- (i)
- Structures and Resources
-
7.
- The New Zealand Police is a large organisation by any standards. As at 8 May 1998, the Police employed 8,933.94 staff, of whom 6,882.84 were sworn staff, excluding recruits, and 2,051.1 non-sworn. Total expenditure, including depreciation and capital charge, amounts to $740 million for 1998/99. The book value of the fixed assets owned by the New Zealand Police as at 30 June 1997 was $481 million.
-
8.
- Currently the New Zealand Police is organised into four regions and sixteen districts, and is administered from Police National Headquarters in Wellington. The Royal New Zealand Police College is situated at Porirua.
| |
Sworn |
Non-Sworn |
Total |
| Districts |
6,256.32 |
1,225.41 |
7,481.73 |
| Region Headquarters |
105.00 |
95.48 |
200.48 |
| PNHQ |
265.52 |
645.49 |
911.01 |
RNZPC
(Including 195 recruits) |
256.00 |
84.72 |
340.72 |
| Total |
6,882.84 |
2,051.10 |
8,933.94 |
-
9.
- Each region is managed by a Region Commander, who is an Assistant Commissioner of Police. Districts are managed by District Managers who hold the rank of Superintendent of Police.
- (ii)
- Government Strategic Results Areas for Police
-
10.
- The New Zealand Police contribute to a number of outcomes desired by Government, which are given emphasis and direction through Strategic Result Areas 1, 6 & 8. The main Strategic Result Area for Police is SRA 6: Safer Communities which seeks:
-
Enhanced community safety for individuals, families and communities through inter-agency development of policies and delivery strategies for responding to crime, including crime prevention, management of offenders, and support for victims that:
- focus on addressing the underlying causes of criminal offending;
- have an emphasis on prevention and early intervention;
- encourage proactive multi-agency partnership between Government agencies and community organisations;
- respect people's rights;
- lead to a reduction in crime.
-
11.
- This SRA has a number of sub-ordinate SRA's to which agencies in the Criminal Justice Sector (including Police) must respond. Police primarily contribute to SRA 6 (v) which requires the:
-
Implementation of an effective community orientated policing system that
- strengthens community capability and utilises community problem solving strategies;
- emphasises balanced prevention and enforcement approaches;
- targets a reduction in the incidence of violent crime (particularly family violence), gang organised criminal activity, road trauma, street disorder, alcohol related offending and house burglary.
-
12.
- Secondary contributions are also made to the following subordinate SRA's:
|
SRA 6 (i)
|
Increasing the personal safety of children and young people and women, and breaking inter-generational cycles of offending and victimisation.
|
|
SRA 6 (ii)
|
Decreasing the incidence of youth offending.
|
|
SRA 6 (iii)
|
Fostering positive participation by Maori and Pacific peoples in the criminal justice system, and reducing the impact of crime of Maori and Pacific peoples in terms of offending and victimisation.
|
|
SRA 6 (iv)
|
Support for, and partnership with community organisations that provides crime prevention services and social support to individual, groups and communities at risk of criminal offending or victimisation.
|
|
SRA 6 (vi)
|
Developing and implementing an effective sentence management and correction services designed to reduce the likelihood of reoffending.
|
|
SRA 6 (vii)
|
Modernising court administration and enhancing the effectiveness of the court system for users and victims.
|
-
13.
- Flowing from the Government SRAs, the New Zealand Police have developed the following set of Key Result Areas ("KRAs") which are designed to operationalise the strategic direction into policing activities and functions.
|
KRA 1
|
Ensuring that resources are targeted towards reducing the incidence and effects of crime by focussing on significant risk issues as youth at risk, gangs and organised crime, family violence, house burglary and motor vehicle crime, street violence and disorder, and alcohol as an aggravator.
|
|
KRA 2
|
Ensuring that an efficient, effective and responsive Community Orientated Policing service is delivered which builds police, community and inter-agency partnerships.
|
|
KRA 3
|
Ensuring that policing services are delivered within a quality customer service framework that recognises the particular needs of individual and communities.
|
|
KRA 4
|
Reducing the incidence of road crashes through the use of enhanced road safety programmes, better management of resources and greater inter-agency co-operation.
|
|
KRA 5
|
Developing and implementing the first stage of the "Policing 2000" Business Strategy for Change which is directed at "managing demand - developing better capability for emergency response".
|
|
KRA 6
|
Ensuring that sufficient resources are targeted towards all staff gaining a greater understanding of the Treaty of Waitangi, develop mechanisms to bring the voice of Maori into decision making, and operational procedures and implement strategies to reduce the incidence and effects of offending by Maori.
|
- (iii)
- The Police Strategic Plan
-
14.
- The strategic plan is the linkage between the Government's higher order strategic direction and the operational face of policing.
-
15.
- In 1992, in response to rising crime trends, the New Zealand Police developed its first strategic plan to define what it was trying to achieve and how it would reach those goals. Police adopted the overall vision of "Safer Communities Together" for policing in New Zealand using Community Orientated Policing, (COP) an internationally recognised operating strategy for reducing crime and creating safer communities. It emphasises community-based problem solving and a balanced crime prevention and enforcement capability targeted at reducing both the incidence and effects of crime.
-
16.
- The New Zealand Police strategic approach is based on the themes of community safety, strategic and tactical partnership and a combination of crime prevention, problem solving and law enforcement. The results New Zealand Police aim to achieve over the next five years are:
- reduced crime
- reduced fear of crime
- reduced road trauma
- reduced disorder
- reduced impacts of emergencies and disasters
- increased trust and confidence in police
- increased community capability for self protection
- better partnerships with the community and other agencies
- better management of police people and resources
-
17.
- New Zealand Police operations are based around six key strategies
- law enforcement and investigation
- policing in partnership with the community and other agencies
- focus on problem solving
- increased focus on crime prevention
- better management of resources and people
- targeting collective resources where they will have best effect
-
18.
- Examples of projects within the first four strategies are:
- family violence
- youth at risk
- organised crime
- gangs
- street violence and disorder
- house burglary
- motor vehicle crime
- repeat offenders
- alcohol related offending
- families at risk
- Maori victimisation and offending
-
19.
- In 1994, New Zealand Police commenced to address the remaining two strategies; management and resource issues, within a transformation change programme known as Policing 2000. In essence the programme aims to enable the New Zealand Police to increase the proportion of resources applied to proactive policing by improving the way in which resources are deployed and used in the reactive areas of policing.
- (iv)
- District Plans and Purchase Agreement
-
20.
- The Purchase Agreement signed by the Minister and Commissioner of Police is the formal document which specifies the amount and quality of services that the New Zealand Police will provide and Government will purchase under 12 output class categories. These details are largely replicated in the annual Departmental Forecast Report which is presented to Parliament prior to the commencement of financial year.
-
21.
- Internally the requirements in the Commissioner's Purchase Agreement are allocated to Regions and Districts and included in District Plans. Resources to achieve the service delivery are allocated and a District Planning template is used to record District performance. Each District "Manager" and Region Commander have these requirements linked into their individual performance contracts. At the completion of the year the results are aggregated and included in the Report of the New Zealand Police which is formally presented to Parliament.
- (v)
- Relationship with other Public Sector Agencies
-
22.
- From time to time, it has been suggested that the New Zealand Police be broken into policy and operational arms (eg. a Ministry of Police, and a "delivery" Police Force). This, in effect, treats Police as a "sector", and ignores the wider justice sector that the New Zealand Police operate within.
-
23.
- The justice sector consists of a number of agencies that establish a context for the New Zealand Police, and this context needs to be borne in mind in considering change. These agencies include the:
- Ministry of Justice;
- Crime Prevention Unit of the Department of Prime Minister and Cabinet;
- Department of Courts; and
- Department of Corrections.
-
24.
- The New Zealand Police also operate in the context of the transport sector, including with the:
- Ministry of Transport; and
- Land Transport Safety Authority.
-
25.
- These agencies reflect only the close linkages - there are clearly a wide network of other linkages, including, for example:
- youth - Ministry of Youth Affairs; Children and Young Persons Service of the Department of Social Welfare; and
- accident prevention - transport agencies above; ACC.
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