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CPK 2021 *** > Chapter 7: Strategic Awareness ** > Flashcards

Chapter 7: Strategic Awareness ** Flashcards

1
Q

Strategic Awareness

What is Our Vision?

A

To be the safest country

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2
Q

Strategic Awareness

What are Our Goals?

3 of them

A

Safe Homes
- Free from crime and victimisation

Safe Roads
- Preventing death and injury with our partners

Safe Communities
- People are safe wherever they live, work and visit

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3
Q

Strategic Awareness

What are Our Functions?

8 of them

A
  • Keep the peace
  • Maintain public safety
  • Law enforcement
  • Crime prevention
  • Community support & reassurance
  • National security
  • Police activities outside New Zealand
  • Emergency management
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4
Q

Strategic Awareness

What are Our Values?

A
  • Professionalism
  • Respect
  • Integrity
  • Commitment to Maori & the Treaty
  • Empathy
  • Valuing Diversity
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5
Q

Strategic Awareness

What are Our Priorities?

3 of them

A

Be first, then do
- Strengthen how and who we are as an organisation

Deliver the services New Zealanders expect and deserve
- Understanding and providing what the public want from their Police

Focused prevention through partnerships
- Focused Police effort and working with others to achieve better outcomes

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6
Q

Strategic Awareness

Our People are:

4 of them

A
  • Safe and feel safe
  • Valued
  • Fair to all
  • Compassionate and reflective
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7
Q

Strategic Awareness

What is Our Purpose?

A

To ensure everybody can be safe and feel safe

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8
Q

Strategic Awareness

What is Our Mission?

A

To prevent crime and harm through exceptional policing

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9
Q

Strategic Awareness

What is Our Operating Model?

A

Prevention First

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10
Q

Strategic Awareness

What are the three pou that Te Huringa o Te Tai focuses it’s effort on?

Pou kind of means pillars/columns.
Also someone, a group, tribe, gathering or something that strongly supports a cause or is a territorial symbol, such as a mountain or landmark, representing that support.

A
  • our people and our mind-set
  • effective initiatives and improved practice
  • effective partnerships
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11
Q

Strategic Awareness

What is the name of the Police which focuses improving outcomes for Maori?

Formerly Turning of the Tide.

A

Te Huringa o Te Tai

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12
Q

Strategic Awareness

What is the first pou of Te Huringa o Te Tai?

Pou Mataara

A

Our people and their mind-set

Continued focus on building our people, their skills, knowledge, mind-set and performance.

Adopting/applying a Te Ao Maori view by aligning Our Values with Maori values will ensure culturally responsive initiatives and programs which restore and strengthen the wellbeing of individuals, whanau and communities.

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13
Q

Strategic Awareness

What is the second pou of Te Huringa o Te Tai?

Pou Mataaho

A

Effective initiatives and improved practice

Working with Iwi. Maori have greater strategic presence and involvement at all levels.

Research suggests that investment in Maori-led approaches are more effective than programmes designed by non-Maori.

Take every opportunity to prevent harm:
Act more proactively to keep Maori from entering the justice system and, for those who do have contact with the system, stop them coming back.

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14
Q

Strategic Awareness

What is the third pou of Te Huringa o Te Tai?

Pou Hourua

A

Effective partnerships

Maori need to be acknowledged as treaty partners, rather than stakeholders. All levels of Maori community need to be involved in designing and planning and delivery. However it’s important to acknowledge the resource imbalance between Maori and the Crown; we need to ensure that our partners have the necessary capacity and capability to participate.

Investment in Iwi Maori partnerships:
Te Huringa o Te Tai encourages investment in Maori and is focused on the positive attributes of a person or a group.

We must be willing to share decision-making and be comfortable leading from behind.

Everyone taking responsibility:
We are all responsible for our decisions, interactions, commitment to learning and building upon success.
We need to change together with iwi, whanau and our partners.

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15
Q

Strategic Awareness

How we do it:

Our Priorities

What’s the reason that the Commissioner has set the three priorities?

A

To help Police achieve success for our organisation and our communities.

They focus on creating the culture we want, understanding and delivering the services ore communities need, and getting better outcomes through working with out partners. These priorities will drive how we continue to evolve as an organisation.

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16
Q

Strategic Awareness

Prevention First

What are the three key outcomes that the Prevention First model is designed to support and enhance?

A

1) prevent crime and victimisation
2) target and catch offenders
3) deliver a more responsive Police service (Q)

At the centre of our approach are structures, processes and policies that direct more resources to activities that prevent further harm, are explicitly victim focused, and that align with our purpose to ‘Be safe, Feel safe’.

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17
Q

Strategic Awareness

Prevention First

What is the Prevention First mindset?

A

Taking every opportunity to prevent harm.

This applies across all of Our Business, Our Police High Performance Framework guides us in how to apply this in every aspect of what we do.
Together, they will enable us to achieve our desired outcomes.

To make New Zealand ‘the safest country’, we must continue to embed Prevention First as our operating model and continue to work closely with other agencies to deliver the best service we can to keep people safe.

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18
Q

Strategic Awareness

Prevention First

What are the three core components of the Prevention First model?

These are the three things at the tips of the triangle. The middle of the triangle has “People” in an orange circle.

A

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

This puts people - victims, offenders, our staff - at the centre.

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19
Q

Strategic Awareness

Prevention First

Effective partnerships

A

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

Police is uniquely placed to help other government agencies implement the social investment approach as ‘facilitators’ and ‘ connectors’.

We need to work together with other agencies, service providers and community, particularly Maori, Pacific and ethnic groups, in finding solutions that address the underlying causes of social harm.

We must make full use of opportunities to enlist the support of our partner agencies, through interagency Tasking & Coordination, to deploy our combined resources to beat demand.

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20
Q

Strategic Awareness

What are the 6 driver of demand?

Used to be called driver’s of crime. They changed it to acknowledge that Police respond to lots of incidents that aren’t crimes. These incidents offer opportunities for Police to prevent harm.

A

1) Families - Whanau
2) Youth - Rangatahi
3) Alcohol
4) Roads
5) Organised crime and drugs
6) Mental health

NOTE:
Youth gangs are not specifically included in the drivers of demand but they’re essentially covered under Youth.

21
Q

Strategic Awareness

Our leaders are expected to be role models for Prevention First thinking at all levels.
What ensures that every employee understands their purpose within the Police and how the contribute to our goals?

*highlighted for some reason

A

The Police High Performance Framework.

With a clearer understanding of our role we are able to act more purposefully.

Prevention First provides clear guidance regarding the principles that must drive our decision making.

22
Q

Strategic Awareness

Read this about the transition from Turning of the Tide to Te Huringa o Te Tai.

A

The transition of Turning of the Tide to Te Huringa o Te Tai provides an opportunity to refresh our collective approach while maintaining the original intent and wairua of Turning of the Tide.

The strategy was developed by listening to the voices of the community, staff, Iwi Maori and encourages the enhancement of our organisational value with uara Maori.

Uara = values
How it was developed is a possible CPK question.

23
Q

Strategic Awareness

While having a direct impact on Maori, Te Huringa o Te Tai will produce benefits for all New Zealanders through…

A

Through improved service delivery and reducing crime and victimisation for all.

This strategy is about whanau - about all of us.

24
Q

Strategic Awareness

What are the five frameworks in PHPF?

A 
F1 - Strategy
F2 - Culture
F3 - Leadership
F4 - Capability
F5 - Performance Management
25
Q

Strategic Awareness

What does SPT stand for?

A

Strategic Performance Template

26
Q

Strategic Awareness

What is the purpose of the SPT?

A
  • Used as an agenda for all strategic planning and performance discussions
  • SPT becomes a performance agreement as part of the end-to-end PHPF performance management process
  • allows leaders to have high quality conversations with their people
27
Q

Strategic Awareness

It is recommended that teams participate in regular ‘Culture Assessments’ reviewing progress against any agreed actions. How often?

A

Monthly.

28
Q

Strategic Awareness

What are the characteristics of a high performing team?

*highlighted from previous material but removed from August 2021

A

1) United
- same vision, aspirations and values. Trust one another’s motives and intentions.

2) Committed to excellence
- strive to be the very best in all that we do, irrespective of our capability, experience or position on the team

3) Individually accountable and responsible
- only way to retain the privilege of being a team member is to take responsibility of our performance/contribution

4) Supportive of one another
- embrace similarities and differences. the combination of unique skills/capabilities is critical to success

29
Q

Strategic Awareness

With regards to F3: Leadership, what does the SEE tool stand for?

A

Set > Enable > Expect

30
Q

Strategic Awareness

Capability conversations form part of what plan which leaders should regularly discuss with members of their team?

A

Development Plan.

31
Q

Strategic Awareness

Policing Act, Section 8: Principles

What are the principles of the Policing Act?

6 of them. The first one is:
Principled, effective, and efficient policing services are a cornerstone of a free and democratic society under the rule of law.

A

1) Principled, effective, and efficient policing services are a CORNERSTONE OF A FREE AND DEMOCRATIC SOCIETY under the rule of law
2) effective policing RELIES ON a wide measure of PUBLIC SUPPORT AND CONFIDENCE

***3) policing services are provided under a NATIONAL FRAMEWORK but also have a LOCAL COMMUNITY FOCUS

4) policing services are provided in a manner that RESPECTS HUMAN RIGHTS
5) policing services are provided INDEPENDENTLY and IMPARTIALLY
6) in providing policing services every Police employee is required to act professionally, ethically, and with integrity (PRIMED)

32
Q

Strategic Awareness

Policing Act 2008

What is the rule of law?

A

The rule of law is a fundemental characteristic of a democratic society.

It has different meanings to diferent people but one definition is:

“defines the relationship of the government to it’s people: that people in a society should be governed by law and should be free from arbitrary government”

Many of our rule of law concepts are contained in the Bill of Rights Act 1990.

33
Q

Strategic Awareness

Policing Act 2008

How does the rule of law affect how we police in NZ?

A
  • We need to apply the law evenly. status, gender, income, occupation (including police) shouldn’t matter.
  • we need to be free from corruption and mustn’t accept bribes
  • we protect the rights of offenders (e.g. searches, arrests, interviews are conducted lawfully)
  • we protect the rights of victims (i.e. right to privacy, right to information and access to services)
34
Q

Strategic Awareness

How do Police define corruption?

A

Using public power for private gain.

35
Q

Strategic Awareness

Policing Act 2008, Section 20 - Code of conduct

What are the requirements/duty of the Commissioner and every Police employee?

A

1) The Commissioner must prescribe a code of conduct for Police employees, stating the standards of behaviour expected from Police employees
2) every Police employee has a duty to conduct themselves in accordance with the code of conduct

36
Q

Strategic Awareness

Does the Code of Conduct govern the actions of Police outside of work?

What about if an officer is deployed overseas?

A

Yes to both of them.

The Policing Act 2008 completes a 20 year process of aligning Police discipline procedures with mainstream employment law.

37
Q

Strategic Awareness

Policing Act 2008, Section 30 - Command and control

A Police officer must obey the lawful commands of a supervisor. Does this apply to all Police employees?

A

Yes.

38
Q

Strategic Awareness

Policing Act 2008, Section 30 - Command and control

What three ‘things’ do all Police employees need to obey and be guided by?

first one is ‘general instructions’

A

1) general instructions
2) the Commissioner’s circulars
3) any applicable local orders

39
Q

Strategic Awareness

Policing Act 2008, Section 30 - Command and control

In the absence of a supervisor, the supervisors authority and responsibility devolved to who?

A

a) the Police employee available who is next in level of position; and
b) in the case of equality, the longest serving Police employee

40
Q

Strategic Awareness

Policing Act 2008, Section 63 - Acting appointments

If a Police officer is acting at a higher rank, are they allowed to carry out legislative responsibilities of that higher rank?

A

Yes but only if they’ve bee officially appointed under s.63 of the Policing Act.

If they’re just filling in for a shift then they can’t.

A Sgt can be appointed an A/S/Sgt and get all the powers OR a Sgt can remain a Sgt but be given all or some of a S/Sgt’s powers. This needs to be done formally under section 63(1a) and 63(1b) respectively.

41
Q

Strategic Awareness

What are the missing words?

We must build strong relationships of trust and confidence in each other with Iwi Maori, our communities and our partner agencies so that we can ___________ and _____________.

A

1) share information
2) implement collaborative approaches

“We must build strong relationships of trust and confidence in each other with Iwi Maori, our communities and our partner agencies so that we can share information and implement collaborative approaches.”

42
Q

Strategic Awareness

What is the definition of empathy?

A

We seek the understanding of and consider the experience and perspective of those we serve.

43
Q

Strategic Awareness

What is the definition of professionalism?

A

We take pride in representing Police and making a difference in the communities we serve.

44
Q

Strategic Awareness

What is the definition of respect?

A

We treat everyone with dignity, uphold their individual rights and honour their freedoms.

45
Q

Strategic Awareness

What is the definition of integrity?

A

We are honest and uphold excellent ethical standards.

46
Q

Strategic Awareness

What is the definition of commitment to Maori and the Treaty?

A

We act in good faith of, and respect, the principles of Te Tiriti o Waitangi - partnership, protection and participation.

47
Q

Strategic Awareness

What is the definition of valuing diversity?

A

We recognise the value different perspectives and experiences bring to making us better at what we do.

48
Q

Strategic Awareness

What are some factors which will contribute to the success of Te Huringa o Te Tai?

A

It is essential for our long-term success that local Te Huringa o Te Tai action plans are:

  • developed and implemented in partnership with Iwi Maori based on the specific needs, and values of local communities

Note:
Te Huringa o Te Tai will be a driving force behind our 25% reduction in re-offending by Maori and 90% of people have trust and confidence in Police.

CPK 2021 *** (15 decks)

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