Strategic awareness Flashcards by Ian Foster

Te hiring a o Te tai - three pou

Our people and our mindset
Effective initiatives and improved practice
Effective partnerships

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Our priorities

Creating the culture we want
Understanding and delivering the services our community’s need
And
Getting better outcomes through working with our partners

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our business- how we do it

Understanding our priorities

We need to equip ourselves
Enable each other
Reflect on how we do things
And
Support each other to be our best

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Prevention first is designed to support and enhance the delivery of our key outcomes…

prevent crime and victimisation
Target and catch offenders
Deliver a more responsive police service

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The core components of our prevention first model are

Deployed to beat demand
Target the drivers of demand
Mindset: taking every opportunity to prevent harm

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Pou hourua - Effective partnerships

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

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Deployed to beat demand

We are prepared and flexible allowing us to mobilise resources pre-emptively and quickly to get on top of demand

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Six drivers of demand are

families 
youth 
alcohol
Roads
Organised crime and drugs
Mental health

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Mindset

take every opportunity to prevent harm
Responsibility to the victims
Repeat victimisation
Offender management
Locations
5% of locations generate 32% of calls for service

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5 strands of the Police high-performance framework

Strategy
Culture  
leadership
Capability
performance management

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F1 strategy

Enables leaders to connect their teams to our business by clarifying our purpose in police and the outcomes we each need to deliver

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F2 culture

I helps us deliver the high-performance culture we need to deliver our business

A shift in mindset or move us away from a prescription based culture to one that is principal based

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F3 Leadership

Equips our leaders with the tools to help us deliver on our purpose in police

Insures leaders have a consistent understanding of the purpose and expectations of leadership

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F4 Capability

equips each of us with the tools to perform to our potential in our roles

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F5 performance management

Enables us to have more meaningful conversations about our performance contribution and ongoing development

Designed to help people get better feel valued and deliver the outcomes

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Values - Professionalism

Look the part be the part

values - respect

Treat others as they would want to be treated

Our values - integrity

Actions say it all

Commitment to Maori and the treaty

Stand together

Values - Empathy

Walk in their shoes

Our values - Valuing diversity

Many views one purpose

Rule of law

We need to apply laws evenly
We work in a criminal justice system that is free from corruption
We must not accept bribes
We protect the rights of offenders
We protect the rights of victims

Functions of police

Keeping the peace
Maintaining public safety
Law enforcement
Crime prevention
Community support and reassurance
National security
Participation in policing activities outside NZ
Emergency management

Acting appointments

Section 63
Commissioner may
Appoint an employee temporary to any higher level or
Authorise an employee to exercise or perform all or any of the powers and duties of a higher position

Kia tu (speak up)

``` Is about standing for what is right taking a stand for others doing the right thing being seen and heard and being proud of who we are ```

Kia tu leader responsibility

Monitor environments Address concerns Promote a culture Formally report serious concerns Ensure support is provided Assess and make adjustments to reporting lines or work locations Assign responsibility to other managers Where conflict of interest

Integrity reporting - It is a requirement of all employees to notify the supervisor if they are the subject of any of the following

Any charge Any infringement notice for driving with EBA Suspension of drivers license Infringement for speed in excess of 40 km over the limit Respondent of a protection order Any charge or infringement that could suspend DLIC

Integrity reporting | Supervisor receives an integrity report must

Forward through his line manager to the district PPCM

IPCA – duty of commissioner to notify authority of certain incidents

Please employee Acting in the execution of duty causes or appears to cause death or serious bodily harm Commissioner shall ASAP give written notice to the authority Exception dog bites where injury is not a deep laceration and subject to hospital only to allow wound to be washed and sutured

Serious bodily harm includes

Fracture Deep laceration Injury to internal organs Impairment of bodily function Blow to head that causes severe concussion Injury the results in admission to hospital Or allegation of sexual assault

Time frame for the commissioner to notify the IPCA

As soon as practicable No later than five working days after receipt of complaint

IPCA categories

Cat A – serious complaints IPCA may decide to conduct an investigation Cat B - serious or significant matters IPC I will actively oversee police investigation Cat C – appropriate for facilitated case resolution Cat D – minor matters or matters that require no further action

Memorandum of understanding with IPCA

``` Commissioner may Notify the IPCO of any matters Involved in criminal offending or serious man misconduct By a police employee Of such significance or public interest That it places or likely places the police reputation at risk ```

Initial action on receiving a complaint – principle

Every complainant must Be treated with courtesy respect and compassion Have their complaint received and actioned promptly We advised of the procedures for actioning their complaint

Districts in receipt of a complaint must notify…

The director police professional conduct PNHQ Do not notify the IPCA directly

Expression of dissatisfaction

Complaint about something that is not a specific incident or a specific officer or a specific organisational failure E.g. play sirens hurt at night

Examples of serious complaints or issues

Complaint likely to generate significant media Non-serious but involves inspector or above or equivalent Complaint involving executive police employee Complaints regarding any incident of sexual nature

Conflict of interest

Conflict between a police duty and private and or personal interest Personal interest can be financial or relate to family friends or associates Complex may be actual potential or perceived