Statement of Intent 2005/2006 - NZ Police
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G.6.SOI(2005)
Statement of Intent
2005/2006
G.6.SOI(2005)
Contents
Foreword 3
Mission 4
Focus on 2005/2006 Priorities 5
Police Values 6
Purpose 7
Part One 9
Policing New Zealand 9
Alignment with Government Goals and Justice Sector Outcomes 10
3-5 Year Police Outcome Goals 13
Crime Reduction and Community Safety 14
Organisational Development Focus 15
Management of Risks 19
Indicators 20
Priority Outcomes 21
Key Interventions 31
Part Two 38
Statement of Responsibility 38
Forecast Financial Statements 41
Output Expenses 48
1. Policy Advice and Ministerial Servicing 48
2. General Crime Prevention Services 50
3. Specific Crime Prevention Services and Maintenance of Public Order 54
4. Police Primary Response Management 57
5. Investigations 60
6. Case Resolution and Support to Judicial Process 63
7. Road Safety Programme 66
Part Three 71
Equal Employment Opportunities Plan 71
G.6.SOI(2005)
Police Oath
I do swear that I will well and truly serve our Sovereign Lady the Queen in the Police,
without favour or affection, malice or ill will, until I am legally discharged; that I will
see and cause Her Majesty's peace to be kept and preserved; and I will prevent to
the best of my power all the offences against the peace; and that while I continue to
hold the said office I will to the best of my skill and knowledge discharge all the
duties thereof faithfully according to law. So help me God.
Police Act 1958
New Zealand Police
Statement of Intent 2005/2006
Greetings, Tënä Koutou, Talofa lava, Kia orana, Malo e lelei,
Ni sa bula, Fakaalofalahi atu, Malo ni, Halo olaketa, Ni hao.
Welcome to the New Zealand Police Statement of Intent.
This tohu symbolises the intent of Police to work with all communities towards
a safer community. The tohu and whakatauäkï (proverb) below speak of
leadership, commitment, focus, strength, unity and progression within the
challenge of today’s reality.
‘E tü ki te kei o te waka, kia päkia koe e ngä ngaru o te wä’
‘Stand at the stern of the canoe and feel the spray of the future biting
at your face.’
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Presented to the House of Representatives pursuant to section 38 of the Public Finance Act 1989.
G.6.SOI(2005)
Te Whakarurutanga
Safer Communities Together
Whakaruru is the name of a harbour near Oakura just north of
Whangarei. Ngäti Wai history talks about that harbour being named
Whakaruru by Puhi and his people when they were travelling north on the
Mataatua waka (canoe). They called into Whakaruru to make repairs and
regroup. The sheltered bay offered a ‘safe-haven’ for the people and the
waka. Achieving that same state of safety in New Zealand
communities is the Police vision of Safer Communities Together.
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Foreword
Police will continue to partner with the community and work within the broader criminal
justice sector over the coming year to further reduce crime and crashes and enhance public
safety. A particular focus will be on strengthening internal Police capability to better respond
to community requirements.
The three key areas of development will be service, capability and integrity.
Police will undertake an organisation-wide programme of service improvement utilising
intelligence-led policing to improve strategic and tactical decisions to guide the deployment
of staff and resources. This will in turn enable a more holistic organisational approach to
deployment which should improve outcomes and increase public trust and confidence.
All Police staff have a leadership role in their communities. Enhancements to the Police
Competency Framework will reinforce the inclusion of core values and behavioural based
competencies. Additional work will be undertaken in the professional development of
leaders within Police. Recruitment within Police will continue to focus on the highest quality
candidates who will also reflect the diversity of New Zealand’s population.
Public support and confidence in Police is vital to the maintenance of the rule of law and
public support for the justice system. To maintain this support and confidence Police need
to maintain the highest standards. Behaviours and attitudes that undermine that support and
confidence are unacceptable and will be treated very seriously.
Hon George Hawkins R J Robinson
Minister of Police Commissioner of Police
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G.6.SOI(2005)
Our Mission
To serve the community by
reducing the incidence and effects
of crime, detecting and
apprehending offenders,
maintaining law and order and
enhancing public safety.
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G.6.SOI(2005)
Police Values
• Maintain the highest level of integrity and professionalism.
• Respect individual rights and freedom.
• Consult with, and be responsive to, the needs of the community.
• Uphold the rule of the law.
• Consult with, and be responsive to, the needs, welfare and aspirations of all Police staff.
• Be culturally sensitive.
• Integrate Treaty of Waitangi principles and Mäori values into policing.
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G.6.SOI(2005)
Purpose
The Statement of Intent sets out Police’s mid-term strategy objectives. It
identifies strategic goals and the activities required to achieve those goals. It
links Police activities with the outcomes sought in the Police Strategic Plan to
2006 and with the wider goals of Government and Police’s sector partners.
The Statement of Intent is divided into three parts:
Part One covers the policing context. It describes the Government’s key
goals, justice sector outcomes and intermediate outcomes, the
Crime Reduction Strategy, the Police Strategic Plan and other key
strategies that influence policing services.
Important information in Part One includes explanations of how
the various activities and services of Police contribute to the
outcomes sought by Government.
Part Two is the output plan that describes the outputs that will be
delivered within the Government’s financial appropriation to Vote
Police. It provides a Statement of Forecast Service Performance
that meets the requirements of the Public Finance Act 1989.
Part Three describes the Equal Employment Opportunities Plan for
2005/2006.
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G.6.SOI(2005)
Part 1 - Strategic Context
Policing New Zealand
Police recognises it needs to focus on priorities to best utilise its resources, at the same time
acknowledging it performs a very human role as guardians in the community. Thus, it is
difficult to succinctly categorise the full range and scope of Police activities.
Further, Police is required to balance its priorities alongside developing crime trends and emerging
demands. In the current context this includes building national security capability and the ability
to respond to terrorist threats whilst responding to calls for traditional crime and safety services.
Policing New Zealand involves providing a wide range of services to the public in a range of
strategic policing contexts. The most important of these strategic policing contexts are
summarised in the diagram on page 8.
Police also incorporates into its priorities other government strategies, for example, the
national road safety, youth offending, and crime reduction strategies. The reality of these
broad demands necessitates Police prioritising its work in alignment with the goals and
outcomes of a wide range of partners.
Population New Zealand’s population is projected to Family structures are also changing. One parent families
grow by 9.5 percent according to the 2001 Census figures continue to increase. In 2001, 71 percent of children were
to 4.248 million by 2011. A rising population is likely to living in two-parent families and by 2021 this is forecast to
lead to rising demand for Police services. be 64 percent.
The population will also be increasingly diverse, with high The Economy In December 2004, New Zealand’s growth
growth in the number of young Mäori and Pacific people, was 4.8 percent, unemployment was 3.6 percent, and
and increasing immigrant populations. It is projected by inflation was 2.7 percent.
2021 that the proportion of Mäori in the population will
Despite the economic growth, some income inequality
have increased from 14.5 percent to 17 percent, and those
remains, while unemployment continues to affect certain
of Pacific and Asian ethnicity from a current 7 percent to 9
groups in society disproportionately. Mäori and Pacific
percent and 13 percent respectively. Race relations and
peoples are more likely than Pakeha/European to be
cultural diversity have the potential to surface as points of
unemployed. Young people leaving school with no
tension. Some ethnic groups are disproportionately
qualifications are also at high risk of poor social outcomes,
represented in offending, conviction and victimisation rates.
including unemployment, poor health, low incomes,
The age profile of New Zealanders will change as the criminal activity and victimisation.
population bulge of ‘baby boomers’ born from 1945 to
New Technology Crime The increasing uptake of
1965 grows older, and reductions in fertility rates mean
technology by criminals means that some types of crime
that in the longer term the proportion of children and
can be committed faster and with a greater degree of
young people will decline. However, the number of 15 to
anonymity. Personal computer access is forecast to reach
24 year olds is projected to rise until about 2010, with
over 50 percent of the general population within the next
young Mäori and Pacific peoples forming a greater
few years, while mobile telephone ownership is already
proportion of the youth cohort.
beyond 50 percent of the population. New legislation to
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cover technology-related offences creates new Alignment with Government
responsibilities for Police. New technology also provide
Goals and Justice Sector
opportunities for Police to improve information
management and investigation practices while developing
Outcomes
an increasingly sophisticated intelligence capability. The Justice sector has a core role to play in
Recidivism Repeat offending is a major concern. Notable contributing towards the Government’s
features for those released from a custodial sentence vision of an inclusive New Zealand where all
include the following1: people enjoy opportunities to fulfil their
• males are re-imprisoned at a significantly higher rate potential, prosper and participate in the
than females (29 percent and 16 percent respectively) social, economic, political and cultural life of
and reconviction rates for offenders released from their communities.
prison are also higher for males (43 percent and 37
percent respectively); Police’s strategic direction and outcomes
are consistent with the stated goals of
• The re-imprisonment and reconviction rates for Pacific
peoples (20 percent and 31 percent respectively) were
Government, and the coordinated state
notably lower than those for Mäori (32 percent and 47 agencies of the justice sector.
percent) and Europeans (25 percent and 38 percent); The justice sector has as its core the vision
• Re-imprisonment rates reduce by around two-thirds of a safe and fair New Zealand with two
as offenders age (offenders over 40 years are sector outcomes of:
re-imprisoned at a third of the rate of those under 20),
and vary markedly between offence classes (property
Safer Communities and A Fairer,
offenders having the highest, sex offenders having More Credible and More Effective
the lowest). Justice System.
A census of prison inmates in November 2003 showed The Government’s crime reduction strategy sets out priority
that for male inmates only 21 percent had no previous crimes and priority interventions for crime reduction. These
convictions. priorities provide the focus for the justice sector’s
intermediate level outcomes:
Public Confidence in Police Public trust and confidence
in Police, and general public satisfaction with Police, show • reduced violence
2
a reasonably stable trend over the past five years . In 2004, • reduced family violence
however, this declined. Police is the Government’s primary • reduced burglary
provider of public safety services and is committed to • reduced theft of and from cars
strengthening trust in the state services through • reduced offending by Mäori
developing a sworn members code of conduct and the • reduced youth offending
continued promotion of the non-sworn member code of • reduced serious traffic offending
conduct. It is essential that both Police and its members • reduced organised crime.
are perceived as professional, competent and trustworthy
The priority intervention points presenting opportunities to
to attract and retain a high level of public confidence.
lessen criminal offending within the strategy are:
• youth
• victims
• at risk families
• alcohol and drug abuse
• Mäori
• Pacific Peoples
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1 Department of Corrections: Recidivism Index 2003-2004 Annual Report.
2 Public satisfaction survey conducted by MM ResearchG.6.SOI(2005)
Other key intervention rationale is focused on: Police Support to Achieve the Second
• high volume crimes and crimes that have a Justice Sector Outcome - A Fairer,
disproportionate effect on victims and/or the More Credible and More Effective
community Justice System
• patterns of criminal offending where New Zealand The justice sector has agreed that four intermediate
compares unfavourably with international experience outcomes contribute to the second Justice Sector
• crimes that offer the scope to intervene cost effectively. Outcome. Of these, Police contribute most directly to the
Intermediate Outcome: “Improved public confidence in the
Police Support to Achieve the Police, judiciary and other justice institutions”. Police
First Justice Sector Outcome - integrity is vital for maintaining citizen confidence in
Safer Communities policing and the rule of law. A wide range of Police
activity supports community safety, crime reduction and
Police primarily contribute to the first of the two sector
road safety outcomes, for example professional standards
outcomes - safer communities. Police has invested
services, prosecution services and support to the Courts.
significantly in crime fighting technology, training and
Police also provide services in support of other agencies’
partnerships that contribute to crime reduction in the
outcomes. These services include the custody, escort and
specific outcome areas. The 2005/2006 year will see Police
security of people on behalf of the Ministry of Justice and
further co-ordinating practical policing approaches with
Department for Corrections, a variety of services on behalf
proven crime reduction actions to focus on violence,
of the Ministry of Health, and education services to schools
burglary, vehicle crime and organised crime. Within these
in conjunction with the Ministry of Education.
crime types Police will focus specifically on Mäori, Pacific
peoples, Ethnic peoples, young people, at risk families and Where possible, Police seeks partnerships to strengthen the
offenders involved in alcohol and drug abuse. effectiveness and efficiency of its services and to reinforce
community confidence in the rule of law and government
Public security issues continue to loom large on the global
services. In this regard, the strengthening role in the social
stage with the threat to regional security and stability from
agenda from local government provides new opportunities
political unrest and terrorist actions becoming more
for Police to augment services with local government
apparent in our part of the world. These possible threats
agencies in a way that will give citizens increased
require Police to provide professional responses that give
confidence that local and central government services are
confidence and assurance to citizens and the business
truly integrated.
community in New Zealand.
Government has developed a road safety strategy that
provides the framework within which Police efforts relating
to enhancing road safety are aligned. The vision for
Police’s road safety enhancement is to secure an
environment in which people can use the roads with
confidence, free from death, injury, damage or fear.
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Police Support for Justice Sector Intermediate Outcomes
The justice sector has identified intermediate outcomes. The Police 3 to 5 Year Outcomes and Key Interventions closely align
with these. Police contributes to these outcomes through programmes, strategies and the operational activities set out in
the Police Output Expenses. These relationships are illustrated in the diagram that follows:
Relationship of Police Outcomes and Key Interventions to Justice Sector Intermediate Outcomes
Intermediate Outcome 3 – 5 Year Outcomes Key Intervention Area
Reduced Violence Reduce Violence
Reduced Family Violence (including family violence)
At Risk Families
Reduced Burglary Reduce Burglary
Drugs and Alcohol
Reduced theft of and from Cars Reduce Vehicle Crime
Pacific People Responsiveness
Reduced Offending by Mäori
Ma- ori Responsiveness
Reduced Youth Offending
Young People
Reduced Serious Traffic Offending Enhanced Road Safety
Ethnic Strategy
Reduced Organised Crime Reduce Organised Crime
Increase National Security
The following diagram illustrates the links in the Statement of Intent at a strategic level:
Justice Safer Communities & A Fairer, More Credible and More Effective Justice System
Sector
Outcomes
Police
Safer Communities Together - Te Whakarurutanga
Vision
Police Crime Reduction & Community Safety
Strategic
Goals
Reduce Reduce Reduce Reduce Increase Enhance
Information
Part One
Violence Burglary Vehicle Organised National Road Safety
Crime Criminal Security
Police Activity Ensuring
Outcomes preparedness,
With a specific focus on: Criminal strengthening Urban roads
young people, at risk families, drugs and assets, drug partnerships rural roads
alcohol, Maori and Pacific Peoples importers, and and state
and Ethnic Strategy manufacturers developing highways
and dealers capability
Intervention
Describes the links between the outcomes and specific programmes and actions
Logic
Specific
Describes the programmes, services and actions that contribute to the outcomes
Programmes
Clusters the services produced to give effect to the outcomes:
Information
Output Policy Advice and Ministerial Servicing, General Crime Prevention Services, Specific Crime
Part Two
Expenses Prevention Services and Maintenance of Public Order, Police Primary Response Management,
Investigations, Case Resoultion and Support to Judicial Process, Road Safety Programme.
Measuring Describes the quality, quantity, timeliness and cost of outputs expenses
Effectiveness
Costs Forecast output expense costs
12G.6.SOI(2005)
Police’s 3 - 5 Year Outcome Priorities
Police’s 3 - 5 year priorities to help achieve safer communities are agreed with other
partner agencies.
Police priority outcomes are: Reducing victimisation is a key focus in each of these
priority areas and the crime reduction model on page 14.
• reduce violence
• reduce burglary The operational and capability strategies are inter-
• reduce vehicle crime dependent. At times the separation of activities is one of
• reduce organised criminal activity form not substance. However, this is required to provide a
• increase national security clearer view of exactly what is being purchased and a
• enhance road safety. firmer basis for performance measurement.
In carrying out these activities Police maintain relationships Police has in place business plans to guide action for
with a wide range of government agencies as well as local operational staff in districts and the development of district
government, non-government organisations and business plans. These plans include strategies for:
community groups. To some extent the division of Police
• violence reduction
work between the six outcomes is artificial and there is
• burglary reduction
integration and overlap within Police outcome focus areas,
• vehicle crime reduction
the intervention points and the delivery of output classes.
• organised crime
The six key intervention points for policing services • national security
include: • road policing
• Haere Whakamua - Mäori responsiveness
• Mäori
• Pacific peoples responsiveness
• Pacific peoples
• youth responsiveness.
• young people
• at risk families Supporting these operational strategies are organisational
• drugs and alcohol capability strategies that are also important in contributing
• ethnic strategy. to community confidence in policing and the justice
system. These strategies cover the following areas:
• human resources
• training service centre
• communications centre
• information systems strategic plan
• prosecutions service centre
• community engagement model.
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Crime Reduction and Community Safety:
The Police Crime Reduction Intervention Logic
Crime Reduction and Community Safety are the Police Strategic Goals. Reducing crime and
enhancing community safety are core functions for all members of the Police.
New Zealand Crime Reduction Model About the Parts of the Model
The New Zealand Crime Reduction Model provides a Interpreting the criminal environment
consistent, integrated and cohesive approach to reduce Information about crime is now being interpreted using
crime and victimisation. crime science and problem analysis to assess practical ways
The model was developed with assistance from leading to disrupt crime. These assessments focus Police attention
international researchers and practitioners in crime reduction. on crime problems that have the highest impact on
Attaining sustainable crime reduction and community safety criminal offending rates. This includes developing
requires continued emphasis on building proactive capability intelligence on crime prone areas (hot locations), crime
within the Police. Strategic partnerships with other government prone commodities, repeat victims (hot victims), and active
agencies, local government, iwi, ethnic communities, business offenders (hot offenders).
community and others in the community, are an integral part of
enhancing a collective approach to reduce crime.
The New Zealand Crime Reduction Model consists of three
inter-related parts. The interpretation of the crime environment
generates intelligence that can be acted upon, the ability to
influence decision makers to take action, and the ability of
decision makers to deploy staff and resources to take action
that impact on the crime environment. To be successful in crime
reduction each part of the model must operate effectively.
New Zealand Crime Reduction Model3
Influencing decision makers
Discussion between Intelligence staff and decision-makers
about intelligence and crime problems forms an essential
part of the crime reduction model. These discussions
involve strategic crime reduction meetings and tactical
meetings. Strategic crime reduction identifies initiatives to
be taken with crime and crash reduction partners and
priorities for staff and resource deployments. Tactical
deployments focus on prompt proactive action to manage
hotspots, target known active offenders and take other
crime prevention initiatives.
Applying the Crime Reduction Model to Police
Decision makers having a focused impact
Operational Activities
Crime reduction results from decision-makers in Police and
Police is organised into 12 districts, 44 areas and 12 service
the community taking action to reduce the opportunities for
centres and the Office of the Commissioner. A whole of
crime to be committed. Effective use of well directed Police
policing approach is key to the successful application of the
activities along with crime prevention through environmental
Crime Reduction Model. The explanation of the model that
design, licensing control, and other tactical mechanisms
follows incorporates an explanation of the means by which
have been shown (internationally and within NZ) to help
Police are implementing this model nationwide.
reduce crime. Evaluation of what tactics worked and what
tactics did not is critical to continuous improvement.
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3 The New Zealand Crime Reduction Model has been adapted from the 3i Model developed by Dr Jerry Ratcliffe, and first published in Intelligence-led
Policing, (2003) Australian Institute of Criminology - trends & issues in crime and criminal justice, No 248.G.6.SOI(2005)
Police’s Organisational Development Focus for 2005/2006 and Beyond
Police seeks to enhance its operational performance and internal capability by focusing on
the key themes of the Police Strategic Plan to 2006 (available at www.police.govt.nz). The
three key areas of development are service, capability and integrity.
Service Management Policing New Zealand involves a range of strategic policing
contexts. The most important of these strategic policing
The New Zealand Police provide a range of services to the
contexts and the strategic interventions Police make are
public in New Zealand. The services provided focus on
summarised in the table below. Collectively these strategic
reducing offending and victimisation, reducing the fear of
interventions involve both proactive and reactive responses
crime and community safety. Police is committed to
that can generate competing demands on Police staff and
accessible state services. This involves consulting with the
resources. A pivotal role in service management will be the
community and providing a responsive service to meet
use of intelligence-led policing to enable Police at a
community needs, and through this work, it is expected
National, District and Area level to make improved
New Zealanders will have an improved experience of Police
strategic and tactical decisions on how best to deploy their
services which will increase public confidence and trust in
staff and resources.
the New Zealand Police. An organisation wide programme
of service management has been established to improve This enables a more holistic organisational approach to
service management and build Police capability, and deployment to be taken.
enhance the service we provide to citizens.
Strategic Policing Contexts Strategic Interventions
Threats to the maintenance & retention of civic order and contribute to the provision Civic order policing
of justice in communities.
Response to localised incidents that are emergencies and/or Critical incident management
immediate threats to public safety.
Threats to community arising from recurring crime patterns. Problem oriented policing
Activating key stakeholders external to NZ Police who have the opportunity and/or Third party policing
responsibility to proactively respond to identified crime & crash issues and problems.
Understanding and reducing fear of crime. Reassurance policing
Reducing risks of citizens and visitors to NZ from experiencing road trauma. Road policing
Threats to international stability and security affecting NZ International & regional policing
Compliance with international commitments.
Building relationships with the public and communities to maintain the essential Community policing
level of public co-operation required to effectively Police NZ.
Reducing threats to communities by acting on a before-time or on-time basis Intelligence-led policing
by optimising the strategic and tactical deployment of staff to identified priorities.
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Strategic Assessments Assessments will be undertaken safe. For 2005/2006 Police is focusing on developing more
on each of the strategic policing contexts to enable Police effective and reliable approaches to reducing offending,
to improve capacity, capability, and further improvements victimisation and the fear of crime in communities, at
in service management to better deliver Police’s priority strategic and tactical levels.
outcomes.
Partnerships with Communities Community Integrity
partnerships greatly enhance Police effectiveness in a range Police Integrity and Professional Standards Public
of strategic policing interventions. Reducing offending, support and confidence in Police is vital to the maintenance of
victimisation and the fear of crime requires the ongoing the rule of law and public support for the justice system. To
participation of residents and visitors in communities. maintain this support and confidence, Police must maintain
These communities include those defined by local the highest behavioural and attitudinal standards. Police
government boundaries, neighbourhoods, Mäori and Iwi behaviours that are unacceptable will be treated very seriously.
communities, Pacific Island communities, Asian
Maintenance of an investigative capability to undertake
communities and other ethnic communities. Police
complaints against Police on behalf of the independent
interaction with communities will be characterised by
Police Complaints Authority is critical. Police is committed
strong relationships and will not be determined by the
to both thoroughly investigating complaints on a case by
extent of localised resources.
case basis and analysing complaints to identify risks and
Enhancing Police Reliability and Readiness to challenges. This analysis includes identifying problems with
Respond While Police activity is described in the output Police culture and behaviour, addressing those issues and
plan, there is a certain level of preparedness, training and ensuring the actions taken are open and transparent so as
development that is required to ensure communities are an organisation Police is focused on the future and on
Police Performance framework
16G.6.SOI(2005)
continuous improvement. Police has a strong commitment Capability
to being a learning organisation and in the pursuit of
Leadership and Management Capability Development
excellence ensures the development of skills and knowledge
Core Police values and competencies have been developed
across all staff.
and are being integrated into all Human Resource policies
In addition to learning from the complaints process Police and processes. They have been designed to set minimum
will undertake a series of process reviews around the wider standards of capability and expectations of desirable
topic of integrity. A project is being undertaken to review a behaviours for all members of Police.
range of key organisational processes that provide Police the
A leadership and management development framework
opportunity to maintain high and visible levels of integrity
has been agreed upon for the delivery of leadership and
and professional standards. The project will include, but is
management development in Police. This framework
not limited to, the review of the following processes that
builds on the current values articulated in the NZ Police
impact on integrity and professional standards:
Strategic Plan 2006 and the People in Policing HR Strategy
• the communication of Police values within the to 2006.
organisation
The implementation of the framework will lead to
• understanding the subsequent behaviours that support
increased performance within NZ Police and more powerful
the values
relationships with the community it serves. It will ensure
• training of new recruits and existing staff
• the professional standards function, the role of integrity that effective leadership and management is demonstrated
testing, and current policies at all levels of policing through the delivery of structured
• availability of management information to manage development programmes.
integrity issues Outstanding leadership and management capability, within
• consulting and listening to staff a values and competency based context, is a critical factor
• standards of recruitment and appointment processes; and in building effective Police services. These values and
• assessment of international best practice.
competencies underpin the NZ Police strategic objectives to:
The review will potentially provide an opportunity to
• Reduce crime and crashes, and
manage integrity and professional standards.
• Build partnerships to develop safer communities together.
The Commissioner will be exploring opportunities to
Enhancing Problem Solving, Intelligence Services and
promote a positive workplace culture.
Evaluation Activity A problem solving approach is at the
heart of Police’s strategy to reduce crime and crashes and
to increase community safety. This requires Police to move
from reacting to problems, investigating and seeking to
solve them, to identifying and addressing specific causes of
problems.
Studies of successful policing styles and interventions have
highlighted the importance of quality intelligence.
The reliable flow of quality information is essential to focus
Police effort.
Police has made a significant investment in information
technology and intelligence analysis staff over the past
decade.
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The challenge for Police is to gain greater effectiveness from Improving Police Performance Police focus for
its investment in intelligence to support its strategic goals, performance improvement is the identification and ongoing
and focus its resources on the areas on which it can impact, monitoring of performance strengths and areas for
and understand the issues which it can influence. development. This includes internal benchmarking of
performance, and identifying and disseminating operational
To do this Police will increasingly focus on the strategic
and management practices that work in reducing crime and
interventions of Intelligence-led policing, problem oriented
increasing safety. During 2004/2005, areas with similar
policing and third party policing. This approach contends
characteristics were grouped together to form clusters for
that before Police and community resources are committed
sharing good practices and notable initiatives and these were
to address identified problems Police practices should be
then published on the Police Intranet. Police will continue to
evaluated to see what works best to encourage continuous
build on this successful approach over the next year.
improvement.
Police Performance Framework Police’s Performance
Police Staff Diversity Police recognise the need to build
Framework encompasses the key dimensions that contribute
their diversity and skills to better reflect the community. The
to developing high performance policing and achieving
resident population of New Zealand shows that females
strategic objectives. Police has an ongoing focus on
comprise slightly more than 50% of the general population.
improving performance monitoring and measuring systems
The Mäori community represents approximately 14.5% of
and processes, this is reflected in the framework used to
the general population, Pacific peoples represent 7.0% of
monitor performance. For 2005/2006, the framework will
the general population, and the Asian community is
include leadership, service to the community and citizens,
growing significantly. Currently 11.1% of Police staff identify
Intel and knowledge management as well as the established
themselves as Mäori and 4.1% as Pacific peoples, and of
performance dimensions of strategic planning, human
sworn staff 15.8% are women, with 28.0% of women in
resource and operational process management. A balanced
the total organisation.
scorecard of measures to track results will also be developed.
Organisational Performance The Police performance framework diagram is outlined
Police is committed to identifying ways to achieve sustained on page 16.
improvements in organisational performance. This long-
term process involves ensuring that performance measures
support the achievement of crime and crash reduction and
community safety outcomes.
Police use a structured process that follows a continuous
improvement cycle of planning. This includes planning,
doing, reviewing, setting performance indicators and
targets, monitoring performance and driving improvement.
Through a series of regular performance reviews that
identify strengths and opportunities for improvement in
overall performance against best practice, identification and
mitigation of risks, and internal auditing, Police monitors
progress and improves policing outcomes.
Monitoring and Measuring Police Performance The
Board of Commissioners hold regular performance fora with
Police managers to discuss progress in addressing local and
national policing priorities and review progress against
targets for volume crime and road policing.
18G.6.SOI(2005)
Management of Risks within Police
Police manages risk in accordance with the Australia New Zealand standard on risk management AS/NZS
4360:2004. The Risk framework is monitored by the audit committee and the Commissioners. The
table below outlines the key risks facing Police and how these are being managed.
Themes Risks Identified Mitigation
Service Crime and Lack of capacity to proactively reduce crime Building Police capability that takes a whole of policing
Crash and crashes. approach to proactively reducing crime and crashes.
Prevention
Community Non-participation by communities, or parts of Relationship building at District and Area level with
Participation communities, in working with the Police to identified parts of those communities where
reduce crime and enhance community safety. interactions with the Police could be improved.
Improvements in the definition and communication on
the levels of service to the community.
Agency Service delivery may be impaired if partnerships Partnership development, interagency cooperation,
Partnerships and relationships are not maintained. relationship development and agreements established
in common areas of strategic and tactical interest.
Capability Management Lack of focused and useful information on Intelligence system development, training in districts
and Business crime and crash events to support decision and use of technology.
Planning making. Improved processes of information creation, analysis
and distribution.
Utilisation of international best practice, expertise and
training opportunities.
Staff and Skills Poor employment related decisions can be Continued implementation of the Leadership framework
identified. to improve standards and performance.
Need for higher levels of performance Appointment processes are the subject of further review.
management skills and greater role clarity. Enhancing the performance framework and processes.
Work related health and safety issues are not Development and implementation of the competency
always effectively managed. framework.
Employee rehabilitation programme in operation.
Improvement in the management of staff leave
commitments.
The use of flexible employment opportunities.
Resource Staff and resources not sufficiently targeted on Improvements to strategic, tactical and operational
Deployment attaining crime reduction and community processes at District and Area level, and Communication
safety priorities. Service Centres, to enhance crime and crash reduction,
Changes in technology and processes may not and service management and deployment.
always be properly managed. The Project Management Office monitors and reports
on all key projects.
External reviews used in operational areas to improve
performance.
Strategic and tactical coordination meetings regularly
conducted by District and Area management teams.
Safety and Prisoners in custody can be injured. National Custodial Improvement Plan and Station
Security Workplace hazards may not be identified. redevelopment programme underway and use of
improved prisoner transit vehicles.
District OSH Committees and focus groups are in operation.
Investigation Impact of transnational crime (including Capability building in counter terrorism to mitigate
terrorism) on capacity to deliver regular policing potential events.
services. Development of the Pacific Island policing partnerships.
Overseas deployment operations by Police.
Integrity Ethics in Potential loss of confidence and trust by the Review of complaints by Police Professional Standards
Policing community, and the Justice Sector partners. group and the independent Police Complaints Authority.
Establishment of Ethics Committees in Districts and the
implementation of a Professional Standards Early
Intervention Policy at District level.
Comprehensive Review of Police culture and response
to any adverse findings.
19
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N E W Z E A L A N D P O L I C E • N G A P I R I H I M A N A O A O T E A R O A
Indicators
For 2005/2006 the Statement of Intent includes indicators
within the outcome statements for each of Police’s
Outcomes and Key Interventions. Where relevant, these
provide a history of the recent trend in key statistics
directly related to the characteristics of the outcomes that
relate directly to Police interventions.
This work is needed to ensure that relevant indicators,
from whatever sources, are used across the sector by those
with a common outcome interest.
For example, internationally, criminal justice data suggests
that violence is significantly under-reported. Much of this
under-reporting is due to the social stigma attached to
violent crimes such as cases of sexual violation and/or
family violence. It is known that some areas of violence
have high reporting and recording rates, such as homicide,
whereas other areas such as family violence have extremely This list is not exhaustive, but is sufficient to present a
low reporting rates. In addition there are many other picture of a complex societal problem that is poorly suited
factors that might affect the willingness of people to to simple examination by analysing recorded crime
report violence: statistics alone.
• fear of retribution The outcome focused approach demands a reduction in
• lack of trust and confidence in Police ‘actual’ violence in society, not simply a reflection of the
• concern that a partner will be taken from them total count of reported and recorded violence. Reference
• guilt over their part in any incident to common sector indicators is a tool that will assist sector
• the violence was trivial (in the perception of the victim). agencies in identifying changes that may have implications
for their individual or collective programmes.
A balanced score card that focuses on outcomes is being
developed to provide a snapshot across six dimensions of
Police performance, as shown in the diagram below.
Six dimensions of the balanced scorecard
20G.6.SOI(2005)
Police Outcome: Reduce Violence
Violence includes family violence, sexual crimes and street disorder.
Background Information that Supports the Intervention Logic
Violence and Sexual Attacks make up 10% to 12% of all recorded crime. Over 80% of reported violence occurs in private
homes or public places.
The New Zealand National Survey of Crime Victims 2001 (NZNSCV 2001) suggests there was very little change between
1996 and 2000 in the estimated number of victims. It suggests assaults and threats together made up half of all
victimisation reported. The total number of victimisations is not evenly distributed. Around 70% of people experience no
victimisation while around 12% of victims experience five or more victimisations. This latter group experiences more than
two-fifths of all victimisations reported. (NZNSCV 2001)
Police identify and tailor responses to people at risk of victimisation through specific interventions for specific communities.
The social costs of violence are high. Research shows a small number of people (mainly women and children) suffer a
disproportionate level of victimisation from family violence and sexual offending.
Recorded violence offences have increased marginally in recent years. This trend belies the very substantial increase in
recorded violence over the last two decades. Such increase in recorded violence may be due to an increase in actual violent
offending or reflect an increased awareness and fear of or intolerance to violence in our society, leading to a higher
incidence of reporting such offences to Police.
Government’s Action Plan to Reduce Community Violence and Sexual Violence 2004 and Te Rito (New Zealand Family
Violence Prevention Strategy 2002) together present a significant opportunity to integrate practices of Police and other
agencies to reduce and prevent violence in our community.
Recorded Crime Trend Indicator
The complexity of outcome indicators for violence
Total Recorded Violence & Sexual Attacks Total Recorded Serious Violence & Sexual Attacks
has been outlined earlier in this document. For per 10,000 pop per 10,000 pop
2004/2005 Police statistics on violent crime provide 125 58
120 56
an indicator of the trends in recorded crime per
Number
Number
115 54
10,000 population. Police are conscious that the
110 52
volume of reported crime can increase as people’s 105 50
tolerance of crime decreases. In such a 100 48
circumstance an increase in reported crime may
4
4
3
3
2
2
1
1
0
0
9
9
8
8
7
7
6
6
00
00
00
00
00
00
00
00
00
00
99
99
99
99
99
99
99
99
/2
/2
/2
/2
/2
/2
/2
/2
/2
/2
/1
/1
/1
/1
/1
/1
/1
/1
03
03
02
02
01
01
00
00
99
99
98
98
97
97
96
96
95
95
not indicate an increase in crime, only in reporting.
20
20
20
20
20
20
20
20
19
19
19
19
19
19
19
19
19
19
Year Year
Trendline Trendline
The statistic of reported “serious violent crime” is
illustrated to provide an indication of trends at the
serious end of the crime spectrum, which is
assumed to be less susceptible to changes in
reporting.
Specific Intervention Programmes
Homes Streets Schools General
Proactive
Target repeat high-risk Develop and implement plans Support “Kia Kaha” anti- Violence analysis and
offenders through risk consistent with Government’s bullying programme intelligence capability to
assessment models Action Plan to Reduce identify repeat offenders and
Support “Keeping Ourselves
Community Violence and repeat victims
Target repeat victims (people Safe”
Sexual Violence 2004,
and locations) through Intel- Violence reduction and risk
including the four areas of Personal safety programme
driven policing training for staff to identify
action: (which includes age-
precursors to violence
Deployment of District family appropriate family violence
• public and community
violence coordinators and a and relationship material) National violence reduction
awareness
National Family Violence partnerships
• alcohol and public places
Coordinator
Violence research and risk
Family violence policy assessment programme(s)
21
N E W Z E A L A N D P O L I C E • N G A P I R I H I M A N A O A O T E A R O AG.6.SOI(2005)
N E W Z E A L A N D P O L I C E • N G A P I R I H I M A N A O A O T E A R O A
Homes Streets Schools General
Proactive
Support and participate in Te • crime prevention (such as
Rito (Family Violence identifying trouble spots
Prevention Strategy 2002) suitable for closed circuit
Programme television, enhanced
lighting and urban redesign
Sexual offence investigation
(CPTED) )
policy
• sexual offending (non-
Family Safety Teams family violence related)
Pilot of new Family Violence Liquor licensing support to
Investigation Report local authorities to identify
problem alcohol outlets and
promote safe use of alcohol
Reactive
Child Abuse Teams Special Tactics Group Sexual Abuse Teams Work in the organised crime
area to reduce gang violence
and drugs
Strategic Interventions Primary contributing Outputs Key Partnerships and strategies
• Civic order policing 2. General Crime Prevention Services • Victim Support, National Collective of
• Critical incident management 3. Specific Crime Prevention Services Independent Women’s Refuges,
• Problem oriented policing and Maintenance of Public Order Ministry of Justice, Child Youth and
• Third party policing 4. Police Primary Response Management Family, Ministry of Health, Department
• Reassurance policing 5. Investigations of Corrections, Ministry of Social
• Community policing 6. Case Resolution and Support to the Development, Ministry of Education,
• Intelligence-led policing Judicial Process Safer Community Councils, Local
Authorities
• Government’s Crime Reduction
Strategy, Te Rito (New Zealand Family
Violence Prevention Strategy), Kia
Kaha programme, Action Plan to
Reduce Community Violence and
Sexual Violence.
22G.6.SOI(2005)
Police Outcome: Reduce Burglary
Burglary includes dwelling burglary and commercial burglary.
Background Information that Supports the Intervention Logic
Burglary is a high volume crime, making up 10-15% of all recorded offences in New Zealand. It can have a significant
impact on victims.
Research shows that many burglars are prolific offenders and many premises/victims are burgled more than once. Such
repeat premises/victims often exhibit attributes that raise the risk of their being burgled. These attributes can generally be
addressed.
Recorded Crime Trend Indicator
Although there are a range of sources for statistics
on burglary within the Justice and Insurance Total Recorded Burglary
per 10,000 pop
Total Recorded Burglary Dwelling
per 10,000 pop
sectors, Police recorded crime statistics are likely to 240 140
be a good indicator of the level of burglary in 220 130
Number
200 120
society as insurance companies generally require a
Number
180 110
Police report before accepting insurance claims. 160 100
This means that with this type of offending there is 140 90
less need to look to statistics derived from surveys,
4
3
2
1
0
9
8
7
6
00
00
00
00
00
99
99
99
99
120
/2
/2
/2
/2
/2
/1
/1
/1
/1
03
02
01
00
99
98
97
96
95
4
3
2
1
0
9
8
7
6
which are prone to subjectivity and sampling
00
00
00
00
00
99
99
99
99
20
20
20
20
19
19
19
19
19
/2
/2
/2
/2
/2
/1
/1
/1
/1
Year Trendline
03
02
01
00
99
98
97
96
95
errors. Police statistics provide a trend measure 20
20
20
20
19
19
19
19
19
Year Trendline
that relies on relatively consistent definitions, and a
complete record of validated reported crime.
Specific Intervention Programmes
Offenders Locations Victims Methods/ Commodities
Proactive
Target repeat offenders Target hardening and crime Community crime prevention Create partnerships with
prevention through industry to make goods
Bail curfew checks Reducing revictimisation
environmental design (CPTED) harder to steal or resell
through support to target
Encourage criminal informers support with local authorities
hardening Hardening the second-hand
Crime mapping analysis goods market
Support “Neighbourhood Raise social intolerance to
Support” stolen property
Working with second-hand
dealers, and targeting
unlicensed dealers
Reactive
Cell interviews Directed patrol activity (DPR) Supporting repeat victims
through Victim Support
Burglary law enforcement Scene of crime officers (SOCO)
Services
teams (LET) and forensic analysis work
Strategic Interventions Primary contributing Outputs Key Partnerships and strategies
• Civic order policing 2. General Crime Prevention Services • Neighbourhood Support, Safer
• Problem oriented policing 3. Specific Crime Prevention Services and Community Councils, Insurance
• Third party policing Maintenance of Public Order Council, private security companies,
• Reassurance policing 4. Police Primary Response Management Ministry of Justice, Crime Prevention
• Community policing 5. Investigations Unit
• Intelligence-led policing 6. Case Resolution and Support to the • Government’s Crime Reduction
Judicial Process Strategy and the Crime Prevention
Unit’s Target Hardening Strategy
23
N E W Z E A L A N D P O L I C E • N G A P I R I H I M A N A O A O T E A R O AG.6.SOI(2005)
N E W Z E A L A N D P O L I C E • N G A P I R I H I M A N A O A O T E A R O A
Police Outcome: Reduce Vehicle Crime
Vehicle crime includes the theft of cars, theft from cars, interference with cars and conversion of cars.
Background Information that Supports the Intervention Logic
Vehicle crime comprises nearly 18% of recorded offences.
Public surveys indicate that theft from cars, and interference with cars are significantly under-reported and/or under-
recorded.
The incidence of vehicle crime is high in New Zealand compared with overseas. International experience indicates that
there is potential to significantly reduce vehicle crime through situational crime prevention approaches and Police
intelligence-led targeting of crime hot spots. These approaches require strong partnerships that mutually reinforce individual
agency activities towards the outcome.
Recorded Crime Trend Indicator
Total Recorded Theft & Unlawful taking of Total Recorded Theft from Interference with
Motor Vehicles per 10,000 pop Motor Vehicles per 10,000 pop
100 190
180
90 170
Number
Number
80 160
150
70 140
60 130
120
50 110
4
3
2
1
0
9
8
7
6
4
3
2
1
0
00
00
9
00
8
00
7
6
00
99
99
99
99
00
00
00
00
00
99
99
99
99
/2
/2
/2
/2
/2
/1
/1
/1
/1
/2
/2
/2
/2
/2
/1
/1
/1
/1
03
02
01
00
99
98
97
96
95
03
02
01
00
99
98
97
96
95
20
20
20
20
19
19
19
19
19
20
20
20
20
19
19
19
19
19
Year Trendline Year Trendline
Specific Intervention Programmes
Offenders Locations Victims Methods
Proactive
Target repeat offenders Target hardening and crime Community crime prevention Create partnerships to
prevention through advice influence regulatory and
Bail curfew checks
environmental design (CPTED) legislative change (such as
Reduce revictimisation
Encourage criminal informants support to local authorities with industry to require
through support to target
vehicle immobilisers or the
Crime mapping of hot spots hardening
chipping of goods)
Work with industry regulators
to tighten the system of sale
and transfer of vehicles
Target unlicensed wreckers,
auto-traders and dealers
Reactive
Cell interviews Directed patrol reports (DPR) Support repeat victims
activity through Victim Support
Vehicle crime law
Services.
enforcement teams (LET) Scene of crime officers
(SOCO) and forensic work
Strategic Interventions Primary contributing Outputs Key Partnerships and strategies
• Civic order policing 2. General Crime Prevention Services • Neighbourhood Support, Safer
• Problem oriented policing 3. Specific Crime Prevention Services and Community Councils, Insurance
• Third party policing Maintenance of Public Order Council, private security companies,
• Reassurance policing 4. Police Primary Response Management vehicle industry groups and importers,
• Community policing 5. Investigations Ministry of Justice, Crime Prevention
• Intelligence-led policing 6. Case Resolution and Support to the Unit, local authorities, Land Transport
Judicial Process New Zealand, Ministry of Transport
• Government’s Crime Reduction Strategy
24G.6.SOI(2005)
Police Outcome: Reduce Organised Criminal Activity
Organised crime generally refers to groups of people who act together on a continuing basis to commit crimes for gain.
Background Information that Supports the Intervention Logic
Organised Crime attracts a high level of public and political concern, and international efforts to combat it. Reducing and
disrupting organised criminal activity requires specialised approaches and lengthy investigations because of the sophisticated
and organised nature of the experienced criminals involved.
The demand for illegal drugs, goods and services negatively affects the benefits of standard policing approaches that focus
on individual offenders.
The Police will focus on prevention, reduction, detection and disruption of organised crime through a number of strategies
including:
• Joint community initiatives through education, consultation and media
• Multi-agency initiatives utilising a whole of government approach
• Collation of strategic intelligence to identify at risk individuals, areas and offenders
• Proactive investigative response utilising technology and resource capability.
Recorded Crime Trend Indicators
Indicators for the complex area of organised crime continue to be developed. Police statistics of the number of interception
warrants obtained and the number of clan labs seized provide an indicator, however current trends also look to the ethnicity
of those involved in organised criminal activity such as precursor chemical and controlled drug importation and seizures.
Other indicators available include the ability to monitor the use of new legislation. An example of this is the arrests resulting
under the provisions of Section 98A Crimes Act 1961, for participating in an organised crime group.
Pseudoepehdrine and Ephedrine Seizures Number of Clandestine Laboratories Dismantled. Total Methamphetamine Seizures
2000 - 2004 2000 - 2004
2,000,000 250 35,000
Amount (Tablets)
30,000
Amount (g)
200
1,500,000 25,000
Number
150 20,000
1,000,000
100 15,000
500,000 10,000
50 5000
0 0 0
2000 2001 2002 2003 2004 1996 1997 1998 1999 2000 2001 2002 2003 2004 2000 2001 2002 2003 2004
Year Trendline Year (calendar) Year Trendline
Trendline
Number of Interception Warrants Obtained. Methamphetamine Provider Recorded Offence Section 98A Crimes Act 1961 Arrests
- By Ethnicity 2004 40
50 4.3% 3.6% 0.4% 35
4.7%
40
57.0% 30
30.0%
25
Number
Number
30 57.0% Caucasian
20
30.0% Maori
20 15
4.7% Asia
10
10 4.3% Pacific Island
5
3.6% Other
0 0
0.4% Indian
4
3
2
1
0
9
8
7
6
1998 1999 2000 2001 2002 2003 2004
00
00
00
00
00
99
99
99
99
/2
/2
/2
/2
/2
/1
/1
/1
/1
03
02
01
00
99
98
97
96
95
Trendline
20
20
20
20
19
19
19
19
19
Year Trendline
25
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