Commissioner's overview

INTRODUCTION

Police Mission Statement

The outcomes sought from Vote Police are reflected in the Police mission statement:
"To serve the community by reducing the incidence and effects of crime, detecting and apprehending offenders, maintaining law and order and enhancing public safety."

The expectations of government and the community are reflected in the two primary goals set out in the Police Strategic Plan to 2006. These are:

• Community Safety, and,
• Crime Reduction.

Policing integrity, capability and style support police to reach these strategic goals and underpin the core functions of police service. Figure 1 identifies the linkage between the outcomes sought, the mission and values statement, to the primary goals.

The core functions outlined in the Police Strategic Plan describe police service delivery. They drive the development of specific strategies and programmes aimed at achieving police's strategic goals. The Police Strategic Plan also identifies Community Policing as the dominant style or operating philosophy.

Police's core functions are to:

• Enhance partner agencies and the community's ability to reduce crime and enhance road safety
• Maintain order and preserve the peace
• Assist members of the public when they call for police services
• Prevent and detect crime
• Police the roads

Policing and the Treaty of Waitangi

Police are committed to integrating Treaty principles and Màori values into policing strategies. Police interact with Màori in many ways and in recent years the focus has been on implementing strategies that improve the relationship between Màori and Police and improve police responsiveness to Màori. The year ahead will see a strengthening of the relationship through continued emphasis on tikanga Màori, highlighted by:

• The development of a shared community safety vision and goals with Màori.
• The continued engagement of Màori communities with local police.
• The creation and maintenance of an environment in which all Police staff understand and appreciate the culture and values of Màori in their local areas.

Police Pacific Focus

Police will continue to build strategic platforms to increase the role played by pacific peoples in the delivery of police services. The emphasis will be on developing positive outcomes for pacific communities by strengthening the relationship and developing programmes of action aimed at:

• The development of a shared community safety vision and goals with Pacific communities.
• The development of engagement mechanisms for Pacific communities to enable those communities to engage with their local police.

Linking the Police Strategic Plan to other Government strategies

The Police Strategic Plan identifies several linked strategies that guide and inform police activity. These include the Government's Crime Reduction Strategy and the National Road Safety Strategy 2010.

The Crime Reduction Strategy comprises the following seven goals:

• Reduce family violence
• Reduce other violence
• Reduce burglary
• Reduce theft of, and from, vehicles
• Reduce organised criminal activity
• Reduce serious traffic offending
• Reduce youth offending

Police are working closely with partner agencies to ensure coordinated delivery of actions within these goal areas.

The goals of the National Road Safety Strategy are to:

• Reduce road deaths
• Increase effective and efficient use of New Zealand roads

The annual New Zealand Road Safety Strategy describes the key functions of police and partner agencies in delivering activities to meet these goals.

Key Priorities for 2002/03

Police operationalise the Police Strategic Plan goals through specific strategies and programmes referred to as Key Priorities. Police's key priorities for 2002/2003 are:
Key Priority 1: Reduce offending and victimisation involving Màori

The aim of this priority area is to ensure that Police meets its obligations and commitments to Màori communities.The emphasis is on giving Ma ¯ori communities a mechanism to develop individual,group and community safety through involvement in police decision-making.

Through continued emphasis on strategies focussed on improving police responsiveness to Màori,Police,in partnership with other government agencies and community groups,are committed to achieving the objectives outlined in Table 1.

Table 1 Key objectives to be achieved in Màori priorities
Outcome	Objective to be achieved	Measured by
Reduced offending and victimisation rates for Màori	Address the recommendations of the Te Puni Kokiri review of police's Màori Responsiveness Plan Development of strategies that address offending and victimisation Develop benchmarks and performance measures to evaluate achievement of outcomes for Màori.	Recommendations addressed (the list of recommendations and action taken will be reported in the Annual Report) Identify key crime reduction strategies aligned to the Police Strategic Plan by 31 October 2002. Undertake an assessment of key strategies by 30 June 2003 with view to the development of best practice guidelines, benchmarks and performance measures.

Key Priority 1A: Reduce offending and victimisation involving Pacific peoples

Police are committed to contributing to Government's Goal of reducing inequalities. In regard to Pacific peoples the police emphasis is on developing mechanisms and programmes of action that focus on building or enhancing the relationship between police and pacific communities.

Key objectives of this priority area focus activity on developing and implementing strategies that reduce the incidence and effects of crime on Pacific people.

Table 2 Key objectives to be achieved in Pacific priorities
Outcome	Objective to be achieved	Measured by
Reduced offending and victimisation rates for Pacific peoples	Development of a strategic framework that addresses offending and victimisation in Pacific communities	The development and implementation of programmes of action that address local crime and community safety issues for pacific peoples Measurement will include assessment of interventions

Key Priority 2: Increase Community Safety

The Police Strategic Plan identifies a path where all New Zealanders contribute to safer communities by actively taking a role in community safety. The Police role in achieving the goal of community safety will be to focus resources on core safety, security and emergency response functions.

Significant improvements have been made in road safety over recent years. The rebranding of the Traffic Safety Branch as the Road Policing Branch highlights the year ahead. Police will build on the significant community safety results achieved through dedicated resources. Police will engage communities, non-government organisations and agencies in a collaborative way to more effectively address community safety issues.

By identifying safety priorities through consultation with community and alignment with sector-wide objectives police will target the community safety outcomes identified in Table 3.

Table 3 Key objectives to be achieved in community safety community safety
Objective	Milestone to be achieved	Measured by
Reduce?Road?Trauma	Application?of?strategies?to address police's national crime priority of: Road Crime Implement Government's 2002/03 Road Safety initiatives in Traffic Intelligence,additional resource focussed on enhancing capability on Motorways and Enhanced Alcohol campaigns	Implementation of the resource as funded
Increased personal safety for young people	The assessment of Youth Aid capability Implement Government's Youth Offending Strategy where it is relevant to police	Completion of the assessment by 28 February 2003 with an accompanying report addressing: Resourcing Recruitment Training Support needs A reduction in recorded offending by youth offenders per 10,000 youth population
Increased personal safety in families	Implement relevant areas of Government's family Violence Prevention strategy with emphasis on the following preliminary targets: Review current monitoring and enforcement processes and practices to identify opportunities for improvement Evaluate the effectiveness of and appropriateness of screening and risk assessment mechanisms for the identification of violence in families / whanau To develop minimum standards and competencies for identifying violence and intervention techniques	Provision of reports addressing the target areas and the following performance measures: Review completed by June 2003 Evaluation framework developed and existing mechanisms reviewed by June 2003 Framework for review of standards/competencies, best practice and existing support monitoring systems is developed by June 2003.
Enhanced capacity to effectively deal with threats to national security	Implement Government's 2002/03 National Security initiatives concerning aviation security,overseas postings and counter terrorism activities	Implementation of the resource as funded
Enhanced capacity to deal with community safety issues through problem solving and Intelligence led policing	Build intelligence capability to enhance the focus on national and local strategic priorities Improved outcomes from partnerships Implement strategies that enhance relevant partners capabilities	The implementation of Intelligence capability subject to the Effectiveness of Intel Review referred to in Key Priority 4. Districts will identify key partnerships aligned with the Police Strategic Plan by 31 December 2002 Develop a National Community Engagement Model by 31 December 2002

Key Priority 3: Reduce Crime

This key priority details the operational focus on reducing the incidence of crime and its impacts on New Zealanders. Police are committed to reducing dwelling burglary, violent crime (particularly family violence), youth crime and organised crime.

Significant success has been achieved in many of these areas in recent years and the year ahead will see continued emphasis on maintaining the reduced levels of recorded crime. Added emphasis will be placed on violent crime in 2002/2003 highlighted by the development of a national strategy for policing violent offending.

In each of these areas major strategy statements guide the research,planning and implementation of police interventions. Police will focus on increased co-operation and co-ordination between agencies to address these problems. Police will set crime reduction targets in accordance with the Government's Crime Reduction Strategy to provide focus on the results sought.

Table 4 Key objectives to be achieved in crime reduction
Outcome	Objective or Milestone to be achieved	Measured by
Increased Personal Safety	Implement strategies to address national crime priorities of: Violent crime Youth Crime Organised Crime Burglary Implement strategies to address vehicle crime in accord with Government's Crime Reduction Strategy	Crime victims satisfaction with Police services,with a result equal to or better than 84% A reduction in violent crime per 10,000 population Percentage of dwelling burglaries resolved Percentage of other burglaries resolved Percentage of all property offences resolved A reduction in burglaries per 10,000 population Percentage of unlawfully taken vehicles resolved A reduction in recorded unlawfully taken vehicles per 10,000 vehicles Reduction in overall recorded crime Increase in overall resolved offences
Increased capability to deal with crime issues in Auckland	Implement Government's budget initiative addressing Auckland crime issues	Implementation of the resource as funded
Crime prevention and crime reduction through problem solving and Intelligence led policing	Build intelligence capability to enhance the focus on national and local strategic priorities Improved outcomes from partnerships Implement strategies that enhance relevant partners capabilities	The implementation of Intelligence capability subject to the Effectiveness of Intel Review referred to in Key Priority 4. The implementation of risk targeted (directed)patrol planning Districts will identify key partnerships aligned with the Police Strategic Plan by 31 December 2002 Develop a National Community Engagement Model by 31 December 2002

Key Priority 4:Develop Police Capability

This key priority focuses on building an organisation that is recognised as effective and highly capable, known for its integrity, and acknowledged as a leading state sector organisation.

In particular,Police seek to:

• Understand and build better community responsiveness,
• Develop performance and management accountability through the implementation of the Police Human Resources Strategy, which seeks to create an environment that is focussed on developing staff capability and diversity.

Community Policing will remain the dominant style in an environment that seeks flexibility in resource deployment to ensure service delivery meets the demand of a changing New Zealand demographic profile.

Police objectives in regard to building police capability in 2002/03 (identified in Table 5) are drawn from the Police Strategic Plan.

Table 5 Key objectives to be achieved in building police capability building police capability
Outcome	Objective or Milestone to be achieved	Measured by
Improving organisational capability to better respond to crime and community safety issues for Màori	Build dedicated resources across districts and at a national level to guide, inform and develop cultural understanding. Introduction of sponsored training opportunities in tikanga Màori aimed at developing a more responsive police service. Continue to build on models of engagement that focus police resources on addressing issues of social inequity by bringing the voice of Màori into police decision making Address the recommendations of the Te Puni Kokiri review of police's Màori Responsiveness Plan 5 Recruitment of Màori into police to develop a more proportionate representation	The numbers of staff in dedicated positions compared to 2001/02 Implementation of training courses The number of staff receiving training in tikanga Màori. Maintenance or growth in Màori Focus forum and district advisory boards The number of District's and Police National Headquarters focus forums or advisory board meetings/ hui held as compared to 2001/02 Recommendations addressed (the list of recommendations and action taken will be reported in the Annual Report) Achievement of targets set for representation in 2005: 2.5%of sworn staff shall be Màori
Improving organisational capability to better respond to crime and community safety issues for Pacific peoples	Recruitment of staff from the Pacific into police to develop a more proportionate representation Continue to build on models of engagement that focus police resources on addressing issues of social inequity by bringing the voice of Màori into police decision making	Achievement of targets set for representation in 2005: 7%of sworn staff shall be Pacific Maintenance or growth of Pacific Community Reference Groups.
Capability that meets demand	Development and implementation of staff developmental training courses that focus on improving the leadership and management capailities of our staff The development of a more sensitive resource allocation model Improve police knowledge management with a particular emphasis on Intelligence-led policing	Increase the number of supervisor level training courses in the 2002/03 year as compared to 2001/2002 Develop a competency model for skill development by 31 December 2002. Enhance opportunities for external and internal secondments Implementation of strategies that align resources to strategic priorities Review the effectiveness of Intel capability nationally by June 2003 Implement key Information Technology priorities identified in Information Services Strategic Plan
Organisational integrity	The development of a code of conduct for sworn Police to align with the existing non-sworn code of conduct	Development of a Sworn staff code of conduct by December 31 2002
Community Policing as the dominant operating philosophy	Improved outcomes from partnerships Implement strategies that enhance relevant partners capabilities	Districts will identify key partnerships aligned with the Police Strategic Plan by 31 December 2002 Develop a National Community Engagement Model by 31 December 2002.

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Table of contents

• Policing Vision
• Statement of Responsibility
• Part A - Introduction and Highlights
• • Outline of Objectives for Vote: Police
  • Policing and the Treaty of Waitangi
  • Police Pacific focus
  • Linking the Police Strategic Plan to other Government Strategies
  • Police Key Priorities for 2002/03
• Part B - Forecast Financial Highlights
• • Statements of Financial Performance
  • Departmental Output Classes
  • • Output Class 1 - Policy Advice and Ministerial Servicing
    • Output Class 2 - Policing Support to the Community through Partnerships,Education,Crime Prevention and Youth Programmes
    • Output Class 3 - Directed Patrol Activities
    • Output Class 4 - Police Primary Response Management
    • Output Class 5 - Case Management
    • Output Class 6 - Case Resolution
    • Output Class 7 - Enforcement of Court Orders
    • Output Class 8 - Custodial and Escort Services
    • Output Class 9 - Public and Personal Security
    • Output Class 10 - Vetting and Firearms Licensing
    • Output Class 11 - Lost and Found Property
    • Output Class 12 - Road Safety Programme
• Part C - Other Information
• • EEO
• Appendix A - National Targets
• Appendix B - Explanations and Definitions
• Appendix C - Summary of Surveys

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Download full report

• Departmental Forcast Report 2002 PDF
  88 pages, 262K