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CPK Senior Sergeant 2022 > Chapter 6: Strategic Awareness > Flashcards

Chapter 6: Strategic Awareness Flashcards

1
Q

What is Our Vision?

A

To be the safest country

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2
Q

What is Our Mission?

A

To prevent crime and harm through exceptional policing

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3
Q

What is the first Peelian Principle?

A

The basic mission for which Police exist is to prevent crime and disorder

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4
Q

What is Our Purpose?

A

To ensure everybody can be safe, feel safe

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5
Q

What are our functions (s9 Policing Act)?

(8)

A
  • Keep the peace
  • Maintain public safety
  • Law enforcement
  • Crime prevention
  • Community support and reassurance
  • National security
  • Policing activities outside NZ
  • Emergency Management
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6
Q

What is our operating model?

A

Prevention first

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7
Q

What are our priorities? (3)

A
  • Be first - then do
  • Deliver the services New Zealanders expect and deserve
  • Focused prevention through partnerships
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8
Q

What are our goals? (3)

A
  • Safe homes
  • Safe roads
  • Safe communities
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9
Q

What is Te Huringa o te tai?

A

Set within prevention first, focuses on 3 pou:

  • Our people and our mindset
  • Effective Initiatives and improved practice
  • Effective Partnerships
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10
Q

Describe the first Pou in Te Huringa o Te Tai?

A

Pou Mataara - Our people and mindset

Build our people through PHPF and this strategy to deliver better and more effective outcomes for Maori

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11
Q

Describe the second Pou in Te Huringa o Te Tai?

A

Pou Mataaho- Effective Initiatives and Improved practice -

Focus on a whanau ora approach of co-design and joint delivery of initiatives with Iwi Maori. Evidence based approach to concentrate on programs that have or have potential to prove successful for Maori.

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12
Q

Describe the third Pou in Te Huringa o Te Tai?

A

Pou Hourua - Effective partnerships

Focus on building relationships, which lead to more effective partnerships with Iwi, Maori and other organisations. Improve long-term wellbeing for Maori in partnership with all sectors.

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13
Q

What is the top priority for Our People (3)

A
  • The safety and wellbeing of our staff
  • to feel valued
  • to have a sense of ownership over the direction we are heading
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14
Q

What environment should our leaders create? (2)

A
  • One where everyone can thrive
  • A culture where people can feel safe
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15
Q

Our culture needs to be based on…

A

Collective values, which we reflect in decisions and actions

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16
Q

Prevention First. What are our key outcomes? (3)

A
  • Prevent crime and victimisation
  • Target and catch offenders
  • Deliver a more responsive police service.
17
Q

Prevention first puts people at the centre. What are the three core components of the prevention model?

A
  • Deploy to beat demand
  • Target the drivers of demand
  • Mindset: taking every opportunity to prevent harm
18
Q

Describe how we create effective partnerships.

A

Build strong relationships of trust and confidence in each other with iwi Maori, communities and partner agencies

19
Q

Our deployment model requires what three services to be delivered?

A
  1. Act with urgency against repeat and priority offenders.
  2. Support and assistance to repeat victims.
  3. Maximum resources to location suffering disproportionate levels of crime
20
Q

What is the aim of the Deployment Model?

A

To ensure equal emphasis is given to dealing urgently with prolific and priority offenders, and to preventing, responding to and investigating and resolving crime.

21
Q

Name the six drivers of demand

A
  • Families
  • Youth
  • Alcohol
  • Roads
  • Organised crime and Drugs
  • Mental health
22
Q

Which one Driver of demand contributes significantly to all others?

A

Alcohol

23
Q

How will we deliver on our mindset ‘taking every opportunity to prevent harm’ (7)

A
  1. demonstrate values and code of conduct in every interaction
  2. proactive, consistent service to Victims & offenders by always using risk assessment process. (Victim history score).
  3. Build relationships of trust to improve information sharing with partners and communities
  4. focus on victims needs in order to respond quickly and considerately
  5. Create Victim Intervention Plans (VIP)
  6. Use agreed offender management approach (supporting those who want to make a positive change and enabling support services needed for them to desist from offending. Keeping low level offenders out of the justice system)
  7. Make very team member know their work contributes to organisational goals.
24
Q

Name the five frameworks of PHPF

A
  • STRATEGY - clarifying purpose and outcomes we need to be delivering on. Connects teams to their purpose and SPT becomes performance agreement,
  • CULTURE - Culture assessments reviewing actions against any agreed. Shift mindset away from prescriptive base culture to principle based
  • LEADERSHIP - Ensures leaders have consistent understanding of purpose and expectations, and are equipped with tools to excel in role, helping us deliver on our purpose
  • CAPABILITY - Equipping us with tools to improve performance and perform to our potential
  • PERFORMANCE MANAGEMENT - Meaningful conversations about performance, contribution, and ongoing development. People focused approach
25
Q

List and explain our core values:

A
  • Professionalism - look the part, be the part. Take pride in representing Police and making a difference
  • Respect - treat others as they would want to be treated
  • Integrity - Actions say it all, honest and ethicall
  • Commitment to Maori and Treaty - Stand together, acting in good faith or, and respect Te Tiriti o Waitangi
  • Empathy - walk in their shoes, seek understanding consider their experience
  • Valuing Diversity - many views, one purpose. The differences make us better at what we do
26
Q

Name the six principles of the Policing Act 2008

A
  1. Principled, effective, efficient policing are the cornerstone of a free democratic society
  2. Relies on public support and confidence
  3. National framework, but also with local community focus
  4. Provided in a manner respects human rights
  5. Independent and Impartial
  6. Police act professionally, ethically and with integrity
27
Q

How is “Rule of Law” described in McDowell and Webb 2002?

A

“Defines the relationship of the Govt to its people: that people should be governed by law and free from arbitrary government”

28
Q

What does S20 say about Police employees behaviour

A
  1. Commissioner to prescribe code of Conduct.
  2. Police to conduct selves in accordance with Code of Conduct
29
Q

Policing Act S30 States “Police employees must obey and be guided by…?”

A

(1) a: GI’s
b: Commissioners circulars
c: Any applicable orders
(2) The lawful commands of a supervisor.

30
Q

In the absence of a supervisor, who has authority?

A

Next in level of position or in the case of equality - longest serving police employee.

31
Q

Does a Minister of the Crown have authority to have a police employee carry out any function?

A

No. S30 (4)

32
Q

What gives police lawful authority to act in a higher role?

A

S63 Policing Act, requires you to be specifically authorised (s63(1)(b)

33
Q

Give three examples of when somebody in an “acting” role (holding higher position) would require formal approval in writing from the Commissioner (s63 Policing Act approval)

A

1: Senior Sergeant signing a joint certificate for detention of a YP in police Custody over 24 hours.
2: S72 Arms Act “From time to time in writing by his (Commissioners) hand delegate members to to level of Inspector…any of his powers under this Act.”
3: PSO issuing- “Qualified Constable”…a Sgt or above. Acting Sgt would not be qualified if not formally approved S63(1)(a)

34
Q

The Commissoner has set 3 priorities to help Police achieve success. It is important we all understand the priorities and use them to what?

A

Use them to set the tone for how we work everyday

CPK Senior Sergeant 2022 (21 decks)

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