Strategic awareness Flashcards
Te hiring a o Te tai - three pou
Our people and our mindset
Effective initiatives and improved practice
Effective partnerships
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
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
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
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
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
Deployed to beat demand
We are prepared and flexible allowing us to mobilise resources pre-emptively and quickly to get on top of demand
Six drivers of demand are
families youth alcohol Roads Organised crime and drugs Mental health
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
5 strands of the Police high-performance framework
Strategy Culture leadership Capability performance management
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
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
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
F4 Capability
equips each of us with the tools to perform to our potential in our roles
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
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
