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EDRE49 Sgt CPK ‘23 > Strategic Awareness & Staff Management > Flashcards

Strategic Awareness & Staff Management Flashcards

1
Q

What is the VISION of NZ police?

A

Be the safest country in the world.

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2
Q

What is the PURPOSE of New Zealand police?

A

Ensure everyone can be safe and feel safe

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3
Q

What is the MISSION of the NZ police?

A

Prevent crime and harm through exceptional policing.

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4
Q

What is the operating model?

A

Prevention first.

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5
Q

Name the vision and purpose and mission of New Zealand place.

A

Vision: be the safest country in the world
Purpose: ensure everyone can be safe and feel safe
Mission: prevent crime and harm through exceptional policing. 

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6
Q

What are the three core components of the operating model?

A

1.deploy to beat demand
2.target drivers of demand
3.mindset: taking every opportunity to prevent harm

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7
Q

What are the three ways to enhance delivery of key outcomes?

A
  1. prevent crime and victimisation
    2.target and catch offenders
    3.deliver a more responsive police service
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8
Q

TE HURINGA O TE TAI: what are the three pillars?

A

1.our people and our mindset

2.effective initiatives and improved practice

3.effective partnerships

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9
Q

what are the (6) police values?

A

P. Professionalism
R. Respect
I. Integrity
M.commitment to Maori and the treaty
E.empathy
D.diversity

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10
Q

What are the six drivers of demand?

A

Rangitahi
Whanau
Mental health
Organise crime & drugs
alcohol
roads

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11
Q

In the police high-performance framework what are the five frameworks?

A

F1. Strategy
F2. Culture
F3. Leadership
F4. Capability
F5. Performance management

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12
Q

Within performance management what are the four steps to dealing with misconduct?

A

Step 1 - informal discussion
Step 2 - performance meeting
Step 3 - PIP
Step 4 - evaluation of PIP

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13
Q

Describe the victim focus framework

A

Provide staff with a victim history score to highlight previous victimisation, graduated response model for proactive intervention and an interagency response for high-risk victims

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14
Q

Describe offender management - prevention first

A

Supporting offenders who want to make a positive change and enabling those whose offending is more serious to get access to support services they need to desist from offending i.e. alternative resolutions and intervention

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15
Q

Describe the police high-performance framework

A

Ensuring that every employee understands their purpose within police and how they contribute to our goals

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16
Q

Describe Mr Coster’s favourite saying: “be first then do”

A

Looking beyond the immediate situation. Looking at how are you can take advantage of the interactions you already had with victims offenders and members of the public to prevent future or ongoing harm

17
Q

Within strategic awareness what are the three priorities?

A

1.creating the culture we want
2.understanding and delivering the service our communities need
3.getting better outcomes through working with our partners

18
Q

Within the policing act 2008 what are the 8 functions of police?

A

1.keeping the peace
2.maintaining public safety
3.law-enforcement
4.crime prevention
5.community support and reassurance
6.national security
7.participation in policing activities outside of NZ
8.emergency management

19
Q

I am the standard of behaviour expected from police employees. I govern the professional and personal contact of all police employees. What am I?

A

CODE OF CONDUCT (s20 policing act)

20
Q

The following describes which of the 5 high performance frameworks?

SPTs, our business, outcomes we need to deliver, group purpose statements, everyone focussed on what we’re doing and why.

A

F1. STATEGY

21
Q

The following describes which of the 5 high performance frameworks?

Helping build a high performance culture we need to deliver our business. Regular culture assessments

A

F2. CULTURE

22
Q

The following describes which of the 5 high performance frameworks?

“Equipping leaders with the tools to deliver on our purpose. Ensure leaders have consistent understanding of our purpose and the expectations of leadership.”

A

F3. LEADERSHIP

23
Q

The following describes which of the 5 high performance frameworks?

“Equips each of us with the tools to perform to our potential. Capability conversations should happen as part of a development plan”

A

F4. CAPABILITY

24
Q

The following describes which of the 5 high performance frameworks?

“Enables us to have meaningful conversations about our performance, contribution and ongoing development. Designed to help people get better, feel valued, deliver outcomes. Monthly performance conversation with direct reports.”

A

F5. PERFORMANCE MANAGEMENT

25
Q

Describe the principle of the policing act.

A

Rule of law – fundamental characteristic of democratic society.

The relationship between government and its people.

How we police i.e. fairly, free of corruption, respectful of human rights, protect the rights of offenders and victims.

26
Q

Performance management (misconduct) STEP 1

Describe the informal discussion…

A

Informal discussion about general work performance and specific areas in need of improvement.

The goal is to encourage dialogue and identify any underlying causes contributing to the performance issue.

supervisor role is to support encourage and try and help the employee improve.

27
Q

Performance management (misconduct) STEP 2:

What does the performance meeting involve?

A

(Relevant where employees performance has not improved despite informal discussion.)

Introduction: explain reasons for meeting

Provide info: outline the min acceptable standard of performance

Opportunity to respond: give them an opportunity to explain

Problem-solving: explain the performance management process and next steps

28
Q

Performance management (misconduct) STEP 3:

What is involved in a Performance improvement plan?

A

Sets out requirements and expectations of both parties. Should include:
- specific performance to be improved
- min acceptable
- remedial steps
- support and resources police will provide
- how and when feedback provided
- review periods
- dates for progress meetings
- consequences if standards not met
- signature of both parties

29
Q

Performance management (misconduct) STEP 4:

What happens at the conclusion of the PIP?

A

Evaluate PIP.
If met to required standard, employee to be informed in writing.

KIA TU- people centric. Trusted. Responsive. Safe. Accountable.

30
Q

What is the duty of the commissioner to notify the IPCA of complaints?

A

Commissioner shall notify the IPCA of every complaint received by the police

as soon as practicable but no later than 5 working days after the receipt of the complaint.

31
Q

What are the three priorities of police?

A

1.Be first, then do.
2.deliver services NZers expect and deserve
3.focused prevention through partnerships.

32
Q

What are the three goals of Police?

A

1.safe homes
2. Safe roads
3.safe communities

EDRE49 Sgt CPK ‘23 (6 decks)

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