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CPK > Strategic Awareness & Staff Management > Flashcards

Strategic Awareness & Staff Management Flashcards

1
Q

Our vision

A

To be the safest country

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2
Q

Our mission

A

Prevent crime and harm through exceptional policing

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3
Q

Our goals

A

Safe homes

Safe roads

Safe communities

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4
Q

What is Te Huringa o Te Tai?

A

A collective approach to work with and beside Maori for the benefit of all NZ.

Represents our strategy to bring the Maori Crown relationship to life in a policing context

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5
Q

What are the 3 pou of Te Huringa o Te Tai?

A

Our people and our mindset - (adopt a Te Ao Maori view)

Effective initiatives and improved practice - (take every opportunity to prevent harm)

Effective partnerships - (investment in iwi Maori partnerships & everyone taking responsibility)

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6
Q

Core components of prevention first?

A

Deploy to beat demand

Target the drivers of demand

Mindset: taking every opportunity to prevent harm

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7
Q

What are, Effective Partnerships?

Q - stmt w missing words

A

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

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8
Q

6 drivers of demand?

A

Families - whanau

Youth - rangatahi

Alcohol

Roads

Organised crime and drugs

Mental health

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9
Q

What does PHPF ensure?

A

Every employee understands their purpose within police and how they contribute to our goals

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10
Q

5 frameworks of PHPF?

Q - order

A
  1. Strategy
  2. Culture
  3. Leadership
  4. Capability
  5. Performance management
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11
Q

Police values

A 
Professionalism
Respect
Integrity
Commitment to Maori & the treaty
Empathy
Valuing diversity
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12
Q

s8 Policing Act 2008

A

Many rule of law concepts are contained in the bill of rights act 1990

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13
Q

s9 Policing Act 2008

Functions of police

A
  • keeping the peace
  • maintaining public safety
  • law enforcement
  • crime prevention
  • community support & reassurance
  • national security
  • PARTICIPATION IN POLICING ACTIVITIES OUTSIDE NZ
  • emergency management
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14
Q

s20 PA 2008

What is the duty of an employee regarding the code of conduct?

A

Duty of every police employee to conduct himself or herself in accordance with the code of conduct

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15
Q

s30 PA 2008

In the absence of a supervisor, authority and responsibility devolves on?

A

The police employee who is next in level of position

In the case of equality, the longest serving police employee

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16
Q

s63 PA 2008

Acting appointments in absence from duty or vacancy, commissioner may?

A

Appoint an employee temporarily to any higher level of position or

Authorise an employee to perform all or any of the powers and duties under this act of any level of position higher than that employees

17
Q

Who does the code of conduct apply to?

A

Anyone employed or engaged by NZ Police. The code also applies to what we do outside of working hours

18
Q

What is misconduct?

A

Behaviour or actions that breach the code of conduct or other police policies.

19
Q

What is serious misconduct?

A

Behaviour or actions that breach the code of conduct or other police policies and employment agreements and seriously undermine or damage the trust and confidence police has in you

20
Q

4 steps to deal with performance issues?

A

Informal discussion

Performance meeting

Performance improvement plan (PIP)

completion of the PIP

21
Q

How should the completion of a PIP be recorded?

A

The end date should be confirmed in writing on the PIP form and a letter confirming this provided to the employee

22
Q

5 principles of Kia Tu

A
  1. People centric
  2. Trusted
  3. Responsive
  4. Safe
  5. Accountable
23
Q

What is not unacceptable behaviour?

A

Differences of opinion

Legitimate leadership action to improve performance, high standards, team work, punctuality and attendance

Isolated incident of abruptness

24
Q

How to manage conflicts of interest

A

Avoid activities if we could be seen to be at an advantage because of information or other resources we have access to in our police role

25
Q

Maintaining professional boundaries

A

*Document all contact in NIA

Limits of professional relationship

Inform supervisor/colleague of dealings

Contact during work hours

Involve a support person

26
Q

Supervisor actions re conflict of interest

A

Document the conflict and how it was managed

Support staff when issues arise

Monitor the conflict for changes in circumstance

Consider strategies to avoid future conflicts

27
Q

Who can decline a FEO application?

A

Only the district commander or the national manager

28
Q

What circumstances do referrals to wellness advisor need to be made?

A

Critical incidents

Notifiable Injury or illness

Threat to life while on duty

DVI incidents

Attendance at unnatural death

Attendance at high number of critical incidents

Death or serious injury of baby or child

Incidents involving police employees

Police interventions fail to prevent injury or loss of life

Loss of police life

29
Q

Timings after referral to a psychologist for critical incident

A

1st appointment will not occur earlier than 72 hours following a critical incident.

The 2nd appointment should occur within 10 days post incident

30
Q

Supervisors role re return to work?

A

Take the lead role in initiating and managing the rehabilitation of your employees following work absences due to illness or injury

31
Q

When must you notify IPCA?

A

s13 - Soon as practical when a Police employee acting in execution of duty causes or appears to cause death or serious bodily harm to any person

s15 - of every complaint received by police as soon as possible but no later than 5 days after receipt

CPK (13 decks)

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