7. Strategic Awareness

Question 1

The purpose of New Zealand Police is for…….

Answer 1

The purpose of New Zealand Police is for everyone to be safe and feel safe.

Question 2

What is our mission

Answer 2

To be the safest county in the world.

How we police makes people fell safe

What we do keeps people safe

Question 3

The police vision is …..

Answer 3

To have the trust and confidence of all

Question 4

The police moto is…..

Answer 4

Safer Communities togeather

Question 5

The police goals are

Answer 5

prevent crime and victimisation

Target and catch offenders

Deliver a more responsive community focused police service.

Question 6

What is a key to achieving our goals ?

Answer 6

collaborate and work with our partner agencies to deliver outcomes to better New Zealand for our communities.

Question 7

What we do, what are the four comments of this model

Answer 7

Prevention First - Taking every opportunity to prevent harm.

Turning the tide- Better outcomes for NZ by working in partnership with IWI,

Safer Journeys - Reducing and preventing road related trauma.

Wellness and Safety - Looking after our people.

Question 8

Prevention First

Answer 8

Prevention First is the national operating model for Police. It puts all people – victims, offenders and staff at the centre of everything
Police do through; Deploying to beat demand; Targeting the drivers of Police demand (Alcohol, Youth Rangatahi, Families/Whānau, Roads, Organised crime and drugs, Mental health, and having the right mindset: taking every opportunity to prevent harm).

Question 9

The Turning of the Tide

Answer 9

The Turning of the Tide, is a partnership between iwi and Police aimed at reducing Maori victimisation, offending, road fatalities and injuries. It is about achieving better outcomes for Maori by working with iwi to create resilient communities and address the over representation of Maori in road policing and other statistics.

Question 10

Safer Journeys

Answer 10

The Road Policing Programme contributes to the Government’s Safer Journeys road safety strategy and the Police priorities of Protected Communities, Improved Road Safety and Less Crime. The programme sets out actions to address risks including speed alcohol/drug impaired driving, restraint use, and distracted driving. The vision is for “A safe road system increasingly free of death and serious injury”.

Question 11

Wellness and Safety

Answer 11

In order to keep our communities safe, we must first keep ourselves safe and well. Our Wellness and Safety strategy demonstrates our clear focus on developing a strong culture that prioritises and supports all staff to look after one another, whether they are operational or office-based, volunteers or contractors, in New Zealand or offshore.

Question 12

Must Know - What are our targets

Answer 12

5%
10,000
25%
90%
500 million

Question 13

Must Know - What does the 5% refer to?

Answer 13

5% reduction in road deaths each and every year is an ongoing commitment to keep people safe on our roads.

Question 14

Must Know - What does the 10,000 refer to?

Answer 14

10,000 fewer serious crime victimisations by 2021 focuses us on reducing the crime that has the greatest impact on its victims. It includes offences punishable by 2 years’ imprisonment or more (category 3 & 4). It excludes family violence, because we believe this crime type is significantly under- reported and we want reporting to increase.

Question 15

Must Know - What does the 25% refer to?

Answer 15

25% reduction in Maori re offending by 2025 recognises the priority we put on specific solutions to improve justice outcomes with and for Maori.

Question 16

What does the 90%refer to?

Answer 16

Trust and confidence recognises our mandate and ability to Police effectively depends on having the confidence of the community.

Question 17

Must Know - What does the 500 million refer to?

Answer 17

$500 million of cash and assets restrained from gangs and criminals by 2021 is the target set as part of Government’s investment in 1800 additional Police.

Question 18

How will we do it is divided into three parts, what are these?

Answer 18

Our people

Our partners

Our transformation programme

Question 19

Our people are..

Answer 19

Valued
Equipped and enabled
Safe and feel safe 
High performing
Victim Focused
Visible

Question 20

Our partnerships

Answer 20

Working together to achieve collective impact with our partners

Question 21

Our transformation programme

Answer 21

Building the front line

Safer Whanau

Iwi and Community partnerships

Evidence based policing

Modernising our Service Delivery

Police High performance framework

Question 22

Must Know - Prevention First now

Answer 22

prevent crime and victimization

target and catch offenders

deliver a more responsive Police service

Question 23

Prevention first and Our Business

Answer 23

Taking every opportunity to prevent harm

Question 24

What are the the core components of the prevention first model?

Answer 24

Deploy to beat demand

Target the drivers of demand

Mindset: taking every opportunity to prevent harm

Question 25

Effective partnerships

Answer 25

We must build strong relationships of trust and confidence in each other with Iwi Māori, our communities and our partner agencies so that we can share information and implement collaborative approaches

Question 26

Deploy to beat demand

Answer 26

We are prepared and flexible, allowing us to mobilise resources pre- emptively and quickly get on top of demand

Question 27

Evidence-based deployment

Answer 27

Evidence-based deployment means that we use tactics that have been proven to work, and we evaluate the results of our interventions to determine whether we achieved the desired outcome or need to refocus our efforts.

Question 28

Must Know - What are our 6 drivers of crime?

Answer 28

Families – Whānau

Youth – Rangatahi

Alcohol

Roads

Organised crime and drugs

Mental health

Question 29

Must Know - Mindset - taking every opportunity to prevent harm

Answer 29

Responsibility to victims

Repeat victimisation

Offender management

Locations

Question 30

Delivering on our purpose:

Answer 30

Taking every opportunity to prevent harm, we will –

Demonstrate our organisational Values and Code of Conduct in every interaction

Provide a proactive and consistent service to victims and offenders by always using the risk assessment process for dealing with offenders and victims

Build relationships of trust to improve information sharing with partner agencies and communities that engage with victims and offenders

Focus on victims’ needs in order to respond quickly and considerately to victims

Create useful Victim Intervention Plans (VIPs) and increase the proportion of VIPs completed in each area

Always use the agreed offender management approach

Make sure every member of the team knows how their work contributes to our organisational goals, through the Police High Performance Framework

Question 31

A word from the commissioner

Answer 31

If everyone has this mindset, New Zealand Police will deliver on the intent of ‘Our Business’: making New Zealand the safest country in the world, where we can all ‘Be Safe and Feel Safe’

Question 32

PHPF- Helping guide our journey to excellence

Answer 32

The Police High Performance Framework provides a unique toolbox to help us build the world’s best Police service.

Question 33

PHPF - Why do we need it?

Answer 33

It will ensure everyone in our organisation has the tools and the ability to be the best they can possibly be – because that’s what’s expected of us.”

Question 34

PHPF - (F1 Strategy)

Answer 34

provides a tool for leaders to connect their teams to Our Business – ensuring all our people are clear on the purpose of their role, and how they, and their team, contribute to NZ Police.

Question 35

PHPF - (F2 Culture)

Answer 35

then shows us how a shift in ‘mind- set’ will lead to a culture where leaders focus on purpose and enabling their people to make a difference. It provides a tool showing the qualities inherent in top performing teams, and how leaders can build a high performance culture in their teams and ultimately across Police.

Question 36

PHPF - (F3 Leadership)

Answer 36

will ensure leaders have a consistent understanding of the purpose and expectations of leadership in NZ Police, and are equipped with the tools to excel in their roles.

Question 37

PHPF - The Capability framework (F4 Capability) will equip individuals with tools to improve performance and help guide others to perform to their potential.

Answer 37

will equip individuals with tools to improve performance and help guide others to perform to their potential.

Question 38

Must Know - Turning the tide. Our vision

Answer 38

All Māori will live full and prosperous lives, free from crime and road trauma.

Question 39

Must Know - Turning the tide. - Our Values

Answer 39

We all make mistakes. We stand by people who accept responsibility for their mistakes and try to put things right. We do not turn our backs on them or judge them. But we don’t make excuses for them either.

Each generation strives to better themselves, for their own sakes and for the sake of their children.

We are hospitable, fair and respectful – to ourselves and others.

Question 40

Must Know - Turning the tide. - Our Mission

Answer 40

To protect our well being by preventing crime and injury and death on our roads.

Question 41

Must Know - What are so key points in turning the tides that will help meet crime and crash reduction targets?

Answer 41

Mahi Tahi: Everyone working together
to prevent crime and crashes

Whanau Ora: Extended families preventing crime
and crashes among themselves

Körerorero: Talking crime and crash prevention in our homes and schools and on our marae

Question 42

Must Know - Our work - What are the four we need to concentrate on.

Answer 42

Reducing male absenteeism

Improving child supervision

Keeping kids in school

Boosting parenting skills

Question 43

Must Know - What are the six core police values

Answer 43

Professionalism - Look the part, be the part., We take pride in representing Police and making a difference in the communities we serve.

Respect -Treat others as they would want to be treated., We treat everyone with dignity, uphold their individual rights and honour their freedoms.

Integrity- Actions say it all. We are honest and uphold excellent ethical standards

Commitment to Mäori & the Treaty-Stand together., We act in good faith of, and respect, the principles of Te Tiriti o Waitangi – partnership, protection and participation.

Empathy - Walk in their shoes., We seek understanding of and consider the experience and perspective of those we serve.

Valuing diversity - Many views, one purpose., We recognise the value different perspectives and experiences bring to making us better at what we do.

Question 44

Must Know- What is the rule of law?

Answer 44

The rule of law is a fundamental characteristic of a democratic society. It can be hard to explain as it means different things to different people. However one definition is that it “defines the relationship of the government to its people: that people in a society should be governed by law and should be free from arbitrary government” (McDowell & Webb 2002).

Question 45

Must Know- What is a key concept of the rule of law?

Answer 45

Some key concepts included in the rule of law are that all people should be treated equally before the law and that individual liberties should be preserved. Many rule of law concepts are contained in the Bill of Rights Act 1990.

Question 46

Must Know- Describe 5 aspects of New Zealand Policing that derive from the rule of law?

Answer 46

•We need to apply laws evenly i.e. people shouldn’t be treated differently because of, for example, their status in society, level of income, gender or ethnicity. Police officers who commit criminal offences must be held accountable.

We work in a criminal justice system that is free from corruption (defined as using public power for private gain).

We must not accept bribes, for example in exchange for not filing charges.

We protect the rights of offenders, for example, searches, arrests and interviews are conducted in a way that is consistent with the law.

We protect rights of victims, for example victims’ right to privacy is respected, as is their right to information and access to services.

Question 47

Why is the rule of law important for New Zealand Police?

Answer 47

Police are responsible for administering the law and therefore need to administer it in a manner that is consistent with the rule of law. This applies to both Constables and Police Employees.

Question 48

Section 8, Policing Act 2008 - What are they?

Answer 48

This Act is based on the following principles:

(a) principled, effective, and efficient policing services are a cornerstone of a free and democratic society under the rule of law:
(b) effective policing relies on a wide measure of public support and confidence:
(c) policing services are provided under a national framework but also have a local community focus:
(d) policing services are provided in a manner that respects human rights:
(e) policing services are provided independently and impartially:
(f) in providing policing services every Police employee is required to act professionally, ethically, and with integrity.

Question 49

Section 9, Policing Act 2008 – Functions of Police, What are they?

Answer 49

The functions of the Police include—

(a) keeping the peace:
(b) maintaining public safety:
(c) law enforcement:
(d) crime prevention:
(e) community support and reassurance
(f) national security:
(g) participation in policing activities outside New Zealand:
(h) emergency management

The Police discharge a wide range of functions, duties and responsibilities. Initially, the substance of a constable’s duties and responsibilities was largely developed through the common law. Many have now been codified in the Policing Act 2008 with only a small residue remaining in the common law. Other significant areas of policing, such as maintaining road safety and prosecuting offences, derive from broadly drawn statutory provisions. Additionally, a growing number of powers, duties and responsibilities can be attributed to provisions in other statutes.

Question 50

Section 20 , Policing Act 2008 - Code of conduct

Answer 50

(1) The Commissioner must prescribe a code of conduct for Police employees, stating the standards of behaviour expected from Police employees.
(2) It is the duty of every Police employee to conduct himself or herself in accordance with the code of conduct.

Question 51

Section 20 , Policing Act 2008 - Command and control

Answer 51

(1) Every Police employee must obey and be guided by—
(a) general instructions; and
(b) the Commissioner’s circulars; and
(c) any applicable local orders.

(2) Every Police employee must obey the lawful commands of a supervisor.
(3) In the absence of a supervisor, the supervisor’s authority and responsibility devolves on—

(a) the Police employee available who is next in level of position; and
(b) in the case of equality, the longest serving Police employee.

(4) No Police employee may, when exercising any power or carrying out any function or duty, act under the direction, command, or control of—
(a) a Minister of the Crown; or
(b) a person who is not authorised by or under this Act or any other enactment or rule of law to direct, command, or control the actions of a Police employee.

(5) Subsection (4) does not apply to a Police employee outside New Zealand who—
(a) is part of an overseas operation within the meaning of section 86; or
(b) is an employee within the meaning of section 91.

Question 52

Section 63 , Policing Act 2008 - Acting appointments

Answer 52

(1) In the case of the absence from duty for any reason of a Police employee or in the case of a vacancy for any reason and from time to time while the absence or vacancy continues, or for any other special purpose, the Commissioner may—
(a) appoint an employee temporarily to any higher level of position; or
(b) authorise an employee to exercise or perform all or any of the powers and duties under this Act or any other enactment, of any level of position higher than that employee’s own level of position.
(2) Any appointment or authority under this section may be given or made before the occasion arises or while it continues.

(3) No appointment or authority under this section, and nothing done by any employee acting pursuant to the appointment or authority, may be questioned in any proceedings on the ground that—
(a) the occasion has not arisen or had ceased; or
(b) the employee had not been appointed to any level of position to which the authority relates.

(4) The Commissioner may at any time revoke any appointment made or authority given under this section.

Question 53

Must Know - When acting what must staff consider?

Answer 53

Staff must specifically consider whether they have proper authority to exercise a power and not assume that authority is automatically conferred.

Question 54

Must Know- What is an example of the requirements in relation to the detention of a young person exceeding 24 hours?

Answer 54

For example, a senior sergeant is required to complete a joint certificate to authorise detention of a young person in Police custody for a period exceeding 24 hours and until appearance before the Court (Children, Young Persons and Their Families Act 1989, section 236(1)). If the senior sergeant is absent and a sergeant temporarily stands in as a senior sergeant, they are not legally authorised to complete the joint certificate unless they are specifically authorised to undertake that role under section 63(1)(b) or have been appointed as an acting senior sergeant under section 63(1)(a).

Question 55

What is an example of the requirements in relation to the arms act?

Answer 55

Another example is found under section 72 of the Arms Act 1983. There the Commissioner may ‘from time to time, by writing under his hand’ delegate to members of Police of a level not less than inspector ‘as he thinks fit, all or any of his powers under this Act’. A delegation under section 72 may be made to a specified member of the Police or to members of the Police of a specified level of position or class, or may be made to the holder or holders for the time being of a specified office or class of offices.

Question 56

Must Know- The most common example for a front-line NCO would be the PSO, Explain the requirements.

Answer 56

The new Police Safety Orders … may only be issued by an officer under the level of sergeant if that officer is specifically authorised to issue that order by a ‘qualified constable’. A ‘qualified constable’ is defined as a constable who is of or above the level of position of sergeant. Therefore, before an acting sergeant could authorise a Police Safety Order, they would need to be specifically appointed under section 63(1)(a) of the Policing Act.

Question 57

Code of conduct- What are the four self test questions you might ask yourself?

Answer 57

SCRUTINY - Would your decision or behaviour withstand scrutiny and be seen as appropriate by others?

ENSURE COMPLIANCE - Does your decision or behaviour comply with the Code and other Police policy, general instructions and procedural expectations?

LAWFUL - Is your decision or behaviour lawful?

FAIR - Is your decision or behaviour fair and reasonable?

Question 58

Must know - Describe 5 key points of the code of conduct?

Answer 58

We have high standards
Our reputation
Our influence and conflicts of interest

We protect people, our information, & our resources
Our safety
Our information
Our resources

We do right by others
Our diversity
Our acceptance of others
Our history

Question 59

Must Know - What is considered if there is a breach of the code of conduct?

Answer 59

Depending on the circumstances, misconduct may be considered serious misconduct, and vice versa. Misconduct and serious misconduct can apply to behaviour that has occurred outside of work.

The individual circumstances of each situation will determine how the misconduct is treated.

In considering if a behaviour or decision is a breach of this Code and how serious it is, the factors that may be considered are:
The nature and circumstances

Intent – did you knowingly make decisions or act out of line with this Code, Our Values and policies?

Your position, duties and responsibilities

Your ability to fulfil your duties and responsibilities

The impact on the organisation and relationships

Impact on the trust and confidence Police has in you

How similar behaviour has been treated in the past

Question 60

What is misconduct?

Answer 60

This is behaviour or actions that breach this Code of Conduct or other Police policies. While misconduct may not justify dismissal it may result in formal disciplinary action.

Question 61

What is serious misconduct?

Answer 61

This is behaviour or actions that breach this Code of Conduct or other Police policies and employment agreements and seriously undermine or damage the trust and confidence Police has in you, calling into question if the employment relationship can continue. It is behaviour or actions that may justify dismissal.

Question 62

What are some examples of misconduct?

Answer 62

Breaching Police policies or procedures

Treating a person harshly

Using abusive or offensive language

Misuse of Police internet or email systems

Using any Police databases for any unauthorised or personal purpose

Being absent from work or late without proper reason

Failure to declare a conflict of interest

Misuse, mistreatment or not taking reasonable care of Police property

Not complying with a lawful and reasonable instruction without a good and sufficient reason

Bringing Police into disrepute through any actions or behaviour

Question 63

What are some examples of misconduct?

Answer 63

Being convicted of or pleading guilty to an offence

•Corruption – accepting a bribe, inducement or reward

Bullying or harassment

Sexual misconduct

Theft or dishonesty of any kind

Unauthorised access to, or disclosure of any matter or information related to Police business including NIA

Repeated misconduct (including breach of a warning)

Knowingly making a false declaration or statement (including incorrectly recording data)

Excessive unjustified violence

Question 64

Must Know - What is performance management?

Answer 64

Performance Management is about seeking improvement through dialogue and providing support to enable the employee to perform satisfactorily.

Question 65

Must Know - What is performance management not?

Answer 65

It is not a disciplinary process.

Question 66

When does performance become a disciplinary process?

Answer 66

Performance matters only become relevant for disciplinary purposes where an employee has been unable or unwilling to satisfactorily improve following a Performance Improvement Plan.

Question 67

Must know - What are the four steps in the performance management process?

Answer 67

Informal Discussion

Performance Meeting

The Performance Improvement Plan (PIP)

Completion of the PIP - Required Standard Reached

Question 68

Informal Discussion- Describe the steps

Answer 68

How should it be done?

1. Talk to the employee in private. This should be a two-way discussion aimed at pointing out the shortcomings in conduct or performance and encouraging comment and improvement. Explain clearly and use practical examples where possible. Criticism should be constructive, with the emphasis on finding ways to improve and for the improvement to be sustained. Should the employee wish to bring a support person, they are welcome to do so.
2. Listen to whatever the employee has to say about the issue. It may become evident that there is no problem.
3. Be careful that the informal action does not turn into formal disciplinary action, as this may unintentionally deny the employee rights, such as the right to be accompanied by a support person.
4. Where possible, reach agreement on the way forward, including a reasonable period for the employee to achieve the standard of behaviour sought.
5. Send a letter to the employee recording the discussion
6. Arrange a follow-up meeting time to assess any progress.
7. Consider whether a referral to Wellness Services would also be appropriate at this stage.

If the problem does not improve satisfactorily, discuss with the HRM whether a more formal performance meeting is appropriate.

Question 69

Performance Meeting - Describe the steps

Answer 69

Where the employee’s performance has not improved despite informal discussion, a more formal meeting may be appropriate. Please note that the Performance Meeting should not predetermine that a Performance Improvement Plan will be commenced. Every issue should be considered on its facts. Before the meeting:

1 Identify the minimum standard of performance and how the employee’s performance falls short of that standard. All discussion should focus on this shortfall.
2. Send the employee a letter of invitation to a performance meeting.
3. Set up a performance management file (separate to any performance appraisal documentation).
4. Discuss with the HRM and consider possible options to remedy the
performance concerns.
5. Draw up a checklist of items to be discussed.
6. If further organisational support is required, ascertain names of contact persons.

Question 70

The Performance Improvement Plan (PIP) - Describe the steps

Answer 70

It is important that the Performance Improvement Plan sets out the requirements and expectations of both parties. In order for this to be successful, the employee must agree to the PIP. The PIP should include the following information:

1. The performance to be improved; you need to be specific and cite examples. Include a brief statement about the aim of the PIP.
2. The minimum acceptable standard of performance with reference to the
   competencies, position description, Code of Conduct and any other available benchmarks.
3. The remedial steps to be taken. This standard should be measurable,
   realistic and have an achievable timeline.
4. The support and resources Police will provide to assist the employee. If the employee wants to source their own help, note this on the PIP form. Note the target date for achieving the improvement.
5. How and when you will provide feedback to the employee.
6. Review periods, including with whom and how often. Specify the measurements you will consider in evaluating progress.
7. The dates for progress meetings when the performance issue and target date for improvement will be re-evaluated.
8. The start date for the PIP.
9. Possible consequences if performance standards are not met.
10. The signature of both parties and the date the PIP was signed.

Once PIP Implemented

1. Ensure all agreed assistance is provided to the employee. If for some reason a matter that has been agreed to cannot be provided, the employee must be advised and steps should be taken to reach agreement over what alternative assistance may be given.
2. Diary meetings at the interval agreed. It is essential that these meetings proceed to enable assessment of the employee and for feedback to be given. Notes should be kept of the meetings. It may be necessary to revise the PIP, by agreement.
3. Put in place a system to monitor the employee’s progress in meeting the requirements of the PIP. Provide ongoing feedback to the employee on progress including any areas that still need improving.
4. Note that the PIP is specific to the behaviours/poor performance that has been raised with the employee. Should new matters arise whilst the employee is subject to a PIP, another performance meeting will need to be convened and the PIP revised.

Question 71

Completion of the PIP - Required Standard Reached - Describe the steps

Answer 71

After a PIP has been implemented and completed the employee’s performance should be evaluated in accordance with the PIP.

If the employee has reached the required standard, he or she should be informed that they have achieved the level of performance required and that there is no longer a need to continue performance management through the PIP. The end date should be confirmed in writing on the PIP form and a letter confirming this should be provided to the employee.

Performance monitoring may continue on a more informal basis. Options for on-going training or additional support may be explored with the employee to ensure that he or she maintains the required level of performance, and ongoing dialogue should be encouraged between the employee and supervisor.

A copy of the PIP should be retained in the employee’s performance management file along with a copy of any letters sent to the employee.

Question 72

Must Know - Outline the steps that will be undertaken during a performance meeting.

Answer 72

During the meeting:

1. Introduction
   Open the meeting by explaining the reasons for the meeting and setting the agenda. If you have a written agenda, give the employee and their support person a copy. Ensure the agenda does not contain any predetermined conclusions or outcomes.
2. Provide Information
   Outline the minimum acceptable standard of performance and outline where the employee performance has fallen short of that standard. Provide examples and any relevant documentation, including any relevant benchmarks.
3. Opportunity to Respond
   Give the employee a genuine opportunity to explain any reasons for the shortfall in performance.

Clarify with the employee any issues raised. Adjourn the meeting briefly if necessary.

4. Problem Solving
   Explain the performance management process and the action that will be taken next. If a Performance Improvement Plan (PIP) seems necessary, go through the PIP form with the employee and his or her support person (see Step 3)
   – Inform the employee that they will receive all reasonable support, training and assistance from Police in order to reach the required performance level. Record the agreed assistance on the PIP form.
   – Inform the employee that if they do not reach the minimum standard of performance, the issue may be treated as a misconduct issue and addressed under the progressive disciplinary process.
5. Record Keeping
   Record the discussion including employee’s explanation in the notes of the meeting and make sure this is signed by both parties at the end of the meeting.

Copy all documentation to the employee’s performance management file and provide a copy to the employee.

After the Meeting

If a PIP was put in place, follow the instructions in Step 3.

If no PIP was put in place, continue to monitor the employee’s performance. If there continues to be no improvement after a reasonable period, a further meeting may be required to put a PIP in place.

Question 73

The full code of conduct.

Answer 73

We have high standards - Kei runga kē ā tātou tikanga

Police’s vision is to have the trust and confidence of all by living our values. We pride ourselves in being one of the most trusted Police services in the world. By being consistently honest and ethical, and applying SELF to our behaviour and decision making, we help bring our vision and values to life.

Our reputation- Tō tātou ingoa pai
We act professionally, exercise good judgement and are accountable for our behaviour. We must not do anything that may bring Police into disrepute. We consider the impact of our behaviour on Police at all times, including online or in social media, and outside of work. We protect Police’s integrity and reputation by speaking up about any inappropriate behaviour we see and hear. By addressing inappropriate behaviour either directly or through managers, we make Police a safer and happier workplace.

Our influence and conflicts of interest - Tō tātou kawe i ngā whakaaro o ētahi, me ngā taupatupatu pānga
A conflict of interest is a situation where our personal or professional
interests may conflict with our position, obligations or responsibilities as a Police employee. Sometimes the appearance or perception of such a conflict of interest can be just as damaging as an actual conflict.

We must not act in a way that uses our influence, role or position to personal advantage or to the advantage of others we are associated with. This includes ensuring we access information through Police systems for legitimate work purposes only. It also includes never entering into a sexual or intimate relationship with someone we have met in a professional capacity if an imbalance of power exists, or if that person is vulnerable. Instead, we raise potential conflicts of interest with our manager. By being open and honest as soon as we see a potential conflict of interest, we can be supported to ensure it doesn’t become a problem.

We protect people, our information,
& our resources - Tā tātou he tiaki i te tangata, i ā tātou kōrero, i

Our safety - Tō tātou noho haumaru
The work we do can be inherently risky. Regardless of our role, we all have responsibility for promoting and maintaining a safe working environment. This includes ensuring we are fit and not impaired (for example by alcohol or other drugs) to safely perform our roles. We keep ourselves, each other and the public safe, by appropriately managing and reporting any safety issues as soon as we are aware of them.

ā tātou
rauemi

Our information - Ā tātou kōrero
Given the nature of our organisation and information systems, we have access to confidential, sensitive and personal information. As Police we are trusted by those we serve to be exemplary in our dealings with this information. We need to consistently practice good judgement and integrity when creating, accessing, modifying and using, securing and disclosing all information. We always need to handle information appropriately, for legitimate work purposes and in line with the law, our policies, processes and systems.
When we are unsure whether information is confidential or sensitive or how it should be handled, we seek advice from our manager.

Our resources - Ā tātou rauemi
We have an obligation to properly manage and use resources appropriately and in a way that ensures our working environment is safe. We take care of the equipment, tools and resources provided to us (including making sure they are fit for use by others) and make sure we use them appropriately, safely and for the designated purpose. This also includes Police systems and technology.

We do right by others - Ka tika rā ā tātou mahi ki te tangata

Our purpose is to ensure all people in New Zealand are safe and feel safe. This means we do not tolerate or accept behaviour, by either the public or our colleagues that breaks laws or compromises safety.

Our diversity - Tō tātou kanorau
Police is strengthened by diversity. Our differences equip us to be more effective in our approach to policing across a wide range of communities. We are committed to having a diverse workforce that is inclusive and respectful of each other’s differences.

This means we treat all people respectfully, with empathy and dignity. We do so whether they are members of the public, colleagues, victims or offenders and regardless of the circumstances.

Our acceptance of others - Tō tātou whakaae ki ētahi atu
We ensure a healthy work environment that does not tolerate discrimination, harassment, bullying, victimisation or any other unacceptable or offensive behaviour. There is no place in Police for racial or sexual harassment, or discrimination against anyone for any reason including gender, marital status, religious belief, ethical belief, colour, race, ethnicity, nationality, disability, age, political opinion, employment status, family status, or sexual orientation. We are all responsible for ensuring this type of behaviour does not occur.

Our history - Ō tātou kōrero tuku iho
We wear or identify with the New Zealand Coat of Arms which recognises the special relationship with Iwi. In line with our value of Commitment to Māori and the Treaty we recognise and seek to understand our history and to be responsive to Iwi specifically as tangata whenua.

We are responsible - He rōpū whai whakaaro tātou

When we choose to work at Police we choose to be responsible for consistently demonstrating our values, working in a manner consistent with this Code, and seeking help when we are unsure. This is required of us all.