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Last One Too > Strategic Awareness > Flashcards

Strategic Awareness Flashcards

1
Q

Strategic Awareness

What is the name of the Police Operating Model ?

A

Prevention First

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2
Q

Strategic Awareness

What are the three Prevention first delivery outcomes

A
  • Prevent crime and harm (victimisation)
  • Target and catch offenders
  • Deliver a more responsive police service
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3
Q

Strategic Awareness

The key to putting Prevention First at heart of everything, is understanding that prevention is 1st and foremost … what ?

A

“An Outcome” - as opposed to a function or activity. Prevention First is about being smart on crime.

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4
Q

Strategic Awareness

What is “Our Vision” ?

A

To be the safest country in the world

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5
Q

Strategic Awareness

What are the drivers of crime ?

A
  • Family Harm
  • Drug and Alcohol abuse
  • Mental Health issues
  • Youth offending
  • Gangs and Organised Crime
  • Road Trauma
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6
Q

Strategic Awareness

What is “Our Purpose” ?

A

To ensure everybody can be safe and feel safe

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7
Q

Strategic Awareness

What is “Our Mission” ?

A

To prevent crime and harm through exceptional policing

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8
Q

Strategic Awareness

What are “Our Goals” ?

A

Safe Homes
Safe Roads
Safe Communities

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9
Q

Strategic Awareness

What are “Our Priorities” ?

A
  • Be First, then do
  • Delivering the services NZ’ers expect and deserve
    -** Focused Prevention** through Partnerships
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10
Q

Strategic Awareness

Summarise key points of “ Be First, then do”

A
  • Focuses on culture, how we are inside and outside the organisation.
  • How our actions affect perceptions of *public Trust and Confidence *
  • Embracing the Police Values
  • Bringing humanity to every interaction
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11
Q

Strategic Awareness

“Policing by Consent” - refers to the idea that Police Power is exercised how ?

A

With the implicit consent of the public, as opposed to the power of the state. (Does NOT mean the consent of an individual).

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12
Q

Strategic Awareness

With Focused prevention through partnerships, police have a key role to play in helping to do three things - which are ?

A
  • Identify the drivers of crime and harm
  • Support referrals to services for those who need it
  • Work in partnership to address underlying problems
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13
Q

Strategic Awareness

What is the Police Māori Strategy called ?

A

Te Huringa o Te Tai

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14
Q

Strategic Awareness

Te Huringa o Te Tai

What is Pou Mataara defined as ?

A

Be First, then do

“Our people and their mindset”

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15
Q

Strategic Awareness

Te Huringa o Te Tai

What is Pou Mataaho defined as ?

A

Delivering the services New Zealanders expect and deserve

“Effective initiatives and improved practice”

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16
Q

Strategic Awareness

Te Huringa o Te Tai

What is Pou Hourua defined as ?

A

Focused prevention through partnerships

“Effective Partnerships”

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17
Q

Strategic Awareness

Prevention First

The key to putting Prevention First at the heart of everything we do is understanding that prevention is first and foremost “an outcome” as opposed to what ?

A

As opposed to a “function or activity”.

Prevention/Response/Investigations/Resolution are all functions that contribute to the outcome of prevention

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18
Q

Strategic Awareness

The idea behind Prevention First is that our first priority should always be what ?

A

The prevention of “crime and harm”.

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19
Q

Strategic Awareness

Under the Crime Triangle, name one treatment for a “problem location” to be made less attractive to criminals ?

A

CPTED = Crime Prevention through Environmental Design
ie: better lighting, CCTV, better sight lines, fog cannons, bollards etc

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20
Q

Strategic Awareness

“Our Deployment Model” begins and is informed by CCI (Critical Command Information). What are the five key inputs to the CCI ?

A
  • Our Business (our goals and priorities)
  • Intelligence
  • Demand
  • Performance
  • Our available Resources
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21
Q

Strategic Awareness

“Our Deployment Model” is informed by CCI (Critical Command Information). What “intel product” is produced to then assist the T & C group ?

A

A TCG Insights Report

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22
Q

Strategic Awareness

“Our Deployment Model” begins and is informed by CCI (Critical Command Information). List the next 4 steps of the deployment model and what is fed back to the CCI?

A
  • TCG insights report
  • T & C group
  • Operational Activity
  • 6 Drivers of Crime, surrounding the Crime Triangle

Fed back to CCI is:
* Interpreting the Criminal Environment (Intel & Demand)
* Accessing the Impacts (Performance & Evidence Based)

23
Q

Strategic Awareness

What does Problem Oriented Policing aim to understand ?

A

The factors leading to crime and harm to initiate an appropriate response. The focus is on rapid crime reduction and how to prevent harm - the core to our community policing approach.

24
Q

Strategic Awareness - Intelligence Products

Layers of opportunity - Opportunities to prevent crime and harm occur at multiple levels. Name the 3 levels and briefly describe them?

A
  • Operational - frontline decision making
  • Tactical - patterns and trends (1-3 month time horizon)
  • Strategic - 3+ month time horizon, address structural probelms driving demand
25
Q

Strategic Awareness

What has the EBPC (Evidence-based Policing Centre been set up to do ?

A

EBPC is a partnership with academia to study policing to enable evidence based responses.

26
Q

Strategic Awareness

Community Policing Model
Name a key component of Police’s community policing model

A

To build trusting relationships with groups in the community.

27
Q

Strategic Awareness

Using new Technology - it’s important public’s perception in the use of technology is legitimate. For that reason, Police have established what ?

A

An emergent technology advisory panel to provide us with advice on the appropriate boundaries of “tech use”.

28
Q

Strategic Awareness - Te Huringa o Te Tai

Pou Mataara - Our people and their mindset. What is the Police focus under this “pou” - what does this mean ? * (examinable)

A

Focus on building “our people, skills, knowledge, mindset and performance and leverage PHPF to deliver better outcomes”

29
Q

Strategic Awareness - Te Huringa o Te Tai

Pou Mataaho - Effective initiatives and improved practice. What is the focus of this “pou” ? (examinable)

A

A focus on a “Whanau Ora approach” of co-design and joint delivery of initiatives with Iwi Maori, and using evidence-based programmes that have potential or are proven successful to work for Maori

30
Q

Strategic Awareness - Te Huringa o Te Tai

**Pou Hourua **- Effective Partnerships.

A

Will focus on building relationships which lead to more effective partnerships with Iwi, Maori and other organisations, to improve long-term wellbeing for Maori, as well as influence legislative, policy and system settings across govt.

31
Q

Strategic Awareness - PHPF

F1 - Strategy Framework
What does this framework enable leaders to do ?

A

To connect their teams to Our Business by clarifying our purpose and the outcomes we need to deliver

32
Q

Strategic Awareness - PHPF

F1 - Strategy Framework
How does the SPT (Strategic Performance Template) and Group Purpose Statements assist leaders in connecting their teams to Our Business ?

A

Staff are more clear on what our strategic priorities and goals are, and what they need to deliver to help us achieve them

33
Q

Strategic Awareness - PHPF

F2 - Culture Framework
How does F2 help teams in terms of improving their culture ?

A

F2 helps us build high-performance culture we need to deliver on Our Business.

A shift in mind-set will move us away from a prescription based culture to one that is principle and values based, inherent to top performing teams.

34
Q

Strategic Awareness - PHPF

F3 - Leadership
How does F3 help in terms of improving Leadership ?

A

Provides more people-focused leadership

F3 equips our leaders with the tools to help us deliver on our purpose and Ensures leaders have *consistent understanding *of purpose and expectations

Supports the performance of our people

35
Q

Strategic Awareness - PHPF

F4 - Capability
How does F4 help in terms of improving Capability ?

A

F4 equips us with tools to perform to our potential, a **focus on personal performance **& delivering the right outcomes, rather than the equipment or tactics we apply.

Capability conversations form part of our Development plan.

36
Q

Strategic Awareness - PHPF

F5 - Performance Management Framework
How does F5 enable us to talk about performance and ongoing development in a more meaningful way ?

A

A people focused performance approach helps have more meaningful conversations to help people get better, feel valued and deliver the required outcomes.

The F5-PMF should be basis of monthly conversations

37
Q

Strategic Awareness - Police Values

Professionalism - Look the part, be the part

Explain definition and the “why” ?

A

Definition - Taking pride in representing Police and making difference in communities we serve

Why - Looking and behaving professionally, combined with our expertise is core to people feeling safe and being safe

38
Q

Strategic Awareness - Police Values

Respect - Treat others as they would expect to be treated

Explain definition and the “why” ?

A

Definition - Treat everyone with dignity, & uphold individuals rights and freedoms.

Why - Being respectful, builds Trust and confidence in job & our communities

39
Q

Strategic Awareness - Police Values

Integrity - Actions say it all

Explain definition and the “why”?

A

Definition - Being honest and upholding excellent ethical standards ?

Why - Critical to building T & C of colleagues and public

40
Q

Strategic Awareness - Police Values

Commitment to Maori & the Treaty - Stand together

Explain definition and the “why” ?

A

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

Why - Working with Maori is essential to success. Only together can we build relationships to reverse over-representation of Maori in criminal justice system

41
Q

Strategic Awareness - Police Values

Empathy - Walk in their shoes?

A

Definition - To seek understanding and consider experience and perspective of others

Why - We get better results when appreciating other peoples points of view

42
Q

Strategic Awareness - Police Values

Valuing diversity - Many views, one purpose

A

Definition - recognise value of different perspectives and experiences of those we serve

Why - To reflect communities we serve and appreciate different thinking will lead to better problem solving and results

43
Q

Strategic Awareness - Policing Act 2008

Section 8 - Principles

What are the 6 principles the Act is based on ?

A
  1. Principled, effecive and efficient policing are cornerstone of democratic society
  2. We rely on wide measure of public support and confidence
  3. National Framework - but also local community focus
  4. Provided in manner that respects human rights
  5. Provided independently and impartially
  6. Members required to act professionally, ethically and with integrity
44
Q

Strategic Awareness - Policing Act 2008

What is the “rule of Law”?

A
  • Is a fundemental characteristic of democratic society
  • Defines relationship of government to its people - people should be governed by law, and free from arbitrary government (McDowell & Webb 2002)
  • Also treated equally under law and individual liberties preserved
45
Q

Strategic Awareness - Policing Act 2008

How does the “rule of Law” affect the way we Police? (5 things)

A
  • Need to apply law evenly, people shouldn’t be treated differently
  • Be free from corruption
  • Don’t accept bribes
  • **Protect offenders rights **- act in way consistent with the law
  • Protect rights of victims, their privacy and their access to information & services
46
Q

Strategic Awareness - Policing Act 2008

Section 9 - Functions of Police, name the 8 functions ?

A
  • Keep peace
  • Maintaining Public Safety
  • Law enforcement
  • Crime prevention
  • Community support and reasssurance
  • National Security
  • Participation in policing overseas
  • Emergency Management
47
Q

Strategic Awareness - Policing Act 2008

Section 10 - Roles of others acknowledged. Three broad areas we work in partnership with - name ?

A
  • Public agencies (Govt. departments and local authorities)
  • Holders of certain statutory offices (ie: Maori Wardens)
  • Parts of private sector (ie: Private Security)
48
Q

Strategic Awareness - Policing Act 2008

**Section 16 **- Responsibilities and Independence of Commissioner.

Name the 5 things the Commissioner is responsible to the Minister for AND the 4 things he is NOT responsible to do

A

Responsible for:
* Carrying out functions and duties of Police
* Genral conduct of Police
* Effective economincal management of Police
* Tender advice to Minister and other MP’s
* Give effect to any lawful ministerial directions

**NOT Responsible **- must Act independently in relation to:
* Maintenance of order of individuals or groups
* Enforcement of the law for groups and individuals
* Investigation and prosecution of offences
* Decisions about Police employees

49
Q

Strategic Awareness - Policing Act 2008

Section 30 - Command and Control. 5 parts

A
  • Police must be guided by:
  • General Instructions
  • Commissioners circulars
  • Local orders

** Must obey **lawful commands* of supervisor

  • When supervisor absent, authority and responsibility devolves on:
  • Employee next in level of position
  • or longest serving member
  • When exercising power or function, can’t act under direction of Minister of Crown OR person was is not authorised under Policing Act
  • NOTE: Above doesn’t apply to Police
  • who are part of overseas operation (Section 86)
  • Employee within meaning of Section 91 (United Nations)
50
Q

Strategic Awareness - Policing Act 2008

Section 63 - Acting appointments - ss 1, explain when a person can act at a higher level?

A

In absence of duty, Commissioner may
* (a) appoint employee to temporary higher position
* (b) authorise an employee to perform all duties of higher position

51
Q

Strategic Awareness - Policing Act 2008

Section 63 - Acting appointments - ss 2 - When can the authority be given ?

A

Any appointment in this section may be given before occasion arises or while it continues

52
Q

Strategic Awareness - Policing Act 2008

Section 63 - Acting appointments - ss 3 & ss 4 - can the authority to appoint be questioned?

A

No appointment can be questioned in any proceedings on the ground that
* The occasion had not arisen or ceased; OR
* the employee had not been appointed to any position to which the authority relates

NOTE: The Commisioner can revoke an appointment at any time

53
Q

Strategic Awareness - Policing Act 2008

If a Senior Sgt is absent, can a Sgt who is temporarily standing in to cover for the S/Sgt authorise a joint certificate with OT under section 236(1) ?

A

NO they cannot, unless they have been authorised under s63(1)(b) or appointed as an Acting S/Sgt under 63(1)(a)

The same goes for s72 of the Arms Act (if A/Inspector) and PSO’s (A/Sgt)

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