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Strategic Awareness > Chapter 1 Strategic Awareness > Flashcards

Chapter 1 Strategic Awareness Flashcards

1
Q

What is the police purpose statement

A

Be safe feel safe

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2
Q

What is our mission

A

To be the safest country in the world

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3
Q

To help fulfill Our Purpose and achieve our mission and align to the safest country: Policing 2021 means that police ?

A

Police will target and catch offenders, prevent crime and victimisation, and deliver a more responsive police service by working collaboratively with a wide range of partners

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4
Q

What is critical to fulfilling “our purpose”

A

To ensure we have the trust and confidence of all with a target of 90% by 2021

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5
Q

What is the police motto

A

Safer communities together

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6
Q

How are we going to achieve safer communities together

A

By working collaboratively with community, iwi, community groups, government agencies etc

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7
Q

How are we going to deliver outstanding results to our customers

A

We will need to become a world leading police service - and be highly effective in delivering services that address immediate need whilst preventing future harm and reducing long term demand

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8
Q

What are our targets

A

Reduce victimisation by 10.000
Reduce Maori offending or re-offending by 25%
Trust and confidence 90%
By 2021
Government targets delivering the 9 outcomes from the government investment in police

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9
Q

What are our strategic goals

A
  1. Reduce : crime victimisation and social harm. Reduce fatalities and serious crash injuries
  2. Build trust and confidence in police. Build the capability of our people an a culture of high performance and safety
  3. Provide a service that makes people feel safe and be safe. Increase our performance and productivity
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10
Q

Our prevention first model is based on delivering services across four areas

A

Prevention, Response, investigation, resolution

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11
Q

What is wrapped around the four areas of prevention - what does it enable police to focus on

A

Police key operation model prevention first - it enables police to focus on reducing offending and victimisation

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12
Q

What does the turning of the tide strategy enable police to do

A

It enables police to work more closely with iwi

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13
Q

What does safer journeys set out for police

A

It sets out what police can do collaboratively with transport sector partners to ensure a safe road system

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14
Q

What is prevention first designed to do

A

Support and enhance the delivery of our key outcomes: reducing victimisation, social harm, crime and road trauma and increasing trust and confidence

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15
Q

What is at the center of NZ police prevention first approach

A

A shift in mindset processes and policies, that directs more resources to activities that prevent further harm, are victim focused and aligned with our purpose be safe feel safe: irrespective of what service is being delivered

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16
Q

What act came into force on 4 April 2015 that places emphasis on managing risks increasing responsibility and improving employee engagement and participation

A

The Health and Safety Act 2015

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17
Q

Who does the HSW Act 2015 place responsibility on

A

Everybody while recognising that business leaders have more influence and control than its workers

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18
Q

What does our purpose be safe feel safe mean to us staff

A

Ensuring they are safe when they
Enter dangerous situations where others are moving away fro danger
Encounter things outside of their training and experience
Encounter rapidly moving emotional situations
Facing things that are distressing
Entering unfamiliar territory
Under pressure to put themselves at risk to protect the public

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19
Q

What are the four priorities that NZ police focuses on to build a strong culture of wellness and safety

A
  • Effective leadership
  • Build organisational capability
  • actively manage our risks and hazards
  • Continually improve through measurement and monitoring
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20
Q

Road policing has been divided into six activity areas aligned with safer journeys what are these

A
  • speed
  • distractions and restraints
  • Impaired drivers
  • vulnerable road
  • other high risk behaviour
  • network and maintenance efficiency
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21
Q

Distractions and restraints have been combined into one activity what is it called

A

In-car behaviour

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22
Q

How do police plan to approach road safety and what will this require

A

From a whole of police perspective all groups to shift mindset and require an problem solving approach to change

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23
Q

How will will ensure we take our responsibilities to our victims of crime and crash seriously

A

We will utilise the victim graduated response model to ensure victims receive the appropriate level of response

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24
Q

The strategic imperatives “why we are here” highlight what police need to achieve how does the road policing action plan 2020 contribute to these

A
  • By increasing the efficiency and effectiveness of its workforce - staff right activities at right times
  • Lift productivity by automating and using technology for some activities
  • Continuously improving its understanding of the road policing enviornment
  • Consolidating our work to support the safe system approach - including general health and wellness
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25
Q

What was the inspirational goal set in 2012 by police executive and Maori leaders

A

For Maori to live full and prosperous lives free from crime and road trauma

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26
Q

What are the TOT objectives

A
  • Prevention
  • Reduce re-offending
  • change behaviour
  • reduce road risk
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27
Q

What do we aim to reduce the level of Maori representation in through the TOT strategy

A

victimisation

crime and crash statistics

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28
Q

What are the five principles that guide our strategic choices and will allow us to implement our transformation programme “The safest country policing 2021”

A
  • Safer Whanau
  • iwi and community partnerships
  • police commitment to social investment
  • service delivery and modernising our business
  • police high performance framework
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29
Q

Our people are critical to delivering high performance policing services - what do they need to be-

A
  • have a victim focus
  • valued
  • equipped and enabled
  • safe and feel safe
  • high performing
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30
Q

What are the five principles for delivering and enabling “our business”

A
  • responding effectively to demand
  • evidence enabled action
  • preventing future harm and reducing long term demand
  • network of public safety and harm reduction
  • enabling our business
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31
Q

What are the safest country: policing 2021 workstreams

A
  • safer whanau
  • iwi and community partnerships
  • police commitment to social investment
  • police commitment to social investment
  • service delivery
  • police high performance framework
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32
Q

Prevention first is designed to support and enhance the delivery of our key outcomes which are?

A
  • prevent crime and victimisation
  • target and catch offenders
  • deliver a more responsible police service
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33
Q

What does the prevention first model put at the center of the model

A

people- victims offenders, our staff

34
Q

What are the core components of the prevention first model

A
  • deploy to beat demand
  • target the drivers of demand
  • mindset taking every opportunity to prevent harm
35
Q

How will we enlist the support of our partner agencies

A

Through inter-agency tasking and coordination, to deploy resources to beat demand

36
Q

What is the deployment model

A

It provides a national framework to enable decision makers to deploy resources locally using a consistent approach

37
Q

It requires police and others delivering services to focus on the crime triangle to:

A
  • focus on repeat offenders
  • provide support and assistance to repeat victims
  • maximise resources to hot locations
38
Q

What does evidence based deployment mean

A

That we use tactics that have been proven to work and we evaluate the results

39
Q

What is critical command information on the deployment model

A
  • Our business
  • performance
  • intelligence
  • resources
  • demand
40
Q

What are the six drivers of demand

A
  • Families - Whanau
  • youth - rangitahi
  • alcohol
  • roads
  • organised crime and drugs
  • mental health
41
Q

What values were added as a clear statement of our intentions in every interaction with victims

A
  • Empathy

- valuing diversity

42
Q

How do police intend to prevent repeat victimisation

A
  • Through use of the victim focus framework from the first point of contact that gives a victim history score
  • a graduated response model for proactive intervention
  • an inter agency response for high risk victims
43
Q

What does prevention first ask us in regard to preventing harm in regard to offenders

A

Support offenders wanting to make positive change and enabling serious offenders to access support services they need to desist in offending

44
Q

What will the PHPF ensure every employee understands

A

Their purpose in NZ police and how thyey contribute to our goals

45
Q

How will we deliver on mindset

A
  • demonstrate our values and Code of conduct in every interaction
  • provide proactive and consistent service to vicitims and offenders by always using the risk assessment process
  • build relationships of trust with other agencies that engage with victims and offenders
  • focus on victims needs so can respond quickly and considerately
  • create useful victim intervention plans - and increase use of VIP’s
  • always use the offender management approach
  • ensure every team member knows how their work contributes to our organisational goals through the PHPF
46
Q

Why do we need PHPF

A

our mission “to be the safest country in the world” is a high aspiration - it means we need to be the worlds best police force

47
Q

What does PHPF strategy framework one do

A

provides a tool for leaders to connect their teams to our business - by ensuring all are clear on the purpose of their role and how they contribute

48
Q

What does PHPF culture framework two do

A

Shows us how a shift in mindset will lead to a culture where leaders focus on their purpose and enable staff to make a difference. It provides a tool showing the qualities inherent in a top performing team - and how leaders can build a high performance culture in their teams

49
Q

What does PHPF leadership framework three do

A

Ensure leaders have a consistent understanding of the purpose and expectations of leadership in NZP and are equipped with the tools to excel in their roles.

50
Q

What does PHPF capability framework four do

A

Will equip individuals wit tools to improve performance and help guide others to perform to their potential

51
Q

What does PHPF performance management framework five do

A

enable us to talk about performance in a way that is both meaningful and helpful

52
Q

What is the value of the Strategic performance template (SPT)

A

It will allow every leader in the police to have consist ant high quality conversations with their people about our strategy, their purpose in the police and what they need to deliver to help us achieve our business

53
Q

How do teams review their SPT

A

Its ongoing so teams meet on a regular basis to review their progress against the activities and outcomes in their SPT

54
Q

What two tools are in the Culture PHPF framework

A

The culture transformation tool (CTT)

Characteristics of a high performing team (CHPT)

55
Q

What does The culture transformation tool (CTT) do

A

Helps us identify the culture change we need to make to deliver the outcomes - it shows where we have come from and where we want to go- and how culture change will drive behaviour change and lead to the outcomes we want

56
Q

What does the Characteristics of a high performing team (CHPT) do

A

Provides us with a tool to build an aligned high performing work group - defines the qualities of top performing teams - allows teams to reflect on how they measure up and how they can improve

57
Q

What are the Characteristics of a high performing team

A
  • United
  • Committed
  • individually accountable and responsible
  • supportive of one another
58
Q

What are the two tools in the leadership framework

A
  • the set enable expect (SEE)

- Principle responsibilities of leadership (PRL)

59
Q

What is the set enable expect (SEE) process

A

It explains the purpose of leadership when looked at from a performance perspective

60
Q

What does the Principle responsibilities of leadership (PRL) do

A

Enables us to describe what leadership means in context to our business and highlights what managers need to focus on to deliver our their purpose as a leader.

61
Q

A good leader will enable our people to

A

perform to their potential so we can achieve our business

62
Q

What is our vision in relation to TOT

A

All Maori will live full and prosperous lives, free from crime and road trauma

63
Q

What are our values in relation to TOT

A
  • Aroha. We all make mistakes. We stand by people who accept responsibility for their mistakes and try to put things right. We do not turn our backs on them or judge them. But we don’t make excuses for them either
  • Whakarira. Each generation strives to better themselves for their own sake’s and for the sake of their children
  • Manaakitanga. We are hospitable, fair and respectful - to ourselves and others
64
Q

What is our mission in relation to TOT

A

To protect our well being by preventing crime and injury and death on our roads

65
Q

In relation to TOT what crime and crash techniques will we apply

A

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

66
Q

Crime and crash prevention in relation to TOT will focus on

A

right crimes and crashes in the right places and at the right times

67
Q

TOT crime and crash objectives will be delivered through

A
  • everyone working together to prevent crime and crashes
  • extended families preventing crime and crashes among themselves
  • talking crime and crash prevention in our homes, schools and on our marae
68
Q

In relation to TOT what are social problems that lead to crime that need to be dealt with

A
  • reducing male absenteeism
  • improving child supervision
  • keeping kids in schools
  • boosting parenting skills
69
Q

What is the commissioner’s governing body called for TOT

A

Maori focus forum

70
Q

Who does the Maori focus forum comprise of

A

iwi leaders from across NZ

staff from NZ police

71
Q

What will the Maori focus forum do

A

They will champion the strategy by governance and:

  • monitoring progress against the targets
  • identifying sources of funding for crime prevention activities
  • encouraging other leaders Maori and non Maori to support the vision
  • anticipate further opportunities and challenges
  • share concerns directly with the commissioner of NZP
72
Q

What type of leadership is critical to the success of TOT strategy

A

Leadership from within the Whanau

73
Q

In order to be effective the crime and crash prevention work needs to be supported by (TOT)

A
  • Education and promotion
  • research and evaluation
  • professional development and training
74
Q

What are the six

police values

A 
Professionalism 
respect
integrity
commitment to Maori and the treaty
empathy
diversity
75
Q

What are the Section 8 (policing Act 2008) principles

A
  • principled effective and efficient policing services are a cornerstone of a free and democratic society under the rule of law
  • effective policing relies on a wide measure of public support and confdence
  • policing services are provided under a national framework but also have a local community focus
  • policing services are provided in a manner that respects human rights
  • policing services are provided independently and impartially
  • in providing policing services every police employee is required to act professionally, ethically and with integrity
76
Q

What are the Section 9 (policing Act 2008) functions of the police

A
  • keeping the peace
  • maintaining public safety
  • law enforcement
  • crime prevention
  • community support and reassurance
  • national security
  • participation in policing activities outside NZ
  • emergency mangagement
77
Q

What are the Section 10 (policing Act 2008) roles of others acknowledged mean

A

It is acknowledged that important and valuable roles in the performance and functions of the police are played by
- public agencies (eg certain govt dept and local authorities)
- the holders of certain statutory offices (eg Maori wardens)
- parts of the private sector (eg private security industry)
it is also acknowledged that it is often appropriate or necessary for police to perform some of its functions in co-operation with individuals or agencies or bodies other than the police

78
Q

What are the Section 16 (policing Act 2008) responsibilities and independence of Commissioner

A

The Commissioner is responsible to the Minister for:

  • carrying out the functions and duties of the police
  • the general conduct of the police and
  • the effective, efficient and economical management of the police and
  • tendering advice to the Minister and other Ministers of the Crown and
  • giving effect to any lawful ministerial directions

Not responsible to and must act independently of any Minister of the Crown regarding

  • the maintenance of order in relation to any individual or group of individuals and
  • the enforcement of the law in relation to any individual or group of individuals and
  • the investigation and prosecution of offences and
  • decisions about individual police employees
79
Q

What are the Section 30 (policing Act 2008) command and controls

A

every police employee must obey and be guided by

  • general instructions and
  • the commissioners circulars and
  • any applicable local orders
  • every police employee must obey the lawful commands of a supervisor
  • in the absence of a supervisor the police employee in next level of position in the case of equality the next longest serving police employee
  • no police employee (when exercising any power, function or duty) can act under the direction or command and control of a minister of the crown or a person who is not authorised under this act
  • does not apply if overseas working who is part of overseas operation or an employee within the meaning of section 91
80
Q

What is section 63 (policing Act 2008)

A
  • if absence or vacancy in a particular role (or for any other special purpose) the commissioner can appoint an employee to temporally fill a higher level of position than they currently hold
  • and authorize that person to exercise powers and duties to the level of position higher than that employees own level of position
  • therefore before a acting Sgt could authorise a police safety order they would need to be specifically appointed under section 63

Strategic Awareness (1 decks)

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