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SSGT CPK 2017-727 > Chapter 6: Strategic Awareness > Flashcards

Chapter 6: Strategic Awareness Flashcards

1
Q

What is the police’s PURPOSE statement?

Why do we come to work - to ensure New Zealanders…what?

A

Be safe, Feel Safe

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2
Q

What is the Police Mission?

ss - S

A

S - safe

To be the ‘safest’ country

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3
Q

What is the police Vision?

V - haVe…

A

V - haVe

To ‘have’ Trust and Confidence of All

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4
Q

What is police Motto

tt - T

A

tt = Together = T

Safer communities ‘together’

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5
Q

What are our police goals? x3

(also known as:
Prevention First outcomes and Strategic Outcomes
- also CONNECTED (but not) to our govt. targets.)

A
  1. Prevent crime and victimisation (connected to 10,000)
  2. Target and catch offenders (connected to 25%)
  3. Deliver more responsive police service (connected to 90%)
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6
Q

New strategic outcomes - ie. govt. stats

(Related to our PURPOSE = be safe feel safe)

What are the main ones? x3

A

Be safe:
Reduce serious crime by 10,000 fewer victims
Reduce maori offending by 25%

Feel Safe:
90% trust and confidence
(90% customer satisfaction)

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7
Q

What are the “components” of the SPT in PHPF - R, B, T

A

REDUCE, BUILD, TRANSFORM

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8
Q

OB: WHAT WE DO
What is contained in the middle of the Our Business Document - our strategies? (the WHAT we do)
(x4 strategies)

A

Prevention First
Turning of the Tide
Safer Journeys
Wellness and Safety

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9
Q

What is prevention first - what are the 4 parts (that move in a circle?)

A

Prevention
Response
Investigation
Resolution

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10
Q

What came into force april 4 2016 - re. wellness and safety at work?

A

Health and Safety (At work) Act 2015

= Worksafe

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11
Q

What are the 4 priorities of the Wellness and Safety strategy?

LCMI

A
  • Leadership - Effective leadership of staff
  • Capability - (training) Build Organisational capability
  • Manage - Actively manage hazards and risks
  • Improvement - Continually improve through measurement and monitoring
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12
Q

What are the activity areas for the Safer Journeys Strategy?

X6

A
  • Speed
  • Distractions/restraints (in-car behaviour)
  • Impaired drivers
  • Vulnerable road users
  • High Risk behaviours
  • Network maintenance efficiency (roads)
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13
Q

How does the Road Policing Action Plan contribute to the “why” of our strategic imperatives - x 4

A
  • Deployment: Staff undertaking right activities at the right time to prevent road trauma
  • Technology: Automating activities, lifting productivity
  • Understanding: Improving understanding of the road policing environment.
  • System: Consolidating work to support “safe system” approach (road, car, driver)
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14
Q

What are the TOTT objectives x4?

A

“Prevention” - reduce maori offenders entering the Criminal Justice System

“Reduce re-offending” - those who enter, few come back.

“Change Behaviour” - Alternative Resolution process to change behaviour

“Reduce Road Risk” - ID risks for Maori and mitigate them

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15
Q

Looking at the right hand side of Our Business, “How we do it”, what are the three headings?

A

Our People
Our partnerships
Our transformation program: “The Safest Country” policing 2021

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16
Q

Our People - what are the 5 things we aspire to be, ie. OUR PEOPLE ARE:

first 3 = we want them to feel…
last 2 = we want them to be…

A
  • Valued
  • Safe and feel safe
  • Equipped and enabled
  • High performing
  • Victim focussed
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17
Q

Our partnerships - Who are the three identified partners on the OB poster that we are working together with?

A
  • Iwi and Communities
  • Social, Justice, Transport, security sectors
  • Business partners
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18
Q

5 principles for Delivering and Enabling our business?
(tricky to remember these… )
DEEPP

A
  • DEMAND: Responding to demand
  • ENABLING: (understanding and improving) our business
  • EVIDENCE: Evidence Based Policing
  • PREVENTION
  • PARTNERS: Network (partners) of pub. safety and harm reduction
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19
Q

What are the 3 core components of Prevention First?

these have been around for a while…‘pillars’

A
  • Change mindset
  • Deploy to beat demand
  • 6 Drivers (one new one) - recognise and respond to the drivers of DEMAND
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20
Q

What are the 3 points of the crime triangle?

A

Offenders
Victims
Locations

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21
Q

What are the 6 DRIVERS of DEMAND?

used to be 5 drivers of crime

A
  • Families
  • Youth
  • Alcohol
  • Roads (Road policing)
  • Organised crime and Drugs
  • Mental Health (NEW!)
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22
Q

Why has the labelling of drivers changed from Drivers of Crime to ‘Drivers of Demand’?

A

Recognised that not all ‘drivers of demand’ are for police to attend criminal activity.

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23
Q

MINDSET - was focussed around what three things?
hint: Think of the triangle…

V - 3 points to note
O - 2 points to note
L - 2 points to note

A
  • Victim Focus
    • case management
    • repeat victimisation
    • graduated response
  • Offender Management
    • appropriate dealing with offenders
    • alternative resolution
  • Locations
    • Repeat locations
    • relationships between time and place
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24
Q

What is the heading of F1, PHPF
What is the tool that is introduced in F1 and what is it?

What 3 things does F1 aspire to do?

A

STRATEGY

Cascading document designed to connect people to our business - ‘outcomes and activities’

  • Connect people to Our Business
  • Help people understand their purpose
  • Help people understand how their role contributes to Our Business
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25
Q

What is F2 of PHPF - heading?
What are the tools for F2?

What 3 things does F2 aspire to do?

A

CULTURE

CHPT - Culture of a high performing team.
CTT - Culture Transformation tool

  • Shift mindset - culture driven from inside
  • Explains qualities of high performing teams
  • Explains CTT - Culture Transformation Tool = where we have been and where we want to be in the future to deliver on our outcomes for NZ.
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26
Q

F3 of PHPF - What is its heading?

What are the tools for F3? x2
What does F3 aspire to do? x2

A

LEADERSHIP

PRL: Principal Responsibilities of Leadership
SEE: set, enable, expect

  • Help leaders understand their purpose and expectations
  • Equip leaders with tools
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27
Q

What are F4 and F5 of PHPF headings?

What are they in simple terms?

A

F4 : CAPABILITY - tools to improve performance.

F5 : PERFORMANCE MANAGEMENT - talk about performance in a way that is meaningful and helpful.

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28
Q

What are the Characteristics of a High Performing Team?

CHPT (X4)

A

UNITED
COMMITTED TO EXCELLENCE
INDIVIDUALLY ACCOUNTABLE AND RESPONSIBLE
SUPPORTIVE OF ONE ANOTHER

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29
Q

PHPF: Definition of UNITED - (in short x2)

A

Share same vision, aspirations, values.

Trust intentions beyond question

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30
Q

PHPF: Definition of Committed to Excellence - (in short x4)

A
  • Be the best we can be
  • Encourages each to excel irrespective of capability.
  • Want to be successful as a team rather than looking out for ourselves.
  • Remain committed to the cause
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31
Q

PHPF: Definition of Accountable and Responsible - (in short x2)

A

Accountable for our own performance

Take responsibility of our own performance

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32
Q

PHPF: Definition of Supportive of one another - (in short x2)

A

Support each other as members of team

Embrace similarities and differences

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33
Q

What are police wanting leaders to move towards in terms of culture. ie. away from a ?-based culture towards a ?-based culture

A

Away from Prescriptive-Based Culture to a Principle-based culture.

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34
Q

What are the two tools of the F3 - Leadership framework, and what are they about?

SEE stands for what, and what does each mean?
PRL stands for what, and what are the 4 points

A

SEE - Set Enable Expect
= set strategy, standards, outcomes and activities
= enable people to deliver the outcomes - tools needed
= hold people accountable for delivering outcomes

PRL - Principle Responsibilities of Leadership
what managers need to focus on to deliver on their purpose.
= Strategy ie. SPT, level purpose statements
= Standards ie. quality of work, outcomes
= Capability ie. Improve SKE
= Culture ie. Individual SOM and MINDSET

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35
Q

Turning of The Tide TOTT. What are the stats for maori in terms of arrest and risk?

A

3x more arrested,
3.5x more charged
More risk of being offender or victim

(more criminal, more policed and more judged)

36
Q

What to we aim to achieve for maori in partnership with Iwi? TOTT vision? “Aim to increase the positive…”

A

Aim to increase the positive impact we have so that all Maori will live full and prosperous lives, free from crime and road trauma.

37
Q

3 x Values for TOTT:

don’t have to know the Maori words for exam

A

Aroha: LOVE - stand by people who take responsibility for their mistakes.

Whakarira: STRIVE - each generation strives to better themselves

Manaakitanga: FAIR - fair and respectful

38
Q

What are the three parts of the Operating Model for TOTT?

ie. how do we aim to reduce Maori offenders/victims and involvement in road trauma? (this is the main stuff to remember - ie. HOW will we do this?)

A
  • Mahi Tahi: PARTNERSHIP
    Working as One - Everyone working together to prevent crime and crashes
  • Whanau Ora: FAMILY
    Well Family - Extended families preventing crime/crash amongst themselves. Fix the family fix the individual.
  • Koreroreo: TALKING
    Talking about crime/crash prevention initiatives in home and in school and in marae.
39
Q

What are some of the ways TOTT will be implemented, practical egs x5

A
  • reduce male truancy
  • keep kids in school
  • boost parenting skills
  • improve child supervision
  • support maori males into jobs
40
Q

What are the police values ?

A 
PRIMED
Professionalism
Respect
Integrity
Commitment to Maori and the Treaty
Empathy
Valuing Diversity
41
Q

What do each of the values mean?

scroll

A

P: look the part, be the part, take pride in representing police.

R: Treat others how you want to be treated, with dignity, uphold their rights and honour their freedoms.

I: Actions say it all, do what you say you will do. Honesty and Excellent ethical standards

M: Act in good faith of the principals of the Treaty - Partnership, Protection, Participation.

E: Walk in their shoes. Seek understanding of and consider experience and perspective of those we serve.

D: Many views, one purpose. Value differences.

42
Q

Policing Act 2008. Section 8. What principals is this act based on?

x6

A

Sn8 Principals

a) SERVICES: Principled, effective, efficient policing services are cornerstone of free democratic society.
b) PUBLIC: Reliant on public support / confidence
c) FOCUS: Services under national framework but have community focus
d) RIGHTS: Provided in manner that respects human rights
e) IMPARTIAL: Provided independently and impartially
f) ACT: Employees required to act professionally, ethically and with integrity

43
Q

What is the “rule of law? in the policing act? x5

pretty much based on the principals of the act…

A
  • Characteristic of a democratic society.
  • Defines relationship of government to it’s people
  • All people treated equally before the law.
  • Criminal justice system free from corruption
  • Protect rights of offenders and victims.
44
Q

Policing Act 2008. Section 9. What are the functions of police?

x8 (old school)

A

a) Keeping peace
b) maintaining public safety
c) law enforcement
d) crime prevention
e) community support/reassurance
f) national security
g) participation in worldwide policing
h) emergency management

45
Q

Policing Act 2008. Section 10. What roles of others are acknowledged under this section?
x3

A
  • Public agencies (ie. state departments, local authorities)
  • holders of statutory offices (maori wardens)
  • parts of private sector (ie. private security)

Often police functions are performed in co-operation with others…

46
Q

Policing Act 2008. Section 20. What are the two points contained in this section re. the Police code of conduct.

A

1) Commissioner must prescribe code of conduct - stated standards of behaviour.
2) Duty of police employees to conduct selves in accordance with the code of conduct.

47
Q

Policing Act 2008. Section 30. What are the points to note re. supervisory command and control in this section?
x4

A
  1. Police abide by: General instructions, Commissioner’s circulars, Local orders
  2. Police obey lawful commands of supervisor
  3. In the absence of supervisor, responsibility falls on employee next in level, or when equal, longest serving.
  4. No police may act under the direction of a Minister of the Crown or a Person not authorised to direct the actions of a police employee. (If cop is out of the country on an operation, Sn 4 does not apply. )
48
Q

Policing Act 2008. Section 63. What are the rules around “Acting” appointments for police.

  1. What happens if supervisor is absent?
  2. When is it usual for the appointment to be made?
  3. When can Actions/Decisions of an Acting NOT be questioned - on what grounds?
A
  1. If supervisor absent, Commissioner may: appoint an employee temporarily to higher level, authorise employee to perform duties of any level above theirs.
  2. Appointment made before occasion arises, or continues.
  3. Nothing done or NOT DONE when Acting may be questioned on the following grounds:
    - they were appointed as Acting but nothing happened or it had ceased,
    - person not been appointed to a level that the authority related
49
Q

Give 3 practical examples of “acting” appointments Sn63 Policing Act, and what can and can’t happen.

JOINT CERT CYP
ARMS ACT SN72
PSO - QC

A
  1. SSgt required to complete joint certificate to detain YP. He is on leave. Acting Sgt temporarily in the position is not legally authorised to authorise Joint Cert unless specifically authorised to or appointed as Acting SSgt under Sn63.
  2. Arms Act, commish may delegate, to members of a level of inspector +, all or any of his powers under Sn72 or Arms Act.
  3. Before an acting Sergeant can authorise a PSO, they would need to be ‘specifically appointed’ under 63 of Policing Act.
50
Q

Independent Police Conduct Authority Act IPCA 1988.

S 13 - Duty of commissioner to notify Authority of certain incidents involving Death or Serious Bodily Harm.
x4

A

In the event that a

  • police employee
  • acting in execution of duty
  • causes, or appears to have caused death or serious bodily harm
  • Commissioner, give to IPCA, written notice of particulars of incident.
51
Q

What is the definition of Serious Bodily Harm in IPCA Act? (includes one strange one…) x7

What is the exception?

A
  1. Fracture
  2. deep laceration
  3. injury to internal organ
  4. impairment of bodily function
  5. blow to head - severe concussions
  6. injury resulting in hospital
  7. allegation of sexual assault.

exception - dog bites where NOT deep laceration and requiring only washing and suturing before discharge.

52
Q

Independent Police Conduct Authority Act IPCA 1988.

Sn 15 - Duty of commissioner to notify Authority of complaints.

When is this notification given?

A
  • Commissioner notify PCAuthority of every complaint received by police, (reverse is not required)
  • Notification given asap, before 5 days following complaint.
53
Q

What is the MOU between IPCA and Commissioner?

Give actual scenarios when such notifications should be made x3

A

MOU = commissioner notify authority of criminal offending or serious misconduct by police where such significance or public interest that places police reputation at risk.

  • Non injury pursuit causing massive damage that places reputation at risk.
  • Cell 1X, no injury, public interest … reputation
  • Use of force, no serious injury, but media attention due to cellphone video going viral.
54
Q

What are the 4 key principals underpinning the police complaints processes?

A
  • Ensure complaints investigated fairly, timely, effectively
  • Ensure reasonable steps taken to investigate incidents
  • Ensure complaints and notifiable incidents investigated with good practice, without bias or conflict of interest.
  • Employees have right to be advised of allegations and respond to them.
55
Q

Initial Action on receiving a complaint involving police - How do you treat the complainant - x3

A
  • FAIR: Be treated with courtesy, respect and compassion
  • TIMELY: Have complaint received and actioned promptly
  • ADVICE: Be advised of procedures for actioning their complaint
56
Q

What do you do if a complaint matter is not a ‘complaint’ but an ‘expression of dissatisfaction’.

A

Try resolve matter by explanation.

57
Q

What do you do if… Complaint made orally?

A

Summarise in writing or ask complainant to do so - have it signed asap.

58
Q

What do you do if… Person calls at police station?

What must you NOT do?

A

Record complaint in writing. Must not ask them to return another day…

59
Q

What do you do if… employee subject to a complaint is the only one available at the station?

A

Record complainant’s details and submit report to District Commander or National Manager who will arrange independent employee to take complaint

60
Q

What do you do if… Complainant unable/reluctant to call at police station

A

Advise that arrangements can be made for them to be interviewed elsewhere

61
Q

What do you do if… Complainant wishes complaint received and recorded in presence of solicitor?

A

Must facilitate that request.

62
Q

What do you do if… Complaint made on behalf of another person? x2
(i.e. friend or solicitor)

A
  • See actual complainant, confirm allegations and their wish for investigation.
  • If solicitor on behalf of person, facilitate interview through solicitor
63
Q

What do you do if… Complaint made by person in police custody? X2

A
  • Ensure questioning of complainant relates solely to complaint allegation…
  • Allow accused’s persons representative to be present.
64
Q

How must districts notify of complaints? 2points

A

To National Manager: Police Professional Conduct at PNHQ

Don’t notify authority directly.

65
Q

What happens if a police employee receives a complaint?
First - what,
Then, if matter requires early attention.. ?
Then file referred to…?

A
  • Tell supervisor.
  • Supervisor will issue instructions to ensure timeliness
  • Refer file to District Police Professional Conduct manager who will notify National Manager PPC
66
Q

What is definition of Serious Complaint?

A

Complaint/Issue of such significant public interest its likely to put police reputation at risk.

67
Q

What are some ‘broad’ headings/examples of Serious Complaint?
x4

A
  • MEDIA: likely to generate media
  • INSPECTORS: complaints re. Inspectors +
  • EXECUTIVE: complaint re. police executive
  • SEXUAL: any sexual complaints
68
Q

What must the PNHQ duty officer do when receiving Serious Complaint from Dist. Commander/Nat. Manager?

X2

A
  • PERSONALLY AND IMMEDIATELY notify Commissioner or Acting Commissioner and National Manager: Police Professional Contuct.
  • RECORD: date, time, details, date/time notified the above…
69
Q

Standards of Investigation for Serious Complaint… key tasks?
x8 (scroll)

A
  • Assess criminal liability
  • Assess liability under Code of Conduct
  • Document and report findings with clear conclusions and recommendations
  • Consider Solicitor General’s Prosecution Guidelines
  • Decision independently reviewed.. if charges not recommended, explain rationale in report.
  • Recommendation around disciplinary processes reviewed by District HR Manager or Senior HR Advisor, and PPC manager
  • Independant investigators (from other districts) report to DC or Manager in district where incident occurred.
  • Independant investigators deployed, agreed terms of reference signed by DC or Manager to avoid doubt around tasking…
70
Q

No Surprises Policy v9.0

When must the PNHQ duty officer be contacted?
certain matters x5

(not just complaints, but other incidents too)

A

Must be contacted on certain matters:

  • Death / serious injury
    • from police duty: cell deaths, pursuits, shootings…
    • of police on duty or arising from their employment with police.
  • significant incidents involving other agencies and police (SAR, Prison riots, terrorist…)
  • Incidents involving MP’s, politicians, diplomats…
  • high profile criminal, incidents attracting media,
  • significant complaint re. police action/integrity that is in/could be in public domain.
71
Q

What is SID re. serious incidents and where the incidents must go? (not ‘complaints’)

A

Serious Incident Database - person notifying Duty Officer must enter incident in here.

Don’t enter into SID any serious complaint against police employee.

72
Q

Managing conflicts of interest: critical points to be aware of - re. actual or perceived conflicts of interest and what supervisors should/shouldn’t do.
x4

A
  • Perceived, potential conflict of interest can be as damaging as actual C.of.I
  • All actual, perceived, potential must be declared to supervisor by way of appropriate declaration.
  • Supervisors must never investigate sexual or serious misconduct by direct employees
  • Supervisors must work with employees who declare conflicts to assess risks and ID strategies to manage risks.
73
Q

Definition of Actual Conflict of Interest? x2

A
  • conflict between our official duties and our other interests
  • interferes with ability to be impartial, objective, independent.
74
Q

Definition of Perceived Conflict of Interest x2

A
  • perception of outside observers that other interests may interfere with our ability to be impartial, objective and independent of our work
  • whether or not its the case.
75
Q

Definition of Potential Conflict of interest x2

A
  • situation where other interests have the potential to interfere with official duties or
  • where our duties could affect other interests in future.
76
Q

Identifying Conflicts of Interest - what are the questions we should ‘ask ourselves as officers’ when we are faced with a situation?
x4

A
  1. Whether you would act differently if you didn’t have other interests.
  2. Whether you would act differently if you weren’t in the police.
  3. How would a reasonable observer be likely to perceive our actions given our other interests.
  4. Consider your professional reputation and if it would be damaged if friends, colleagues or public found out.
77
Q

What other interests could create a conflict of interest?

x10 points

A
  • family connections, friendships
  • current/former partners
  • former work colleagues
  • member of club, team, organisation
  • working certain secondary
  • working security overseas - i.e. jk
  • financial interest elsewhere
  • political or union affiliations
  • acceptance of gifts
  • financial obligation - loan?
78
Q

What are certain roles we perform that are at higher risk of conflict of interest?
x7

A
  • Internal investigations
  • procurement (buying resources, hiring contractors)
  • working small communities
  • licensing / vetting
  • managing staff - professional distance
  • relationships with media
  • police rep in governance role
79
Q

Conflicts of interest in an immediate response context - what happens then?

A

Necessary to act immediately, protect life/property, discharge duties first and declare conflicts ASAP after.

80
Q

Conflicts in Internal Investigations context, what do we have to ensure? x3

A
  1. IPCA category 1-5 must complete Independence of Investigation Conflict of Interest Declaration Form - whether conflict exists or not.
    (attached to Blue Team)
  2. Never investigate sexual or serious misconduct by employees under direct supervision
  3. Evaluate our independence all the time
81
Q

Conflicts of interest in corporate context - ie. “procurement” (what is this?)

What form do we fill out?

A
  • procurement: requests for proposals or tenders
  • Procurement Conflict of Interest and Confidentiality Declaration Form for any situation , whether or not conflict exists
82
Q

What to do if you have a Perceived, Potential or Actual conflict of interest? x3

What are the two forms?

A
  • Notify Supervisor asap.
  • Fill out form: independence of investigation, “
  • if possible, avoid the conflict
  1. Procurement Conflict of Interest and Confidentiality Declaration form
  2. Independence of Investigation Conflict of Interest Declaration form
83
Q

Conflicts of interest can be managed in different ways by the supervisor/manager, what are some of these? x5

re. WHO then carries out the duties/investigation/job.

A
  • Noting C.o.I only
  • Obtain agreement of involved parties about participation of conflicted employee
  • Additional oversight over their work
  • Assign work to another person, employee steps back
  • Assign work to an employee from outside area/district
84
Q

In cooperation with the conflicted employee, what can a manager/supervisor do to manage a C.o.I? x6

re. the assessment and recording of the COI.

A
  • Assess seriousness of conflict
  • ID strategies appropriate to risk level
  • Record how conflict is then managed
  • Conflict of interest form attached to relevant file
  • Monitor conflict for changes in circumstance
  • Consider strategies to avoid future conflict
85
Q

Managing Conflicts of Interest in External Investigations - points to note? x2

A
  • Always evaluate your independence.

- Complete a IICID form in situations where actual, perceived, potential conflict exists.

86
Q

Managing Conflicts of Interest in a Resolution Context - points to note? x3

A
  • Remember this is where the highest scrutiny comes about
  • Ensure objectivity cannot be questioned
  • Declare any conflict in writing to supervisor
87
Q

What are our Transformation Programme principles x 5 - Safest Country Policing 2021?

(Describe each principal. scroll for answer )
BEDROOM

A
  • WHANAU: Safer Whanau
    • with partners to reduce family harm
  • PARTNERSHIPS: Iwi and Community partnerships
    • with iwi to reduce Maori offending/victimisation
  • INVESTMENT: Police commitment to social investment
    • evidence based policing, investment in social services
    • world class knowledge base to inform our decisions
  • DELIVERY: Service delivery / modernising our business
    • Efficient and effective
    • improve the way police deliver services - eagle,
      Mobility… etc
  • PHPF: Leaders drive mindset shift toward high performance.
    • Purpose and performing to potential
    • Culture
    • Leadership tools
    • Capability
    • Performance management

SSGT CPK 2017-727 (13 decks)

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