>Can employees directly report inappropriate behavior to the IPCA?</p>

A

<p>Yes if:- They feel they are unable to report the behavior to anyone in the police or- The behavior requires the immediate attention of the IPCA</p>

70
Q

Who can work FEO?

A

Any Police employee can apply to vary to alter their hours, days or place of work in their current role (Employment Relations Act 2000 Part 6AA).

71
Q

What does Flexible by Default refer to with regards to FEO?

A

The Police Executive have set the default setting for FEO to ‘yes’. This means if you want to work flexibly the starting point is yes and then the employee and manager will work together to find a way to make it work.

72
Q

Why is flexible working important to Police?

A

When people are able to work in a way that best suits their lifestyle and commitments, they often have greater job satisfaction, resulting in higher levels of engagement and productivity.

73
Q

What are the four benefits of flexible working?

A

1) Enabling high performance
2) Attracting and retaining top talent
3) Accessing a broader talent pool
4) Increased productivity

74
Q

What are some of the common options for flexible working (4)?

A

1) Working from home or an alternative location
2) Flexi-time
3) Part-time
4) Condensed hours

75
Q

Does FEO need to work for both the individual and the organisation?

A

FEO is a two-way street and discussing an application together can help identify how a flexible option can work for both the individual and the organisation.

However, a key benefit to the organisation that is often overlooked, is the positive effect that comes from an employee being able to work in a way that suits their lifestyle and commitments. By having a balance that suits them, the employee is often more engaged, more productive and more likely to remain working for Police.

76
Q

How can one lead FEO in Police (6)?

A

1) Talk about FEO with your team
2) Ensure FEO is on the agenda at all leadership discussions
3) Educate
4) Advocate
5) Challenge
6) Role model

77
Q

How long do managers have to respond to FEO applications?

A

One month.

78
Q

Who can decline an FEO application?

A

Only the District Commander or National Manager can decline an FEO application.

79
Q

Where does the code of conduct apply?

A

This code also applies to what we do outside of working hours where our actions may bring Police into disrepute or may damage trust and confidence Police as our employer has in us.

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