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I N   T H I S   S E C T I O N
  • Operating Assumptions for Structure & Service Delivery
  • Key Principles

    • New Zealand Police
    Preliminary Draft Report
    8 June 1998
    C O N T E N T S
    A.
    Introduction
    B.
    Issue Definition
    C.
    Background
    D.
    Legislative Framework
    E.
    Governance
    F.
    The Organisational Structure of the Police
    G.
    Training
    H.
    Outsourcing
    I.
    Purchasing of Supplies
    J.
    Property Management
    K.
    Summary of Savings
    L.
    Consultation

    A P P E N D I C E S
    1, 2, 3.

    APPENDIX 3:
    "Operating Assumptions for Structures and Service Delivery" and "Key Principles" - in relation to organisational structure     		New Zealand Police
    OPERATING ASSUMPTIONS FOR STRUCTURE & SERVICE DELIVERY

    • Police will become Outcome rather than Output driven

    • The structure must facilitate the Police Strategy. Areas/Groups should promote the partnerships with Territorial Local Authorities and communities of interest

    • The Commissioner's Office will support the Ministers, Commissioner and Districts

    • The Commissioner's Office is an small as possible - strategy, policy, coordination, advisory and review focussed

    • The membership of the Police Executive is still to be determined

    • There will be five levels between Constable and Commissioner

    • There will be eleven Districts

    • District Managers will be accountable for all Police delivery of service in their District

    • There is a high level of district autonomy - quasi purchase model. The Commissioner's Office retains central oversight and coordination

    • District Managers are supported by specialist support managers eg. HR, Business Resources, Crime, Business Development, Services

    • District Managers and Area/Group Managers will be empowered to make resource and deployment decisions

    • Responsibility and accountability for results will be at team level, which must be reflected in HR rewards and recognition strategies

    • Spans of control to be increased depending on the needs of specific teams

    • Authority and accountability is placed with the person who can most affect performance

    • Future staff allocations will be based on underlying risks to communities and policing

    • Police resources will be matched to a deployment model, not bound by rosters

    • Service Level Agreements will facilitate support and coordinated activity, at and between district

    • The delivery of administrative functions at District and PNHQ levels will be centralised to Service Centre concepts where appropriate to maximise economies of scale and quality of service. The Commissioner's Office oversees/enforces service delivery agreements

    • R & D initiatives will be managed as projects in the field, and mandated by the Executive. Business development capability and direction will be provided from the Commissioner's Office

    • Most contract management will be undertaken centrally

    • Structures will facilitate options for out-sourcing where appropriate

    • Service Centres will group district operational support services under the management of the Deputy Commissioner, Operations and Tactics

    • Capable management skills will exist at all levels

    KEY PRINCIPLES

    The role of the Commissioner's Office is to:

    • provide the Minister of Police with policy advice and ministerial services;

    • support District Managers with professional and specialist advice;

    • provide Districts with specialist/technical service that for reasons of cost, confidentiality, or management assurance are best located in national headquarters;

    • support the Commissioner in
         national planning and policy delivery,
         relationship management,
         resource management and
         performance review
      within the wider framework of the Commissioner's statutory obligations under the Public Finance and State Sector Acts, Government's expectations as set out in the Memorandum of Understanding with the Minister of Police and the service delivery and reporting requirements of the Minister of Transport, and formal and informal agreements with partner agencies.

      The Commissioner's Office should

      • reflect the emphasis on strategic planning, policy, standard setting and review across all functional areas;

      • allow for an integrated (team) approach across all areas to improve inter-group communication and avoid duplication of effort and internal competition;

      • merge "like with like" to reduce the number of management positions, and maximise the benefits of available skills and knowledge;

      • provide for the transfer of activities and processes that do not need to be performed at head office level to Districts or to service centres that can be accessed directly by Districts;

      • provide for the management of service centres;

      • facilitate the outsourcing of services, where appropriate, that can be supplied by other agencies;

      • make national planning and policy initiatives more accessible to Districts and more responsive to District needs.

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