Strategic Awareness and Staff Management Flashcards
In ‘Our Business’, what comes under ‘why we’re here’?
Our vision
Our purpose
Our mission
Our vision
To be the safest country
Our purpose
To ensure everybody can be safe and feel safe
Our mission
To prevent crime and harm through exceptional policing
In Our Business, what areas come under ‘What We Do’?
Our goals
Our functions
Our operating model
Our relationship with Maori
What are ‘Our Goals’?
Safe homes - free from crime and victimization
Safe roads - preventing death and injury with our partners
Safe communities - people are safe wherever they live, work and visit
Under ‘What We Do’, list ‘Our Functions’ (EPIC MANE)
EPIC=
- keep the peacE
- maintain Public safety
- national securIty
- policing aCtivities outside of NZ
MANE=
- law enforceMent
- emergency mAnagement
- commuNity support and reassurance
- crimE prevention
Name the act that mandates the functions of NZ Police
Policing Act 2008
What is ‘Our Operating Model’?
Prevention First
Under ‘Prevention First’ describe our mindset we should be implementing when going about our business?
Looking for opportunities to prevent further crime and harm
What is ‘Te Huringa O Te Tai’?
Better outcomes for all by working in partnership with tangata whenua
The 3 pou
- Our people and our mindset
- Effective initiatives and improved practice
- Effective partnerships
What areas of Our Business come under ‘How We Do It’? - (PEERLESS)
PEERLESS=
- Our Priorities
- Our pEoplE
- Our leadeRship
- Our cuLture
- Our partnErS
- Our valueS
Within ‘How We Do It’ and under ‘Our Priorities”, describe how we go about achieving Our Business?
- Be first, then do: strengthening how and who we are as an organisation
- Deliver the services NZers 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
‘Our People’ are …
- Safe and feel safe
- Valued
- Fair to all
- Compassionate and reflective
‘Our Leadership’ creates an environment where we … (SUE)
SUE=
- Live our valueS, individually and collectively
- Are inclUsive - everyone can be themselves
- EnablE our people to be their best, using the PHPF
‘Our Culture’
- Collective effort for shared outcomes
- Bringing humanity to every interaction
‘Our Partners’ - working with and beside …
- Government agencies
- Maori, Pacific, and ethnic communities
- Community groups
- Industry and business
- International partners
What is the ‘mindset’ of ‘Prevention First’?
Taking every opportunity to prevent harm
What are the core components of ‘Prevention First’?
- Deploy to beat demand
- Target the drivers of demand
- Mindset: taking every opportunity to prevent harm
Effective partnerships
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
Deploy to beat demand
We are prepared and flexible, allowing us to mobilize resources pre-emptively and quickly to get on top of demand eg, DCC and NCCC
List the drivers of demand that Police should focus their efforts on
- Families/whanau
- Youth/rangatahi
- Alcohol
- Roads
- Organised crime and drugs.
- Mental health
List some areas where Police can, “take every opportunity to prevent harm”?
- through responsibility to victims
- through preventing repeat victimization
- through offender management
- through locations
Explain “Pou Mataara”
Our people and their mindset - Adopting a Te Ao Maori view
Explain “Pou Mataaho”
Effective initiatives and improved practice - taking every opportunity to prevent harm
Explain “Pou Hourua”
Effective partnerships - Investment in iwi/Maori partnerships - everyone taking responsibility
List the five frameworks from PHPF
SCLCP - Skullcap
F1 - Strategy F2 - Culture F3 - Leadership F4 - Capability F5 - Performance Management
Describe F1 Strategy from PHPF
This enables leaders to connect their teams to ‘Our Business’ by clarifying our purpose in Police and the outcomes we need to deliver - uses SPT’s and group purpose statement - the SPT becomes the performance agreement
Describe F2 Culture from PHPF
Helps us build the high performance culture we need to deliver ‘Our Business’ - it’s a shift in mindset from ‘prescription based’ to principle based
Describe F3 leadership from PHPF
This equips leaders with the tools to help us deliver on our purpose in Police
Describe F4 capability in PHPF
This equips each of us with the tools to perform to our potential in our roles - capability conversations form part of our development plan
Describe F5 performance management in PHPF
This enables us to have more meaningful conversations about our performance, contribution, and ongoing development.
With regard to the Policing Act 2008, describe the rule of law and the relationship of the government to NZers
The rule of law DEFINES the relationship of the government to its people: people in NZ society should be governed by law and should be free from arbitrary government.
Describe how the rule of law affects how we Police in NZ?
- we need to apply the laws evenly
- we work in a CJS that is free from corruption
- we must not accept bribes
- we protect the rights of offenders eg, searches, arrests etc
- we protect the rights of victims
Using S9 of the Policing Act, describe the functions of Police (Epic Mane)
a) keep the peace
b) maintain public safety
c) law enforcement
d) crime prevention
e) community support and reassurance
f) national security
g) participation in policing activities outside of NZ
h) emergency management
Also - S20 - the code of conduct and S30 - command and control
S63 - Acting appointments/PSO’s
This authority is delegated under the Policing Act 2008 and other acts
Also - PSO’s
What does the code of conduct do regarding staff management?
- it applies to anyone employed by Police
- it provides general guidance and minimum standards of behaviour
Our reputation (COC)
We act professionally, exercise good judgment and are accountable for our behaviour
Our influence and conflicts of interest (COC)
We must not act in a way that uses our influence, role, or position to personal advantage or to the advantage of others that we are associated with
Our safety (COC)
We all have a responsibility for promoting and maintaining a safe working environment
Our information (COC)
We need to consistently practice good judgment and integrity when creating, accessing, modifying and using, securing and disclosing all information
Our resources (COC)
We have an obligation to properly manage and use resources appropriately and in a way that ensures our working environment is safe
Our diversity (COC)
We are committed to having a diverse workforce that is inclusive and respectful of each other’s differences
Our acceptance of others (COC)
We are responsible for ensuring bullying etc does not occur
Our history (COC)
We recognize and seek to understand our history and be responsive to Iwi specifically as tangata whenua
List the gradual steps involved in performance management
- Informal discussion
- The performance meeting
- The performance improvement plan
- Completion of the PIP - required standard reached
What is the Kia Tu policy and what are its principles
Kia Tu is a new approach for preventing and addressing unacceptable behaviour in Police.
The Kia Tū system is an internal, co-designed model that has been based on Māori principles as a foundation.
It is: People-centric Trusted Responsive Safe Accountable
List some ways that we can respond to unacceptable behaviour
- Address it yourself
- Address it with support
- Address it with a manager
- Report it confidentially
