Strategic Awareness Flashcards
1
Q
what is the purpose of the new zealand police
A
for everyone to be safe and feel safe
what we do meets the purpose of “be safe”
how we do it makes people “feel safe”
2
Q
what is the mission of the new zealand police
A
to be the safest country in the world
this will ensure our communities live without fear or harm or victimisation
3
Q
what is the vision of the new zealand police
A
to have the trust and confidence of all
4
Q
what is the motto of the new zealand police
A
safer communities together
we work together with our partnerships, agencies and community to achieve “safer communities together”
5
Q
what are the goals of the new zealand police
A
- to prevent crime and victimisation
- to target and catch offenders
- to deliver a more responsive community focused police service
6
Q
what are the strategies of the new zealand police
A
- prevention first
- turning of the tide
- safer journeys
- wellness and safety
7
Q
what is the prevention first strategy
A
- national operating model
- puts victims, offenders and staff at centre of everything
- police deploying to beat demand
- police taking every opportunity to prevent harm
8
Q
what is the turning of the tide strategy
A
- a partnership between iwi and police
- aimed at reducing maori victimisation, offending, road fatalities and injuries
- it is about achieving better outcomes for maori
- it is about working with iwi to create resilient communities and address over representation of maori in statistics
9
Q
what is the safer journeys strategy
A
- a programme setting out actions to look at risks including speed, alcohol/drug impaired driving, restraint use and distracted driving
- the vision is “A safe road system increasingly free of death and serious injury”
10
Q
what is the wellness and safety strategy
A
- a focus on developing strong police culture prioritising staff to look after one another
11
Q
what are the targets of the new zealand police
A
- 5% reduction of road deaths each and every year
- 10,000 less serious crime victimisations by 2021
(offences punishable by 2 yrs imprisonment or more, category 3 or 4) THIS EXCLUDES FAMILY VIOLENCE because it is under reported and we want reporting to increase - 25% reduction in maori reoffending by 2025 recognising priority to improve justice outcomes with and for maori
- 90% trust and confidence
- $500 million of cash assets restrained from gangs and criminals by 2021
12
Q
what are the core components of the prevention first model
A
- deploy to beat demand
- target drivers of demand
- mindset, taking every opportunity to prevent harm
13
Q
how do we ensure effective partnerships
A
- sharing information
- collaborative approaches
- connecting victims/people to support services
- working with agencies to to find underlying causes of social harm
14
Q
how do we deploy to beat demand
A
- increasing prevention activities
- using intelligence and risk assessments to identify the vulnerable
- formal intervention plans to support high risk youth offenders and victims
15
Q
what does the deployment model do
A
provides national framework to enable decision makers to deploy resources to local environment by focusing on the crime triangle to:
- act with urgency against repeat priority offenders
- provide assistance and support to repeat victims
- maximise resources to areas high in repeat offending and crime levels
16
Q
the deployment model aim to do
A
aims to ensure that equal emphasis is given to:
- dealing urgently with prolific priority offenders
- preventing
- responding to
- investigating
- resolving crime
17
Q
what does evidence based deployment mean
A
using tactics proven to work then evaluating the results of our interventions to see if achieved the desired outcome or need to refocus efforts
18
Q
what are the 6 drivers of demand
A
- families
- road policing
- alcohol
- organised crime and drugs
- youth
- mental health
19
Q
why the change from drivers of crime to drivers of demand
A
drivers of demand acknowledges that a large portion of our response is to demand that isn’t necessarily criminal but frequently offers opportunity for crime prevention
20
Q
what do you look for when targeting families as a driver of demand
A
- look to expose familial organised crime groups to prevent intergenerational cycles of harm
- look to lift the veil of secrecy around family harm and child abuse in order to stop it
- family harm may be the foot in door for police to be alerted to a wider spectrum of dysfunction causing harm within the family and other criminal and risky behaviours that affect multiple family members including children
21
Q
what kind of backgrounds often give rise to “life course persistent” youth offenders
A
- severe deprivation involving violence, alcohol, drugs and absence of good role models
22
Q
what percentage of youth offenders come from deprived backgrounds and what percentage of offences do they commit
A
17% of all youth offenders
40% of offences and majority of serious offending
23
Q
What does the evidence suggest about oranga tamariki (the new ministry for children)
A
- evidence supports a trauma informed approach to vulnerable rangatahi that allows their voice to be heard when making decisions that affect them
- the approach allows us to address identified vulnerabilities long before they emerge in the youth justice system
24
Q
what do you know about Alcohol as a driver of demand
A
- significantly contributes to all other drivers of demand
- we must fosters a responsible drinking culture
- we must capture alcohol related data to inform evidence based decision making
- we need to work in partnership with suppliers and providers to reduce harm caused through misuse of alcohol and support responsible consumption
- we need to be consistent in our messaging and approach to enforcement of legislation
25
what is police focus on roads as a driver of demand
- to reduce death and serious harm on the roads
| - roads offers opportunities to disrupt other types of harm that requires all staff, not just road policing
26
why do we focus on professional investigation of organised crime
- to prevent organised criminal activity including drugs and firearms, i.d crime, human trafficking, people smuggling, cyber enabled crime, money laundering and fraud
27
how will police improve response to mental health as a driver of demand
- by working closely with partners and providers of health services
- to work closely with health providers to ensure that mental distress is responded to appropriately and their interaction with emergency responders does not aggravate their distress
28
how does our case management process support prevention first
- provides info and support to victims
- holds offenders to account
- improves way we engage with victims
- reduces likelihood of repeat victimisation
- reduces future demands on police
29
how does prevention first strategy prevent repeat re victimisation
- by enhancing focus on vulnerable through the victim focus framework
30
how does the victim focus framework work
- focuses on victim from first point of contact
- highlights previous victimisation by providing staff with a victim history score
- provides a graduated response model for proactive intervention with victim and interagency response for high risk victims
31
when managing offenders what options do police have available that might help prevent further offender
- diversion with interventions relevant to individuals offending behaviours
- alternative resolutions such as pre charge warnings to keep low level offenders out of the justice system while ensuring crime is addressed
32
how do we use locations to prevent crime
- we know 5% of locations generate 32% calls for service for crime
- focussing prevention activities on that 5% of locations reduces harm and victimisation
- understanding relationships between time and place will help focus our prevention activities to the locations with high offending
33
delivering on our purpose through the police high performance framework, how are police standards and interactions within the organisation and with the public measured
- they are measured through our values and code of conduct
34
we deliver on mindset by taking every opportunity to prevent harm, how do we do that
- always complying with values and code of conduct
- being proactive and consistent with victims and offenders via risk assessment process
- building relationships of trust and info share with agencies and communities
- focus on victims needs
- create useful victim intervention plans (vips)
- use agreed offender management approach
- ensure police member knows how their work contributes to organisational goals through police high performance framework
35
what do we gain if we all apply the prevention first mindset
- we will deliver on the intent of our business which makes NZ the safest country in the world where we can all be safe and feel safe
36
what are the five frameworks in the police high performance framework
F1 - Strategy
- tool for leaders to connect to their team ensuring people are clear on their roles and how they contribute
F2 - Culture
- leaders focus on purpose and enable their people to make a difference, shows qualities inherent in top performing teams
F3 - Leadership
- leaders have a consistent understanding of the purpose and leadership expectations
F4 - Capability
- equips individuals with tools to improve performance and help guide others to perform to their potential
F5 - Performance Management
- enables meaningful and helpful discussions about performance
37
what is the police spt and what does it provide
police spt is a police strategic performance template
| - provides a view of what we're trying to achieve as an organisation and how we will achieve it
38
what does the spt allow team leaders to do
allows leaders in the police to have consistent high quality convos with their teams about our strategy and their purpose in the police
39
what two tools are used in the culture framework for PHPF
- culture transformation tool
| - characteristics of high performing team
40
what does the culture transformation tool do
- helps identify the changes we need to make in a culture to deliver outcomes promised to NZ
- shows where we've come from and where we want to get to
- shows how culture will drive behaviour change
41
what does the characteristics of a high performing team provide us
- it defines the qualities of a high performing team and enables our teams to reflect on how we measure up and lift our performance
42
what are the characteristics of a high performing team
united
- share the same vision, aspirations and values
- trust eachothers motives and intentions
committed to excellence
- the ethos encourages us to excel irrespective of our capabilities, experience or position on team
- endeavour to uphold our values and standards
- ensure everyone remains committed rather than looking out for ourselves
individually accountable and responsible
- the only way we can remain a member of the team is to take responsibility for our performance, contribution and development
supportive of one another
- we accept one another and know the combination of our unique skills and capabilities is critical to our success as a business
43
how do we build a more principle based culture
- leaders focussed on setting the direction, creating clarity of purpose and enabling their people to deliver against their purpose rather than just dishing out instructions and having people follow them
44
what are the two tools in the leadership framework of the phpf
SEE - set, enable, expect process explains purpose of leadership examined from a performance perspective
- principal responsibilities of leadership tool highlights what managers need to focus on to deliver their purpose as a leader by describing what leadership means in the context of our business
- sps research suggests leadership can only be leveraged as a performance enabler when a common leadership framework is used
45
what is SEE in the leadership framework
Set
- set the strategy, standard, outcomes and activities required to achieve the purpose
Enable
- enable people to deliver outcomes the organisation requires from their role
Expect
- hold people accountable for delivering the outcomes the organisation requires from their roles
46
what are the principal responsibilities of leadership
Strategy
- increase engagement of team with our business, the purpose and the team
Standards
- improve standard of performance re quality of work and outcomes delivered
Capability
- improve performance capability in relation to skills, knowledge and experience
Culture
- improve team culture in relation to their individual state of mind (personal attitude and behaviour toward work, organisation, their colleagues and stakeholders)
- team mind set, interaction and behaviour in team
47
what does the capability framework aim to do
- aims to unlock an individuals potential
| - works as a tool to build capability in an individual
48
what is a capability action plan
plan showing what individual needs to work on to improve their capability after self assessment on the capability assessment action plan template
49
how often should you review an individuals progress against their respective action plan
once a month, re set action plan every 6 months
50
what is te huringa te tai and what does it address
turning of the tides addresses the issue of Maori being over represented in prisons and other criminal and social statistics. It recognises that the issues stem from intergenerational circumstances brought about by urbanisation in the 1940's. police now work in partnership with iwi maori to increase the positive impact we have so maori live full and prosperous lives free of crime and road trauma. the aim is to address the adverse impact that historical factors have had on maori development.
51
how can we enhance our ability to achieve positive long term outcomes with maori
by increasing our understanding in kaupapa maori frameworks that develop maori interventions and programmes
52
what is our vision for turning of the tides
that all maori will live full and prosperous lives
53
what are our values for turning of the tides
aroha
- standing by those who take responsibility for their mistakes and try to put things right. we dont make excuses for them
whakarira
- each generation strives to better themselves for their own sakes and sake of their children
manaakitanga
- hospitable, fair and respectful to ourselves and others
54
what is the mission of turning of the tides
to protect well being by preventing crime and injury and death on our roads
55
what percentage of maori apprehensions by police are male
80%
56
what age group of maori are most likely to be apprehended by police
14 to 23
57
what is the operating model for te huringa o te tai turning of the tide
everyone working together
- police working with maori iwi to prevent crime and crashes. maori to work as one regardless of which iwi they are from
families preventing crime and crashes among themselves
- building positive relationships within families with the support of agencies and police so they make positive choices and influence other family members
talking crime prevention in homes, schools and marae
- encouraging crime prevention discussions in homes, schools and marae. we want people talking about why crime is wrong, who gets hurt and what individuals can do to prevent it
58
what social problems need to be dealt with in order to bring about lasting social change in turning of the tide
- reduction of male absenteeism
- improving child supervision
- keeping kids in school
- boosting parenting skills
59
what are our 6 core values
professionalism
- look the part, be the part, take pride in representing the nz police
respect
- treat others the way you want to be treated, uphold their rights and honour their freedoms
integrity
- we are honest and uphold high ethical standards
commitment to maori and the treaty
- we act in good faith of and respect the principles of te tiriti o waitangi
empathy
- walk in their shoes, understand and consider the experience and perspective of those we serve
valuing diversity
- many views one purpose, recognise the value of different perspectives and experiences
60
what is covered under section 8 of the policing act 2008
principles that the act is based on:
a - principled, effective and efficient police services are an integral part of a free and democratic society
b - relies on public support and confidence
c - police service is provided on a national framework but also have local community focus
d - police services are provided in a manner that uphold human rights
e - services are provided independently and impartially
f - services must be provided ethically with integrity and professionalism
61
what is the rule of law
- the rule of law defines the relationship of the government to its people
- people in a society should be governed by law and free from arbitrary government
62
what are the key concepts in the rule of law
- people should be treated equally
| - individual liberties should be preserved
63
how does the rule of law affect policing service
- police should administer the law in a manner consistent with the rule of law
- we should treat people equally and apply law evenly
- we must not accept bribes
- we must protect the rights of offenders, searches, arrests and interviews need to be conducted in a manner consistent with the law
- we must protect rights of victims eg right to privacy, right to information and access to services
64
what does section 9 of the policing act 2008 cover
s9 covers the functions of police
- to keep the peace
- maintain public safety
- law enforcement
- crime prevention
- community support and re assurance
- national security
- participate in policing activities outside of nz
- emergency management
65
what does section 20 of the policing act 2008 cover
s20 covers the code of conduct of police employees
- sets out obligations of police commissioner and the values and principles of employees inside and outside of work as well as conduct of overseas employees
66
if you breach code of conduct and have a sanction imposed for misconduct where and how can this be reviewed
it can be reviewed under the personal grievance procedures under general employment law
67
what does section 30 of the policing act 2008 cover
command and control
- police employees must obey directives of supervisors and guided by the commissioners circulars
- covers hierarchy, if supervisor is not available authority and responsibility falls to next in level of position and longest serving employee
- police not to take directives from minister of crown or person not authorised
68
what does section 63 of policing act 2008 cover
covers acting appointments
- if an employee is absent or position is vacant commissioner may appoint temporary employee to that position or authorise an employee to exercise or perform all or any of their powers and duties
commissioner may revoke appointment or authority given at any time
69
what are some practical examples of how s63 of the policing act 2008 would be used
- a snr sgt is required to complete a joint cert to authorise detention of a juvy in police custody for longer than 24 hours and until appearance before the Court. If snr sgt is absent and a sgt is temporarily standing in for them, the sgt is not legally authorised to complete the joint cert unless specifically authorised to undertake that role or have been appointed as an acting snr sgt under s63(1)(a).
