New Zealand Police Statement of Intent 2004/2005
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G.6 SOI(04)
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G.6 SOI(04)
New Zealand Police
Statement of Intent 2004/2005
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.'
Presented to the House of Representatives pursuant
to section 34A of the Public Finance Act 1989.
ISSN 1176-2497
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.
2
Foreword
Making New Zealand a safer place to live is the key aim of
Government and Police as described in this Statement of
Intent.
The Government has made substantial improvements in the
justice sector and is placing greater emphasis upon community
safety. Legislation has improved the rights of victims and
increased opportunities to be involved in the justice system.
In particular, Government has supported Police in focusing
resources on reducing burglary and making the roads safer.
Together, our future commitment is to build on the progress
already made and further improve the safety of New
Zealanders by ensuring justice sector agencies work more
cohesively.
Key work includes:
·
ensuring communities are adequately protected from crime through a whole-
of-government response that fits within the framework of the Crime Reduction
Strategy. This means a strong focus on stopping increases in violence,
burglary, vehicle crime and organised crime; and
·
improving the safety of New Zealanders through making the roads safer
and addressing national security concerns.
The following document outlines the medium-term outcomes sought and the
strategies put in place by the Government and Police to facilitate this. It also
sets out the advice and services the Commissioner of Police has agreed to deliver
to enable the achievement of these outcomes.
The work of Police, together with the support of Government, partner agencies,
local government and the many non-government and volunteer organisations
will achieve:
Safer Communities Together Te Whakarurutanga.
Signed
Signed
3
Crime Crash
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
Crime & Crash
Focus on 2004/2005 Priorities
"Crime and Crash Reduction"
Outcomes
Key Interventions
Reduce Violence
Mäori
(including family violence)
Pacific Peoples
Reduce Burglary
Young Persons
Reduce Vehicle Crime
At Risk Families
Reduce Organised
Drugs and Alcohol
Criminal Activity
Ethnic Responsiveness
Increase National Security
Enhance Road Safety
Police Performance Framework
Strategic Management
Operational Management
Resource Management
· Understanding community
· Reducing overall crime
· Maintaining a capable
safety needs
workforce
· violence (including
· Identifying priorities
family violence)
· Maintaining staff wellness
· burglary
and safety
· Engaging the community
· vehicle crime
· Enhancing diversity
· Developing effective
· organised crime
strategies and plans
· Increase national
· Achieving sound financial
management and
· Implementing plans
security
internal control
· Monitoring progress and
· Enhance road safety
measuring results
· Increasing resolution rate
· Making improvements
· Timely response
· Maintaining high
· Developing Intelligence
standards of ethical
capability
behaviour and integrity
· Maintaining high levels of
public trust and
confidence
Purpose
This 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.
For further information visit www.police.govt.nz
The Statement of Intent is divided into three parts:
1
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 the explanations
of how the various activities and services of Police contribute
to the outcomes sought by Government.
2
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 Service Performance
that meets the requirements of the Public Finance Act 1989.
3
Part Three describes the Equal Employment Opportunities Plan
for 2004/2005.
Part 1
Strategic Context for Policing
Police recognises it needs to focus on priorities to best utilise its resources, at the same time as
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
response to terrorist threats whilst responding to calls for traditional crime and safety services.
Police also needs to incorporate into its priorities other government strategies, for example,
the national road safety strategy, youth offending strategy, and crime reduction strategy. 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 grow by 9.5 percent from the 2001
Census figures to 4.248 million by 2011. A rising population is likely to lead to rising demand
for Police services.
Our population will also be increasingly diverse, with high growth in the number of young
Mäori and Pacific people, and increasing immigrant populations. Race relations and cultural
diversity tensions surface as flash points. Some ethnic groups are disproportionately
represented in offending, conviction and victimisation rates.
The age profile of New Zealanders will change as the population bulge of `baby boomers' born
from 1945 to 1965 grows older, and reductions in fertility rates mean that in the longer term
the number of children and young people will decline. However, the number of young people,
defined as those between 15 and 24, will rise until about 2010. Because the median age profile
of Mäori and Pacific peoples is younger than for others, Mäori and Pacific peoples will form a
much greater proportion of young people.
Eighty four percent of children in 1986 were living in two-parent families. This reduced to 73
percent by 2001. Within households with children, there has been a long-term trend of family
breakdown, resulting in the rise of one-parent families.
The Economy In June 2003, New Zealand's growth was 4.4 percent, unemployment was 5
percent, inflation was 2.5 percent and the current account deficit was 4 percent of Gross
Domestic Product (GDP).
Despite the economic growth, there is still income inequality, and unemployment continues to
affect certain groups in society disproportionately. Mäori and Pacific peoples are more likely
than Pakeha/European to be unemployed. Young people leaving school with no qualifications
are also at high risk of poor social outcomes, including unemployment, poor health, low
incomes and criminal activity and victimisation.
New Technology Crime The increasing uptake of technology by criminals means some types
of crime can be committed faster and with a greater degree of anonymity. Personal computer
access is forecast to be over 50 percent of the general population in the next few years and
mobile telephone ownership is already beyond 50 percent of the population. New legislation
to cover technology-related offences creates new responsibilities for Police. New technology
also increases opportunities for Police to improve its information management and investigation
practices and develop a more sophisticated Intelligence capability.
Recidivism Repeat offending is a major concern. Forty-nine percent of the people released
from a public prison in 1998/1999 were reconvicted within 12 months, and almost 59 percent
were reconvicted within two years. 1
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1 Department of Corrections: Recidivism Index 2002-2003 Annual Report.
Public Confidence in Police Public trust and confidence in Police, and general public
satisfaction with Police, show a reasonably stable trend over the past five years. Police is the
Government's primary provider of public safety services. It must ensure that both it and its
members are perceived as professional, competent and trustworthy to attract and retain a high
level of public confidence.
Alignment with Government Goals and Justice
Sector Outcomes
Police's strategic direction is consistent with government goals, and the justice sector outcomes:
Safer Communities and A Fairer, More Credible and More Effective Justice System.
The Government's crime reduction strategy sets out priority crimes and priority interventions for
crime reduction. These priorities provide the focus for the justice sector's intermediate level
outcomes:
·
reduced violence
·
reduced family violence
·
reduced burglary
·
reduced theft of and from cars
·
reduced offending by Mäori
·
reduced youth offending
·
reduced serious traffic offending
·
reduced organised crime.
The priority intervention points presenting opportunities to lessen criminal offending within the
strategy are:
·
youth
·
victims
·
at risk families
·
alcohol and drug abuse
·
Mäori
·
Pacific Peoples.
Other key intervention rationale is focused on:
·
high volume crimes and crimes that have a disproportionate effect on victims and/or the
community
·
patterns of criminal offending where New Zealand compares unfavourably with
international experience
·
crimes that offer the scope to intervene cost effectively.
Police Support to Achieve the First Justice Sector Outcome -
Safer Communities
Police primarily contribute to the first of the two sector outcomes - safer communities. Police
has invested significantly in crime fighting technology, training and partnerships that contribute
to crime reduction in the specific outcome areas. The 2004/2005 year will see Police further co-
ordinate practical policing approaches with proven crime reduction actions to focus on violence,
burglary, vehicle crime and organised crime. Within these crime types Police will focus
specifically on Mäori, Pacific peoples, young people, at risk families and offenders involved in
alcohol and drug abuse.
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Public security issues continue to loom large on the global stage with the threat to regional
security and stability from political unrest and terrorist actions becoming more apparent in our
part of the world. These events require Police to provide professional responses that give
confidence and assurance to citizens and the business 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.
Police Support to Achieve the Second Justice Sector Outcome -
A Fairer, More Credible and More Effective Justice System
The justice sector has agreed four intermediate outcomes contributing to the second Justice
Sector End Outcome. Of these, Police contribute most directly to the Sector Intermediate
Outcome: "Improved public confidence in the police, judiciary and other justice institutions".
Police integrity is vital for maintaining citizen confidence in policing and the rule of law. A wide
range of Police activity supports the community safety, crime reduction and road safety
outcomes, for example professional standards services, prosecution services and support to the
Courts. Police also provide services in support of other agencies' outcomes. These services
include the custody, escort and security of people on behalf of the Ministry of Justice and
Department of Corrections, a variety of services on behalf of the Ministry of Health, and
education services to schools in conjunction with the Ministry of Education.
Where possible, Police seeks partnerships to strengthen the effectiveness and efficiency of its
services and to reinforce community confidence in the rule of law and government services. In
this regard the strengthening role in the social agenda from local government provides new
opportunities for Police to augment services with local government agencies in a way that will
give citizens increased confidence that local and central government services are truly
integrated.
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 Classes. These
relationships are illustrated in the diagram that follows:
Relationship of Police Outcomes and Key Interventions to Justice Sector Intermediate
Outcomes
JUSTICE SECTOR
POLICE
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
Maori Responsiveness
Reduced Youth Offending
Young People
Reduced Serious Traffic Offending
Enhanced Road Safety
Ethnic Responsiveness
Reduced Organised Crime
Reduce Organised Crime
Increase National Security
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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
Crime Reduction & Community Safety
Police
Strategic
Goals
Reduce
Reduce
Reduce
Reduce
Increase
Enhance
Violence
Burglary
Vehicle
Organised
National
Road Safety
Crime
Criminal
Security
Police
Activity
Ensuring
Outcomes
With a specific focus on:
Criminal assets, preparedness,
Urban roads
Part One
young people, at risk families, drugs and
drug importers, strengthening
rural roads
Information
alcohol, Maori and Pacific Peoples and Ethnic
manufacturers
partnerships
and state
responsiveness
and dealers
and developing
highways
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:
Policy Advice and Ministerial Servicing, General Crime Prevention Services, Specific Crime
Output
Prevention Services and Maintenance of Public Order, Police Primary Response Management,
Classes
Investigations, Case Resoultion and Support to Judicial Process, Road Safety Programme.
Measuring
Describes the quality, quantity, timeliness and cost of outputs
Part Two
Effectiveness
Information
Costs
forecast output class costs
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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:
·
reduce violence
·
reduce burglary
·
reduce vehicle crime
·
reduce organised criminal activity
·
increase national security
·
enhance road safety.
In carrying out these activities Police maintain relationships with a wide range of government
agencies as well as local government, non-government organisations and community groups.
To some extent the division of police work between the six outcomes is artificial and there is
integration and overlap within Police outcome focus areas, the intervention points and the
delivery of output classes.
The six key intervention points for policing services, are as per the Government Crime
Reduction Strategy:
·
Mäori
·
Pacific peoples
·
young people
·
at risk families
·
drugs and alcohol
·
ethnic responsiveness.
One characteristic that trends through each of the outcomes and intervention points is
"victims". Reducing victimisation is a key focus in each of these priority areas and the crime
reduction model on page 13.
The operational and capability strategies are inter-dependent. At times the separation of
activities is one of form not substance. However, this is required to provide a clearer view of
exactly what is being purchased and a firmer basis for performance measurement.
Police has in place a suite of business plans to guide operational staff in districts and the
development of district business plans. These plans include strategies for:
·
violence reduction
·
burglary reduction
·
vehicle crime reduction
·
organised crime
·
national security
·
road policing
·
Haere Whakamua - Mäori responsiveness
·
Pacific peoples responsiveness
·
youth responsiveness.
Supporting these operational strategies are organisational capability strategies which are also
important in contributing 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
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prosecutions service centre
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·
community engagement model.
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 Model2
The New Zealand Crime Reduction Model provides a consistent, integrated and cohesive
approach to reduce crime and victimisation.
The model was developed with assistance from leading international researchers and
practitioners in crime reduction. Attaining sustainable crime reduction and community safety
requires continued emphasis on building proactive capability within the Police. Strategic
partnerships with other government agencies, local government, iwi, ethnic communities,
business 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 impacts on the crime environment. To be successful in crime reduction each
part of the model must be operating effectively.
New Zealand Crime Reduction Model
Criminal
environment
Interpret
Impact
Intelligence
Decision-makers
Influence
Applying the Crime Reduction Model to Police Operational Activities
Police is organised into twelve districts, 52 areas and 12 service centres and the Office of the
Commissioner. A whole of policing approach is key to the successful application of the Crime
Reduction Model. The explanation of the model that follows incorporates an explanation of the
means by which Police are implementing this model nationwide.
About the Parts of the Model
Interpreting the criminal environment
Information about crime is now being interpreted using crime science and problem analysis to
assess practical ways to disrupt crime. These assessments focus Police attention on crime
problems that have the highest impact on criminal offending rates. This includes developing
intelligence on crime prone areas (hot locations), crime prone commodities, repeat victims (hot
victims), and active offenders (hot offenders).
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2 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
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justice, No 248.
Influencing decision makers
Discussion between Intelligence staff and
Hot victim
decision-makers about intelligence and
crime problems forms an essential part of
the crime reduction model. These
discussions involve strategic crime reduction
An analytical
paradigm for
meetings and tactical meetings. Strategic
police action
crime reduction identifies initiatives to be
Proactive
taken with crime and crash reduction
actions
partners and priorities for staff and resource
deployments. Tactical deployments focus on
Hot locations
prompt proactive action to manage
Hot offender
times &
commodities
hotspots, target known active offenders and
take other crime prevention initiatives.
Decision makers having a focused impact
Crime reduction results from decision-makers in Police and the community taking action to
reduce the opportunities for crime to be committed. Effective use of well directed Police
activities along with crime prevention through environmental design, licensing control, and
other tactical mechanisms have been shown (internationally and within NZ) to help reduce
crime. Evaluation of what tactics worked and what didn't is critical to continuous improvement.
Police's Organisational Development Focus for
2004/2005 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
Better Community Participation Achieving crime reduction and enhancing community safety
requires the ongoing participation of residents and visitors in communities. A community may
be based around a certain territory, such as a neighbourhood, or it may be based around a
common identity, interest or purpose.
Ready access to Police services and confidence in Police are clearly important for all communities.
Police interaction with communities will be characterised by strong relationships and will not be
determined by the extent of localised resources.
Enhancing Police Capability and Proactive Readiness to Respond While Police activity is
described in the output plan, there is a certain level of preparedness, training and development
that is required to assure Government and the community of a safe community. For the
2004/2005 period Police is focusing on developing a whole-of-policing approach to crime and
crash reduction and increasing community safety at strategic and tactical levels.
Capability
Developing Leadership and Management Competencies All Police staff have a leadership
role in their communities. Developing Police leadership and management competencies for
those with responsibility for leading Police to reduce crime and enhance community safety is
required. Police have developed a Competency Framework that includes core values and
behavioural based competencies. These are being integrated into a wide range of processes.
The Leadership Framework is currently under development - this builds on the Competency
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Framework. The development of these frameworks in Police will lead to improvements to the
recruitment processes, staff selection and appointment processes, performance management
processes, succession planning, professional development and organisational learning.
Enhancing Problem Solving, Intelligence Services and Evaluation Activity A problem
solving approach is at the heart of Police's strategy to reduce crime and crashes. 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.
The challenge for Police is to gain greater effectiveness from its investment in intelligence to
support its strategic goals, and focus its resources on the areas on which it can impact, and
understand the issues which it can influence.
To do this Police will increasingly focus on intelligence-based policing. This approach contends
that before Police and community resources are committed to address identified problems.
Police practices should be evaluated to see what works best to encourage continuous
improvement.
Police Staff Diversity Police recognise the need to build their diversity and skills to better
reflect the community. The resident population of New Zealand shows that females comprise
slightly more than 50% of the general population. The Mäori community represents
approximately 14.5% of the general population, Pacific peoples represent 5.6% of the general
population, and the Asian community is growing significantly. Currently 11.1% of Police staff
identify themselves as Mäori and 4.0% as Pacific peoples, and of sworn staff 15.4% are women.
Integrity
Police Integrity and Professional Standards 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 needs to maintain the highest standards. Behaviours and
attitudes that undermine that support and confidence are unacceptable and will be treated very
seriously by Police.
Maintenance of an investigative capability to undertake complaints against Police on behalf of
the independent Police Complaints Authority is critical. Police have a commitment to being a
learning organisation. A critical part of Police's commitment to improvement is learning about
changes in Police conduct through analysis of complaints against Police. Police is committed to
both thoroughly investigating complaints on a case by case basis and analysing complaints to
identify risks and challenges. This analysis includes identifying problems with Police culture and
behaviour in addressing those issues. The aim is to ensure an open and transparent Police
organisation that focuses on the future and on continuous improvement.
Organisational Performance
Police is committed to identifying ways to achieve sustained improvements in organisational
performance. This long-term process involves strategically aligning performance measures with
crime and crash reduction and community safety outcomes.
Police uses a structured process that follows a continuous improvement cycle of planning.
This includes 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, identification
and mitigation of risks, and internal auditing, Police monitors progress and improves
policing performance.
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Monitoring and Measuring Police Performance The Board of Commissioners performance
forums with Police Managers discuss progress in addressing policing priorities locally and review
progress against targets for volume crime and road policing.
Improving Police Performance Police focus for performance improvement is the identification
and ongoing monitoring of performance strengths and areas for development. During
2004/2005, Police will continue to develop methods for identifying and disseminating
operational and management practices that work in reducing crime and increasing safety as well
as a system for benchmarking performance, including NZ Police's participation in an
international benchmarking project undertaken by the British Home Office. It also involves
understanding and assessing the drivers of Police performance that impact on desired outcomes.
Police Performance Framework Police's Performance Framework encompasses the key
dimensions that contribute to developing high performance policing and achieving strategic
objectives: strategic management, resource management and operational management.
Sector and Police Outcomes
Strategic Management
Operational Management
Resource Management
· Understanding community
· Reducing overall crime
· Maintaining a capable
safety needs
workforce
· violence (including
· Identifying priorities
family violence)
· Maintaining staff wellness
and safety
· Engaging the community
· burglary
· vehicle crime
· Enhancing diversity
· Developing effective
· organised crime
strategies and plans
· Achieving sound financial
· Increase national security
management and
· Implementing plans
internal control
· Enhance road safety
· Monitoring progress and
measuring results
· Increasing resolution rate
· Making improvements
· Timely response
· Maintaining high
· Developing Intelligence
standards of ethical
capability
behaviour and integrity
· Maintaining high levels of
public trust and
confidence
Resource Deployment
Improving Resource Allocation, Rostering and Deployment For best effect Police focuses
its staff and resources on attaining strategic goals of crime reduction and enhancing community
safety. Police also recognise the benefit of balancing reactive and proactive policing by further
improving the effectiveness and efficiency of strategic, tactical and operational processes.
Currently staff are allocated by a process distributing one third of sworn staff resource to
strategic priority areas and two thirds based on district population. Work on developing a
resource allocation model is well advanced. The model will consider multiple factors and provide
a more sensitive tool for matching resources to demand.
Resource Targeting Police focuses resources on core operational policing to increase safety
and reduce crime. Police prioritise targets on recurring crime and safety problems, recidivist
offenders, repeat victims, and high impact and high volume crimes.
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Management of Key Risks
Police manages risk in accordance with the Australia New Zealand standard on risk
management AS/NZS 4360:1999. The framework has been in place for six years and is
monitored by an audit committee and the Commissioners. The table below outlines the
mechanism used for identifying, prioritising and managing risks.
Key Capabilities
Key Risks Identified
Mitigation
Leadership and
Focused and quality information about
Intelligence development, training in
Management
crime problems to support decision making.
districts and technology.
Improved processes of information creation
and distribution.
Staff and skills
Performance management.
Enhancing performance framework and
processes.
Crime
Lack of capability and capacity to
Building Police capability that takes a whole
Prevention
proactively reduce crime.
of policing approach to proactively
reducing crime.
Community
Non-participation of communities, or parts
Relationship building at Area level with
Participation
of communities, in working with the Police
identified parts of those communities not
to reduce crime and enhance community
participating with the Police.
safety.
Resource
Staff and resources not sufficiently targeted
Improvements to strategic, tactical and
Deployment
on attaining crime reduction and
operational processes at Area level.
community safety priorities.
Counter
Impact of transnational crime (including
Capability building in counter terrorism to
Terrorism
terrorism) on capacity to deliver regular
mitigate potential events.
Investigation
policing services.
Safety and
Prisoners in custody.
National Custodial Improvement Plan.
Security
Workplace hazards.
District OSH Committees and focus groups.
Indicators
For 2004/2005 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 part of the work 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 low reporting rates. In addition there are many other factors that might
affect the willingness of people to report violence:
·
fear of retribution
·
lack of trust in Police
·
concern that a partner will be taken from them
·
guilt over their part in any incident
·
the violence was trivial (in the perception of the victim).
This list is not exhaustive, but is sufficient to present a picture of a complex societal problem
that is poorly suited to simple examination by analysing recorded crime statistics alone.
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The outcome focused approach demands a reduction in `actual' violence in society, not simply
a reflection of the total count of reported and recorded violence. Reference to common sector
indicators is a tool that will assist sector agencies in identifying changes that may have
implications for their individual, or collective programmes.
The tables that follow detail the actions being taken to address priority outcome areas and key
interventions.
Police Outcome: Reduce Violence
Violence includes family violence, sexual crimes and street disorder.
Background
Violence and Sexual Attacks make up 10% to 12% of all recorded crime. Over 80% of
Information that
reported violence occurs in private homes or public places.
Supports the
The New Zealand National Survey of Crime Victims 2001 (NZNSCV 2001) suggests there
Intervention
was very little change between 1996 and 2000 in the estimated number of victimisations. It
Logic
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 and those people or
places subject to repeat 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 Community Violence Strategy 2004 and Te Rito (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
The complexity of outcome indicators for violence has been outlined earlier in this
Crime Trend
document. For 2004/2005 Police statistics on violent crime provide an indicator of the
Indicator
trends in recorded crime per 10,000 population. Police are conscious that the volume of
reported crime can increase as people's tolerance of crime decreases. In such a
circumstance an increase in reported crime may not indicate an increase in crime, only in
reporting. 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.
NEW ZEALAND POLICE
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Specific
Homes
Streets
Schools
General
Intervention
Programmes
Proactive
Target repeat high-
Develop and
Support "Kia
Violence analysis
risk offenders
implement plans
Kaha" anti-bullying
and intelligence
through risk
consistent with
programme
capability to
assessment models
Government's
identify repeat
Support "Keeping
Target repeat
Community
offenders and
Ourselves Safe"
victims (people and
Violence Strategy
repeat victims
locations) through
2004, including the
Personal safety
Violence reduction
Intel-driven
four areas of action:
programme (which
and risk training
policing
includes age-
· public and
appropriate family
for staff to identify
Deployment of
community
violence and
precursors to
District family
awareness
relationship
violence
violence co-
· alcohol and
material)
National violence
ordinators
public places
reduction
Family violence
· crime prevention
partnerships
policy
(such as
Violence research
Support and
identifying
and risk
participate in Te
trouble spots
assessment
Rito (Family
suitable for
programme(s)
Violence
closed circuit
Prevention Strategy
television,
2002) Programme
enhanced
Sexual offence
lighting and
investigation policy
urban redesign
(CPTED) )
· sexual offending
(non-family
violence related)
Liquor licensing
support to local
authorities to
identify problem
alcohol outlets and
promote safe use
of alcohol
Reactive
Child Abuse Teams
Special Tactics
Work in the
Family Safety
Group
organised crime
Teams
Sexual Abuse
area to reduce
Teams
gang violence and
drugs
Key partners and government strategies that Police work with to reduce violence include:
· Victim Support, Women's Refuge, Ministry of Justice, Child Youth and Family, Ministry of Health, Courts,
Corrections, Ministry of Social Development, Ministry of Education, Safer Community Councils, local authorities
· Government's Crime Reduction Strategy, General Violence Strategy, Te Rito (Family Violence Prevention Strategy),
Kia Kaha programme.
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Police Outcome: Reduce Burglary
Burglary includes dwelling burglary and commercial burglary.
Background
Burglary is a high volume crime, making up 10-15% of all recorded offences in New
Information that
Zealand. It can have a significant impact on victims.
Supports the
Research shows that many burglars are prolific offenders and many premises/victims are
Intervention
burgled more than once. Such repeat premises/victims often exhibit attributes that raise
Logic
the risk of their being burgled. These attributes can generally be addressed.
Recorded Crime
Although there are a range of sources for statistics on burglary within the Justice and
Trend Indicator
Insurance sectors, Police recorded crime statistics are likely to be a good indicator of the
level of burglary in society as insurance companies generally require a police report before
accepting insurance claims. This means that with this type of offending there is less need
to look to statistics derived from surveys, which are prone to subjectivity and sampling
errors. Police statistics provide a trend measure that relies on relatively consistent
definitions, and a complete record of validated reported crime.
Specific
Offenders
Locations
Victims
Methods/
Intervention
Commodities
Programmes
Proactive
Target repeat
Target hardening
Community crime
Create partnerships
offenders
and crime
prevention
with industry to
Bail curfew checks
prevention through
Reducing
make goods harder
environmental
to steal or resell
Encourage criminal
revictimisation
design (CPTED)
informers
through support to
Hardening the
support with local
target hardening
second-hand
authorities
goods market
Crime mapping
Raise social
analysis
intolerance to
Support
stolen property
"Neighbourhood
Working with
Support"
second-hand
dealers, and
targeting
unlicensed dealers
Reactive
Cell interviews
Directed patrol
Supporting repeat
Burglary law
activity (DPR)
victims through
enforcement teams
Scene of crime
Victim Support
(LET)
officers (SOCO)
Services
and forensic
analysis work
Key partners and strategies that Police work with to reduce burglary include:
· Neighbourhood Support, Safer Community Councils, Insurance Council, private security companies, Ministry of
Justice, Crime Prevention Unit
· Government's Crime Reduction Strategy and the Crime Prevention Unit's Target Hardening Strategy.
NEW ZEALAND POLICE
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Police Outcome: Reduce Vehicle Crime
Vehicle crime includes the theft of cars, theft from cars, interference with cars and conversion of cars.
Background
Vehicle crime comprises nearly 18% of recorded offences.
Information that
Public surveys indicate that theft from cars, and interference with cars are significantly
Supports the
under-reported and/or under-recorded.
Intervention
The incidence of vehicle crime is high in New Zealand compared with overseas.
Logic
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
Specific
Offenders
Locations
Victims
Methods
Intervention
Programmes
Proactive
Target repeat
Target hardening
Community crime
Create partnerships
offenders
and crime
prevention advice
to influence
Bail curfew checks
prevention through
Reduce
regulatory and
environmental
legislative change
Encourage criminal
revictimisation
design (CPTED)
(such as with
informants
through support to
support to local
target hardening
industry to require
authorities
vehicle
Crime mapping of
immobilisers or the
hot spots
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
Support repeat
Vehicle crime law
reports (DPR)
victims through
enforcement teams
activity
Victim Support
(LET)
Scene of crime
Services
officers (SOCO)
and forensic work
Key partners and strategies that Police work with to reduce vehicle crime include:
· Neighbourhood Support, Safer Community Councils, Insurance Council, private security companies, vehicle
industry groups and importers, Ministry of Justice, Crime Prevention Unit, local authorities, Land Transport Safety
Authority, Ministry of Transport
· Government's Crime Reduction Strategy.
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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
Organised crime attracts a high level of public and political concern and international
Information that
efforts to combat it. Reducing organised criminal activity requires specialised approaches
Supports the
and lengthy investigations because of the sophisticated and organised nature of the
Intervention
experienced criminals involved.
Logic
The demand for illegal drugs, goods and services negatively affects the benefits of
standard policing approaches that focus on individual offenders. Thus, the disruption of
the market for illegal drugs and goods, the dismantling of crime groups and the
prevention of entry by young people into organised crime groups hold the best chance
for long-term success. Investigating the money trail of organised crime and seizing assets
and crime money are significant impediments to organised crime because they attack
their profit motive. Developing Police electronic listening and tracking capability is
required to penetrate modern means of communication used by organised crime groups.
Recorded Crime
Indicators for the complex area of Organised Crime are being developed jointly with the
Trend Indicators
Ministry of Justice. For 2004/2005 Police statistics of the number of interception warrants
obtained and the number of clan labs closed provide an indication of the resources that
Police apply to this issue, and the impact of that resource.
Specific
Victims
Offenders
Locations
Methods/
General
Intervention
Commodities
Programmes
Proactive
Support
Informers
Technical
Port and
National
victims
programme
support unit -
border
Bureau of
through
Undercover
electronic
security
Criminal
Victim
programme
tracking and
Financial
Intelligence
Support
recording
Electronic
Intelligence
Interpol
services
crime forensic
Unit
Combined
services
Cannabis
Law Agency
eradication
Group
programme
Identity fraud
project
Crime policy
work
Reactive
Witness
Witness
Removing
Surveillance
Drug squads,
protection
protection
gang
programme
organised
programme
programme
fortifications
Proceeds of
crime squads,
Forensic
crime units
and fraud
identity
squads
Clandestine
services (DNA,
laboratory
fingerprints)
teams
Key partners and strategies that Police work with to reduce organised criminal activity include:
· New Zealand Customs Service, New Zealand Immigration Service, Ministry of Fisheries, Security Intelligence
Service, Serious Fraud Office, Department of Internal Affairs, Ministry of Foreign Affairs and Trade, Ministry of
Justice, Crime Prevention Unit, Council for Security Co-operation Asia Pacific, Financial Action Task Force, Asia
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Pacific Group on Money Laundering, Pacific Islands Forum, various Australasian and international officials
22
committees on transnational crime
· Government's Crime Reduction Strategy, Drug and Alcohol Strategy.
Police Outcome: Increase National Security
Increasing national security includes strengthening partnerships, ensuring preparedness and
developing capability in New Zealand and in our region.
Background
The threat from terrorism is real. Terrorist group activity, with links to transnational criminals,
Information that
is known to exist in our region and directly threatens the safety of New Zealanders. Failure
Supports the
or decay of state systems and development prospects in countries in the Pacific raises
Intervention
significant direct and indirect risks for New Zealand.
Logic
Recent direct terrorist threats to public safety within New Zealand and to foreign missions
in New Zealand underscore the necessity for a comprehensive Police response.
Trend Indicators
National security requires constant interaction between many agencies both within New
Zealand and internationally. Cumulatively this work increases national security and
reduces the likelihood of events that threaten national security. Given its complexity, the
very low volumes of events involved, and the variability in the implications of different
events, it is more appropriate to provide a commentary at the end of each year on any
public events that have had national security implications than to provide a numeric
indicator.
Specific
Detect
Prepare
Prevent
Protect
Respond
Recover
Intervention
Programmes
Proactive
Intelligence
Security
Eliminating
Providing
Providing an
Ensuring
capability in
policy advice
terrorists'
defences
effective
remediation
New Zealand
Threat
means or
against
response to
of incident
and overseas
Assessment
ability to pose
terrorist
terrorist
sites,
Overseas
Unit
a threat
attacks
threats
restoring
liaison posts
infrastructure
Multi-lateral
Financial
Departmen-
Police role
and
Identifying
and bi-lateral
Intelligence
al security
on Officials
mitigating
terrorist
Commissioner
Unit (FIU) role
liaison role
Committee
long-term
capabilities
forums
in prevention
for
threats
and
of terrorist
Domestic
South Pacific
providing
financing
and External
Chiefs of
warning of
Security Co-
Police
Supporting the
threats
ordination
Conference
Government's
Pacific Security
(ODESC)
Pacific Islands
Strategy to
Forum
develop more
Regional
capable
Policing
institutions in
Initiative
regional
countries
Reactive
Domestic and
Operational
off-shore
response to
response to
support
threats, attacks
regional
and crimes,
security
including crisis
(peace-
and
keeping and
consequence
investigation
management
support)
Special Tactics
Group
Specialist
Search Group
Key partners that Police work with to increase national security include:
· New Zealand Customs Service, New Zealand Immigration Service, Security Intelligence Service, Ministry of Foreign
Affairs and Trade, Ministry of Justice, Government Communications Security Bureau, Ministry of Defence, Council
for Security Co-operation Asia Pacific, Financial Action Task Force, Asia Pacific Group on Money Laundering,
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Pacific Islands Forum, various Australasian and international officials committees on terrorism and co-operative
security building measures.
23
Police Outcome: Enhance Road Safety
Road safety is core business for New Zealand Police. A total of 2.7 million police hours were
allocated for road safety related activities in 2003/04. These resources are provided through the
New Zealand Road Safety Programme (NZRSP) and make up approximately 23% of the total
Police budget. The resources are overwhelmingly focused on the reduction of road trauma
through proactive on-road enforcement.
Background
The focus by Police on road safety reflects the trauma and cost of road death and injury
Information that
borne by New Zealand. Even in 2002, which saw the lowest road toll in 40 years, 404
Supports the
people were killed and 6,670 hospitalised as a result of road crashes at an estimated social
Intervention
cost of three billion dollars. The causes of these deaths and injuries largely remain the same,
Logic
with speed, alcohol and non-wearing of restraints figuring most prominently. In addition,
numerous factors continue to create upward pressure on the road toll, e.g. increasing traffic
volumes and vehicle kilometres travelled, increasing numbers of heavy vehicles, increasing
disparity of vehicle size, increasing motorcycle ownership, tourism, drugs and increasing
numbers of vulnerable road users (cyclists, pedestrians, the elderly, and motorcyclists).
Recorded Traffic
Safety Trend
Indicators
Source: Motor vehicle crashes in New Zealand 2002 LTSA (plus provisional 2003 LTSA figures)
Specific
Urban roads, rural local
National commercial
Other
Intervention
roads and state
vehicle (CV) fleet
Programmes
highways
Proactive
· reducing excessive speed,
· CV surveillance and
· school road safety
drink and drug-driving,
investigation
education
and non-wearing of
· CV monitoring
· police driver training
safety restraints
· CV enforcement
· managing the speed
· reducing other trauma-
· CV safety inspections
camera programme
promoting offences (at
· processing and
intersections, on blind
· enforcing road user
adjudicating on
corners, crossing yellow
charges
infringements
lines, etc)
· providing advice to
· influencing road safety
· providing a visible road
heavy vehicle industry
policy
policing presence
· enforcement at
· promoting legislative
· using specialist road
weighbridges
review
policing groups (e.g.
· mobile enforcement
Highway Patrol,
· calibrating police
· monitoring compliance
Motorways Group, and
equipment
rates
Strategic Traffic Units)
· auditing police use of
· using Intelligence to
equipment
identify and target crash
· peer reviews
sites and the over-
· evaluating and
representation of ethnic
implementing
groups in road trauma
technological
· monitoring and regularly
improvements
reporting on performance
· working with other road
safety agencies to reduce
road trauma
· improving the safety of
pedestrians and cyclists
NEW ZEALAND POLICE
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· targeting serious recidivist
traffic offenders
Specific
Urban roads, rural local
National commercial
Other
Intervention
roads and state
vehicle (CV) fleet
Programmes
highways
Reactive
· responding to reports of
· carrying out emergency
· responding to urgent
poor road user
safety inspections
requests for road
behaviour
· attending and
policing related
· responding to reports of
managing CV related
information
road-related
incidents and
· prosecution of traffic
emergencies and
emergencies
offences
incidents
· managing emergency
scenes to minimise
disruption
· providing back-up to
other police units as
required
· assisting with crash
attendance and
investigation
Key partners and strategies that Police work with to enhance road safety include:
· Land Transport Safety Authority, Ministry of Transport, Accident Compensation Corporation, Transit New
Zealand, local authorities, Automobile Association and other driver or transport groups, vehicle industry
· Strategies that Police employ to enhance road safety include Government's Road Safety to 2010 strategy and NZ
Road Safety Programme.
Key Intervention: Responsiveness to At Risk Families
Background
Department of Child, Youth and Family research indicates that children from dysfunctional
Information that
families are at risk of poor outcomes generally, and serious persistent offenders tend to
Supports the
come from severely dysfunctional families.
Intervention
There are a range of factors that have a negative impact on the development of children
Logic
such as exposure to family violence, drug abuse, alcohol abuse, and general neglect. Police
must work in an environment of cross-agency identification and action to intervene early in
the process of children developing antisocial behaviours as a result of repeated exposure to
these negative factors.
International research shows that intervening early in the life of the child is cost effective
over the long term.
Police focus on care and protection and youth justice issues for the safety and wellbeing of children.
Specific
Organisational
Partnerships with other
Target policing
Intervention
capability to support at
services supporting
responses to at risk
Programmes
risk families
families
families
Proactive
Develop and implement
Enhance relationships with
Develop targeted
programmes that identify
key government and non-
initiatives to support at
at risk families
government family
risk families at high risk
Integrate at risk family
support service agencies
of victimisation
recognition into police
training and practice
Reactive
Police emergency response
to ensure early
intervention to protect
children and young people
Key partners and strategies that Police work with to enhance responsiveness to at risk families include:
· Ministry of Health, Ministry of Education, Child Youth and Family, Ministry of Social Development, Te Puni Kökiri,
Ministry of Pacific Island Affairs, Ministry of Youth Development, Ministry of Justice, Land Transport Safety Authority,
Office of the Commissioner for Children
NEW ZEALAND POLICE
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· Government's Youth Offending Strategy, Crime Reduction Strategy, General Violence Strategy, Te Rito (family violence
25
prevention strategy).
Key Intervention: Drugs and Alcohol
Background
Alcohol is a significant aggravator of crime, disorder and road trauma. Victimisation surveys
Information that
also indicate that misuse of alcohol is a powerful feeder of the fear of crime and crashes - for
Supports the
example, fear of being the victim of a drunk-driver. The link between alcohol misuse and
Intervention
violence is especially strong, with research consistently showing that the peak time for violent
Logic
offending is weekend nights in and around licensed premises. Internationally, alcohol is
associated with between 50 and 70 percent of all police work - be it dealing with street fights,
criminal damage, family violence, sexual assault, drink-driving, or having to take heavily
intoxicated people home or put them in custody. It follows that Police efforts to prevent and
deter alcohol misuse have significant potential to reduce (re-)offending and (re-)victimisation.
In terms of illicit drugs, there continues to be relatively widespread cultivation and availability
of cannabis plant material and cannabis oil. In recent years, New Zealand has also followed
global trends towards increasing use of synthetic drugs such as methamphetamine and
MDMA/Ecstasy. There has also been an increase in the importation of precursor substances
used to illegally manufacture synthetic drugs, especially pseudoephedrine and ephedrine. The
increase in domestic production of amphetamine-type substances like pure methamphetamine
(`P') is linked with organised crime groups, and is often linked to other social problems, such
as violence and property crime. Again, this suggests opportunities for Police to interrupt illicit
drug markets and supply networks, to prevent and reduce downstream harm.
Research indicates that alcohol and other drug treatment and counselling can reduce
(re-)offending, and are cost effective over the long-term. Police activities support the balanced
approach of the Government's National Drug Policy, where justice sector interventions around
supply reduction complement demand reduction and harm reduction activities.
Specific
Partnership
Prevention and
Enforcement
Capability
Intervention
building and
Education
building
Programmes
community
development
Proactive
Enhanced
Offering diversion
Develop targeted
Enhance alcohol-
relationships with
and alternative
initiatives for
related intelligence
partner agencies,
resolutions to first-
alcohol related
gathering systems
local authorities,
time offenders,
offending -
Develop capability
and drug and
where appropriate
especially focused
of liquor licensing
alcohol
Pilot the use of
on unlawful supply
officers to work in
organisations
arrest referral
to underage and/or
partnership with
Liquor licensing
schemes, to connect
intoxicated persons
local authorities and
support to partner
alcohol and other
Develop initiatives
health agencies to
agencies, to identify
drug-using
to focus on repeat
enforce the Sale of
problem alcohol
offenders with
offenders and
Liquor Act
outlets and promote
counselling/
high-risk locations
Develop `early
safer use of alcohol
treatment agencies
Enhance controls
warning' monitoring
Establish multi-
Provide education
to prevent
programmes to
agency services
programmes aimed
precursor chemicals
systematically collect
focused on alcohol
at increasing
being used to
intelligence about
and other drug
intolerance of the
manufacture illicit
drug use trends,
issues
misuse of alcohol
drugs
and links with any
Influence legislative
and other drugs,
particular types of
change, for instance
such as Drug Abuse
offences
highlighting
Resistance
Develop specific
opportunities to
Education (DARE)
capability to
strengthen powers
Highlight the role
respond to
to respond
model effect of
clandestine drug-
effectively to
healthy living
making laboratories
substance-related
through Police staff
crime and disorder
in schools
problems
NEW ZEALAND POLICE
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Specific
Partnership
Prevention and
Enforcement
Capability
Intervention
building and
Education
building
Programmes
community
development
Reactive
Where called upon,
Continue to
work with partner
prioritise
agencies to address
operational
local alcohol and
responses to
other drug
substance-related
problems (for
offences
example, if
Specifically target
appropriate,
illegal drug
supporting
manufacturers,
introduction of
importers and
liquor ban by-laws)
dealers
Key partners and strategies that Police work with in intervening on drugs and alcohol include:
· Ministry of Health, Ministry of Justice, New Zealand Customs Service, Ministry of Education, Ministry of Youth
Development, Environmental Science and Research Ltd, Alcohol Advisory Council of New Zealand, Local
Government New Zealand
· National Drug Policy, National Alcohol Strategy, Action Plan on Alcohol and Illicit Drugs, Methamphetamine Action
Plan.
NEW ZEALAND POLICE
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27
Key Intervention: Responsiveness to Young People
For the purposes of the youth strategy, young people are defined as all persons under 17 or attending school.
Background
At the present time youth commit 23% of all offences resolved.
Information that
The number of children and young persons in the general population, particularly Mäori
Supports the
and Pacific young people, is projected to increase significantly in the next few years.
Intervention
About half of all offending by youths is in the area of dishonesty.
Logic
Young people in New Zealand are more at risk of being victims of crime or road trauma
than they are at risk of offending.
Of all young people who offend, 82% commit only one offence and are dealt with by
Youth Aid diversions or alternative action.
The 18% who re-offend may develop into significant repeat offenders. These are the
young offenders who need intensive interventions by youth services.
Government's Youth Offending Strategy presents significant opportunity to integrate
practices of Police and other agencies, which will make a difference to the safety and
well-being of young people. These practices include education and wrap-around
interventions with the families and whanau of offenders.
Specific
Partnership
Prevention
Enforcement
Capability
Leadership
Intervention
building and
and
building
and
Programmes
community
education
commitment
development
Proactive
Enhanced
Provide
Develop
Greater
Develop,
relationships
education
targeted
understanding
communicate
with partner
programmes
initiatives for
by all Police of
and implement
agencies, local
aimed at
high volume
relevant
the National
authorities,
improving
crime where
legislation, in
Youth Policing
and youth
social
youth
particular the
Plan
organisations
competence
offenders are
Children
Improve
Enhanced
for all youth
commonly
Young Persons
monitoring and
relationships
Provide
involved e.g.
and Their
supervision of
with Mäori
programmes
dishonesty
Families Act
specialist youth
and Pacific
aimed at
Develop
1989
staff
peoples'
strengthening
initiatives to
Develop
Improved
organisations
families
focus on
specific
process for
Establish multi-
Enhance the
repeat
capability to
allocating
agency youth
effectiveness
offenders
meet the
resources for
focused
of Police
Develop
needs of
implementation
services
education
appropriate
Mäori and
of the National
Pacific Peoples
Deliver
programmes
processes in
Youth Policing
integrated
Enhance youth
conjunction
Develop
Plan.
services to the
development
with Mäori
specific
Highlight best
community
programmes
and Pacific
capability to
practice
peoples
meet the
Foster internal
through
Influence
groups
needs of other
Police
specialist
legislative
cultures
partnerships
youth
change
education
Improved
delivery
processes of
Highlight the
allocating
role model
resources to
effect of Police
match existing
staff in schools
and future
growth in the
youth
population
Key partners and strategies that Police work with to enhance youth responsiveness include:
· Child Youth and Family, Ministry of Education, Ministry of Health, Ministry of Social Development, Te Puni Kökiri,
Ministry of Pacific Island Affairs, Ministry of Youth Development, Ministry of Justice, Land Transport Safety
NEW ZEALAND POLICE
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Authority, Office of the Commissioner for Children
28
· Government's Youth Offending Strategy.
Key Intervention: Mäori Responsiveness
Background
Social development report data shows that Mäori are more likely to have been a victim of
Information that
violent offending than Europeans, and Mäori, although less likely to drive than
Supports the
Europeans, are at greater risk of injury or death from motor vehicle crashes.
Intervention
Mäori are over-represented at every stage of the criminal justice process. In 1998 Mäori
Logic
were more than three times more likely to be apprehended for a criminal offence than
non-Mäori, more likely to be prosecuted, more likely to be convicted and more likely to
be sentenced to imprisonment.
There is a lower level of trust and confidence by Mäori (62%) towards Police compared
with the general population (77%).
Specific
Capability to
Leadership
Partnership
Support
Targeted
Intervention
respond to
and
relationship
Mäori
responses to
Programmes
Mäori
management
with Mäori
capacity and
Mäori
commitment
growth
offending and
reoffending
Proactive
Integrate
Responsiveness
Continue to
Work with
Develop
Treaty
minimum
build, and
other
targeted
principles into
specifications
build on
agencies to
responses to
strategy
identified and
established
decrease
Mäori victims
Increase staff
implemented
relationships
fragmentation
Crime
capacity
Strategy
with Mäori
of Mäori
reduction
resources
Develop and
initiatives
Ensure Mäori
targets for
implement
resourced
participation
Supporting
Mäori
Mäori values
Increase
in decision-
Mäori to
offending
and principles
responsiveness
making for
develop their
Develop
into the
to Mäori
Mäori services
own crime
evaluation of
competency
competency
reduction
programmes
framework
at all
strategies
for Mäori
Implement
management
Allocate
responsive-
levels,
resources to
ness to Mäori
including
joint
within Police
performance
programmes
training and
management
development
Integrate
responsive-
ness to Mäori
into the
leadership
framework
Key partners and strategies that Police work with to enhance Mäori responsiveness include:
· Local Iwi, marae based consultation groups, Te Puni Kökiri
· Government's commitment to uphold the principles of the Treaty of Waitangi, He Tirohanga o Kawa ki te Tiriti o
Waitangi, Rapua Te Huarahi Tika, Whanake Rangatahi.
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Key Intervention: Pacific Peoples Responsiveness
Background
Pacific peoples are over-represented in violent offending statistics and are at higher risk of
Information that
being victims of violent offending than any other ethnic group. Pacific victims were more
Supports the
likely than New Zealand European/European victims to be repeat victims. Pacific youth
Intervention
are over represented in youth Court convictions involving violent offences.
Logic
The public is the main source of information for reducing and preventing crime. Public
trust and confidence, as well as satisfaction with Police are slightly lower amongst Mäori
and Pacific peoples. Responsiveness strategies have a dual role of improving levels of
satisfaction of policing services as well as supporting crime reduction strategies. The
implementation of the Police Pacific People's Responsiveness Strategy will provide the
specific intervention focus for achieving reductions.
Police intervention strategies to deter offending focus on risk factors that underlie and
contribute to criminality.
Specific
Organisational
Leadership
Partnership
Pacific
Target
Intervention
capability to
and
with Pacific
Peoples
responses to
Programmes
respond to
management
Peoples
capacity and
Pacific
Pacific Peoples
commitment
growth
Peoples'
offending
Proactive
Implement the
Support
Establish
Develop a
Develop road
Police Pacific
strategy
relationships
Pacific regional
safety
Peoples
performance
with key
community
initiatives for
Responsiveness
measures
Pacific
safety strategy
Pacific peoples
Strategy
Strengthened
stakeholders
Establish
Reduce Pacific
Increase staff
Police
including
Pacific
Peoples' family
capacity in areas
leadership in
culturally
relationships
violence
with significant
response to
diverse
through sport
Develop
Pacific peoples
Pacific
communities
and culture
initiatives to
populations
peoples
and non-
Communicate
prevent entry
government
Integrate
with Pacific
and promote
organisations
responsiveness to
peoples on
exit of Pacific
Pacific peoples
Establish
justice issues
peoples from
into training,
external
Improve Pacific
criminal groups
education and
relationships
peoples'
Deliver crime
policy
with South
participation in
prevention and
Pacific
Improve police
Police decision
education to
countries
knowledge
making
Pacific Peoples'
management
Recognition
Contribute to
Develop
relating to Pacific
of different
other sector
targeted
peoples in key
cultural
strategies that
responses to
intervention areas
leadership
promote a
Pacific Peoples'
structures
Develop and
shared vision
victimisation
implement a
Establish
for Pacific
Target Areas as
cultural
formal
peoples'
well as Districts
competencies
relationships
wellbeing
with significant
framework
with Pacific
Allocate
populations of
within Police
youth
resources to
Pacific peoples
Pacific
joint
responsiveness
community
initiatives
and inter-
resourced
agency
Develop
programmes
programmes that
reflect Pacific
peoples values
and principles
Key partners that Police work with to enhance Police Pacific Peoples Responsiveness include:
· Community consultation groups, Ministry of Pacific Island Affairs, Regional and National Pacific Community,
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Women and Youth collectives, Ministry of Justice, Department of Corrections, Ministry of Social Development,
30
Ministry of Education.
Key Intervention: Ethnic3 Responsiveness
Background
The experience minority ethnic groups have with crime and victimisation in New Zealand
Information that
is similar to that of people from larger ethnic groups. However, ethnic groups other than
Supports the
Mäori and Pacific people are under-represented in the criminal justice system, though
Intervention
specific ethnic groups may be over-represented in statistics for certain types of offences.
Logic
The percentage of crashes where ethnic drivers are involved is similar to its total
population rate in New Zealand. However, some ethnic drivers are involved in some
serious road crashes.
There are unique needs among the rapidly growing ethnic populations, which are
different from the majority of people in New Zealand including Mäori and Pacific Peoples.
The development and implementation of the Police Ethnic Responsiveness Strategy will
provide the specific intervention focuses for increasing community safety and reducing
crime, road trauma and victimisation within the ethnic communities.
Specific
Capability to
Leadership
Partnership
Ethnic
Target
Intervention
respond to
and
with Ethnic
capacity and
responses to
Programmes
Ethnic
management
Peoples
growth
Ethnic
Peoples
commitment
peoples
offending
Proactive
Develop and
Develop and
Introduce
Encourage
Identify and
promote
implement
Police services
ethnic
address crime,
ethnic
Ethnic
to the ethnic
communities
road trauma
competencies
Responsiveness
communities
to become
and
Promote
Strategy
Provide
involved in
victimisation
culturally safe
Include Ethnic
relevant
community
in ethnic
practice
perspectives in
information to
safety
communities
initiatives
Develop
relevant policy
and raise
Encourage
resources and
process
safety
Support
reporting of
operational
Introduce
awareness in
ethnic
crime and
toolkits for
structured
relevant ethnic
community to
victimisation
frontline
evaluation for
communities
develop self
within ethnic
officers
developmental
Establish
responsibility
communities
over the long
Develop
ethnic initiative
working
Reduce the
term for their
initiatives to
outcomes
relationships
opportunities
own
increase
Develop
with ethnic
of offending
community
ethnic
models,
organisations
in offences
safety and
recruitment
framework
and
where there is
crime
focusing on
and strategic
representatives
an over-
reduction
Asian
analysis on
Audit police
representation
recruitment
how Ethnic
ethnic
Enhance joint
Support
Responsiveness
responsiveness
agency
ethnic
can be
with inputs
approaches
background
implemented
from ethnic
Police
on the
communities
members
frontline
Key partners that Police work with to enhance Police Ethnic Peoples Responsiveness include:
· Ethnic community organisations, ethnic consultation groups and ethnic public, Ministry of Justice, Department of
Corrections, NZ Immigration Service, Ministry of Social Development, Ministry of Education, NZ Customs Service,
Ministry of Health, Land Transport Safety Authority, Ministry of Tourism, Office of Ethnic Affairs, Human Rights
Commission, local authorities.
3 Refers to groups of people whose ethnic heritage distinguishes them from the majority of other people in NZ, including
Mäori and Pacific peoples. They include people from Asia, Middle East, Africa, Continental Europe and Latin America.
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Part 2
Statement of Responsibility
These forecast Financial Statements of Police for the year ended 30 June 2005 (generally
referred to as the "2004/05" financial year) have been prepared in accordance with section 34A
of the Public Finance Act 1989.
In terms of that section of the Act the chief executive is responsible for the preparation and
contents of this Statement. We accept responsibility for the integrity of the statements,
including the forecast financial statements, contained in this report.
We certify that the information contained in this report is consistent with the appropriations
contained in the Estimates for 2004/05 that have been laid before the House of Representatives
under section 9 of the Public Finance Act 1989.
Signed
Countersigned
R J Robinson
B Simpson
Commissioner of Police
General Manager
Finance
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Explanation of Appropriations for Output Classes
The Minister of Police will expect services to be delivered according to the output specifications
outlined in Part 2 of this document. The output classes to be purchased will contribute to the
justice sector outcomes of safer communities and a fairer, more credible and more
effective justice system. Police's outcomes are aligned to the justice sector outcomes
through interventions that will minimise the incidence and effects of crime. Services include
crime control, prevention, detection, apprehension and prosecution of lawbreakers; the
provision of support to victims, and activities that encourage positive option taking by those
groups of people requiring targeted interventions.
Police will work with, and provide support to, community groups, sector and partner agencies
and other government departments in pursuit of safer communities and a fairer, more credible
and more effective justice system.
The following discussion provides an overview of the services provided under each output class:
Output Class D1 - Policy Advice and Ministerial Servicing
The services provided under this output class include:
·
the purchase of policy outputs that involve the identification of problems and definitions,
researching and monitoring of current practices
·
analysing options, writing, discussing and negotiating or issuing instructions about a policy
issue
·
Police contribution to the formal government policy process
·
services to the office of the Minister of Police such as responses to ministerial
correspondence, answers to written questions in the House, speech drafts and other
ministerial advice as well as advice or responses provided to other government agencies and
departments.
Output Class D2 - General Crime Prevention Services
This output class includes the delivery of services within the community, which help to prevent
crime, and includes:
·
providing advice which reduces the risk of personal harm and increases the security of
property
·
youth-focused crime prevention and community safety services
·
vetting services for other agencies
·
firearms licensing
·
dealing with lost and found property.
Output Class D3 - Specific Crime Prevention Services and Maintenance of Public
Order
This output class identifies the specific crime prevention activities undertaken by Police that
target risk areas, including:
·
proactive patrolling
·
strategies that focus on reducing repeat victimisation for violence, burglary and vehicle
offences
·
maintaining order at demonstrations and public events, providing security in Court
environs, support to aviation security and other general security at international and
domestic airports
·
deployment of staff to Cabinet approved overseas policing operations
·
providing secretarial support to the South Pacific Chiefs of Police conference.
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Output Class D4 - Police Primary Response Management
The services provided under this output class include:
·
communication centres providing advice and information to callers
·
communications centres dispatching response vehicles to calls for assistance
·
the initial attendance at incidents and emergencies.
Output Class D5 - Investigations
The services provided under this output class include:
·
criminal investigations
·
non-criminal investigations.
Output Class D6 - Case Resolution and Support to Judicial Process
This output class includes the delivery of services aimed at assisting judicial process including:
·
prosecuting criminal cases
·
resolving non-criminal cases
·
executing Court orders, fines warrants and arrest warrants
·
the escort, custody and detention of people in Police cells following arrest
·
the custody and escort of persons on remand and sentenced prisoners as directed by the
Court
·
the care and, when necessary, the temporary custody and escort of people with mental
illness or disability.
Output Class D7- Road Safety Programme
This output class covers:
·
the delivery of services outlined in the New Zealand Road Safety Programme (NZRSP)
directed towards the achievement of road safety outcomes. The largest activity covers the
delivery of key strategic services such as highway patrol, speed and traffic camera
operations, restraint device control, drink or drugged driver control operations, commercial
vehicle investigation activity, and visible road patrol
·
court prosecution and infringement management
·
road safety education activities and community services
·
services associated with traffic management such as peak flow, event traffic control and
crash attendance.
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Forecast Financial Statements
Underlying Assumptions4
These statements have been compiled on the basis of Government policies and the Police
Output Plan agreed with the Minister of Police at the time the statements were finalised.
These Forecast Financial Statements comply with generally accepted accounting practice.
OPERATING STATEMENT for the Year Ended 30 June 2005
2003/2004
2004/2005
Budget
Estimated
Budgeted
Actual
$000
$000
$000
Revenue
Crown
892,110
892,110
923,083
Departments
2,350
2,350
4,427
Other 6,252
6,252
8,523
Interest
-
-
-
Total Revenue
900,712
900,712
936,033
Expenses
Output Expenses:
Personnel
652,969
652,969
676,083
Operating
181,962
181,962
189,905
Depreciation
42,956
42,956
47,859
Capital charge
22,825
22,825
22,186
Total Output Expenses
900,712
900,712
936,033
Other Expenses
10
10
10
Total Expenses
900,722
900,722
936,043
Surplus/(deficit) from operations
(10)
(10)
(10)
Profit on sale of physical assets
-
-
-
Extraordinary items
-
-
-
Net Surplus/(Deficit)
(10)
(10)
(10)
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4 This statement is required by section 34A(5) of the Public Finance Act 1989 as amended by the Public Finance Amendment
Act 1994.
STATEMENT OF FINANCIAL POSITION as at 30 June 2005
Actual Estimated
Projected
Position as at
Actual
Position as at
30 June 2003
Position as at
30 June 2005
30 June 2004
$000
$000
$000
ASSETS:
Current Assets:
Cash and bank balances
108,903
97,693
86,358
Prepayments
4,399
4,398
4,300
Inventory
168
168
180
Receivables and advances
410
618
1,040
Total Current Assets
113,880
102,877
91,878
Non-Current Assets
Physical assets
369,987
373,591
393,280
Total Non-Current Assets
369,987
373,591
393,280
Total Assets
483,867
476,468
485,158
LIABILITIES:
Current Liabilities:
Payables and provisions
42,944
33,543
33,714
Provision for payment of surplus
-
-
-
Provision for employee entitlements
95,173
95,173
95,438
Other current liabilities
6,988
6,400
6,300
Total Current Liabilities
145,105
135,116
135,452
Term Liabilities:
Payables and provisions
72,380
72,380
72,380
Total Term Liabilities
72,380
72,380
72,380
Total Liabilities
217,485
207,496
207,832
Taxpayers' Funds
266,382
268,972
277,326
General funds
-
-
-
Revaluation reserve
-
-
-
Total Taxpayers' Funds
266,382
268,972
277,326
Total Liabilities and Taxpayers' Funds
483,867
476,468
485,158
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STATEMENT OF CASH FLOWS for the Year Ended 30 June 2005
2003/2004
2004/2005
Budget
Estimated
Budget
Actual
$000
$000
$000
Cash Flows from Operating Activities:
Cash provided from
Supply of outputs to:
Crown
892,110
892,110
923,083
Departments
2,350
2,350
4,427
Other
6,252
6,252
8,523
Interest
-
-
-
Cash disbursed to:
Cost of producing outputs:
Output expenses
(834,931)
(835,149)
(866,660)
Capital charge
(22,825)
(22,825)
(22,186)
Other expenses
(10)
(10)
(10)
Extraordinary items
Net Cash Flows from Operating Activities
42,946
32,728
47,177
Cash Flows from Investing Activities:
Cash provided from:
Sale of investments
Sale of physical assets
3,000
3,000
5,872
Cash disbursed to:
Purchase of investments
Purchase of physical assets
(53,850)
(49,342)
(72,748)
Net Cash Flows from Investing Activities
(50,850)
(46,342)
(66,876)
Cash Flows from Financing Activities:
Cash provided from:
Capital Contribution from the Crown
2,404
2,404
8,364
Cash disbursed to:
Payment of surplus to the Crown
-
-
-
Repayment of capital to the Crown
-
-
-
Net Cash Flows from Financing Activities
2,404
2,404
8,364
Net Increase/(Decrease) in Cash Held
(5,500)
(11,210)
(11,335)
Opening total cash balances at 1 July
108,903
108,903
97,693
Effect of exchange rate changes
-
-
-
Closing Total Cash Balances
103,403
97,693
86,358
at 30 June projected
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RECONCILIATION OF NET CASH FLOWS FROM OPERATING ACTIVITIES TO NET
SURPLUS/(DEFICIT) IN THE OPERATING STATEMENT for the Year Ended 30 June 2005
2003/2004
2004/2005
Budget
Estimated
Budget
Actual
$000
$000
$000
Operating Surplus/(Deficit)
(10)
(10)
(10)
Add/(deduct) non-cash expenses/
(revenues) from Operating Statement
Depreciation and Amortisation
42,956
42,956
47,859
Add/(deduct) non-cash working capital
Reductions/(increases) from
Statement of Financial Position
Increase/ (Decrease) in
Employee Entitlements
-
-
265
Increase/ (Decrease) in
Payables and Provisions
11
(10,011)
71
(Increase)/ Decrease in
Prepayments and Inventory
-
1
86
Increase/ (Decrease) in
Receivables
(11)
(208)
(422)
Net Cash Flows from Operating Activities
42,946
32,728
47,177
STATEMENT OF MOVEMENTS IN TAXPAYERS' FUNDS (EQUITY) as at 30 June 2005
Estimated
Projected
Position as at
Position as at
30 June 2004
30 June 2005
$000
$000
Taxpayers' funds at start of period
266,578
268,972
Add/ (deduct) net surplus/ (deficit)
(10)
(10)
Capital Injection
2,404
8,364
Capital Withdrawals
-
-
Taxpayers funds at the end of the period
268,972
277,326
FORECAST FIXED ASSETS BY CATEGORY as at 30 June 2005
30 June 2004
30 June 2005 Forecast Position
Estimated Cost
Accumulated
Net
Book
Actual Position
Depreciation
Value
$000
$000
$000
$000
Land
71,860
71,860
-
71,860
Buildings
198,298
226,569
21,060
205,509
Plant/ Equipment
65,694
322,935
251,931
71,005
Vessels
1,326
3,716
2,535
1,180
Furniture/ Fittings
1,775
15,164
13,806
1,358
Motor Vehicles
34,638
85,035
42,667
42,368
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TOTAL
373,591
725,279
331,999
393,280
38
Statement of Accounting Policies
General Accounting Principles
The general accounting principles that have been adopted in the preparation of the financial
statements in this report are:
(a) The measurement base is modified historic cost unless stated otherwise
(b) Reliance is placed on the fact that the Government will continue to fund the organisation,
so as to maintain operations at current levels. Accrual accounting is used in the matching
of revenues and costs of services.
Particular Accounting Policies
·
Land and Buildings were revalued at 1 January 2003 by Beca Valuations Ltd. Land and
buildings are recorded at fair value. Fair value is determined using market-based evidence,
unless insufficient market-based evidence exists, in which case they are valued at optimised
depreciated replacement cost. Land and buildings are revalued at least every five years.
Additions between revaluations are recorded at cost.
·
Other property plant and equipment is initially recorded at cost.
·
Any revaluation surplus arising on the revaluation of a class of asset is transferred directly
to the asset revaluation reserve. A revaluation deficit in excess of the asset revaluation
reserve balance for the class of fixed asset is recognised in the Statement of Financial
Performance in the period in which it arises.
·
Individual items of equipment costing less than $5,000 are expensed in the year that they
are purchased, with the exception of desktop computer equipment. All desktop computer
equipment is capitalised.
·
Provision is made for any permanent impairment in the value of non-current assets.
·
Artefacts and Relics held in the Police museum are recorded at Nil value.
(a) Depreciation is charged on a straight-line basis at the following rates:
Freehold Land
Not depreciated
Building
1-5%
Furniture/ Fittings
10%
Plant and equipment
15-50%
Communication and computer assets
20-25%
Motor vehicles
20%
Vessels
4.5-25%
Depreciation commences in the month of acquisition and is not charged in the month of sale.
(b) Crown appropriation revenue is recognised during the year in proportion with budget
expenditure.
(c) Inventories are valued at the lower of cost (weighted average) or net realisable value.
(d) Accounts receivable are stated at net realisable value.
(e) Cash is defined as including petty cash holdings and bank accounts.
(f) Transactions in foreign currency are converted to New Zealand dollars using the exchange
rate at the date of the transaction. Where a forward exchange contract has been used to
establish the price of a transaction, the forward exchange rate specified in that foreign
exchange contract is used to convert that transaction to New Zealand dollars.
Consequently, no exchange gain or loss resulting from the difference between the forward
exchange contract rate and the spot exchange rate on the date of settlement is recognised.
Monetary assets and liabilities held in foreign currency are translated to New Zealand dollars
NEW ZEALAND POLICE
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39
at the closing exchange rate. The resulting unrealised exchange gains or losses are
recognised in the Statement of Financial Performance.
(g) Funds provided by third parties for sponsorship of specific projects are held in a Sponsorship
reserve until expensed at which point both the expenditure and matching revenue are
recognised over the Statement of Financial Position.
(h) Police is party to financial instruments as part of its normal operations. Financial instruments
used by Police consist of bank accounts, Crown receivables, accounts receivable, accounts
payable and foreign currency forward contracts. Police enters into the foreign currency
forward contracts to hedge currency transactions. Apart from foreign currency forward
contracts, all financial instruments are recognised in the statement of Financial Position.
Revenue and expenses in relation to all financial instruments are recognised in the
Statement of Financial Performance.
(i)
Costs are allocated to output classes based upon the proportion of total productive hours
recorded in Activity Management System (AMS) against activities that are related to each
output class. Productive hours are initially costed at a standard rate. Any variance between
the standard rate and the actual cost is allocated amongst output classes based on the
proportion of total output costs.
STATEMENT OF CAPITAL COMMITMENTS
Police expect to spend $72 million on capital purchases in 2004/05 as per the Statement of Cash
Flows. As at 10 March 2004 Police capital commitments were:
$000
$000
Land and buildings
42
Less than one year
16,041
Vehicles
12,721
One to two years
-
Plant and equipment
2,974
Two to five years
-
Other
305
Over five years
-
Total
16,041
Total
16,041
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STATEMENT OF OBJECTIVES - FINANCIAL PERFORMANCE
Performance Indicators: 2003/04 and 2004/05
Unit
2003/04
2004/05
Budget
Estimated
Budget
Actual
Operating results
Revenue: other
$000
6,252
6,252
8,523
Revenue: interest
$000
-
-
-
Output expenses
$000
900,712
900,712
936,033
Other expenses
$000
10
10
10
Operating surplus
$000
22,815
22,815
22,176
before capital charge
Net surplus
$000
(10)
(10)
(10)
Working capital
Net Current Assets
$000
(36,529)
(32,239)
(43,574)
Current ratio
%
75
76
68
Resource utilisation
Physical assets:
Total physical assets
$000
377,881
373,591
393,280
at year end
Additions as %
%
14
13
18
of physical assets
Taxpayers' funds:
Level at year-end
$000
268,972
268,972
277,326
Forecast net cash flows
Surplus/ (deficit)
$000
42,946
32,728
47,177
operating activities
Surplus/ (deficit)
$000
(50,850)
(46,342)
(66,876)
investing activities
Surplus/ (deficit)
$000
2,404
2,404
8,364
financing activities
Net increase / (decrease)
$000
(5,500)
(11,210)
(11,335)
in cash held
NEW ZEALAND POLICE
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0
0
0
0
0
0
0
$000
Surplus/
(deficit)
Total
$000
1,456
76,956
66,896
50,501
276,973
254,845
208,404
Expenses
3
272
996
331
$000
Other
4,271
1,396
1,254
s in terms of their nature, timeliness,
elow
Revenue
25
302
307
284
Dept
$000
1,283
1,043
1,182
Revenue
$000
1,428
Crown
72,383
66,317
49,886
Revenue
274,294
252,806
205,968
Description
Ministerial services, drafting replies for Ministerial questions and policy advice
on policing issues.
Provide for delivery of services to the community, which help prevent crime.
Delivery of specific crime prevention activities undertaken by Police that target
risk areas.
Communication Centres providing advice and information to callers,
dispatching response vehicles to calls for assistance and the initial attendance
at incidents and emergencies.
Delivery of investigative services including criminal investigations, non-criminal
investigations and Police internal investigations.
Delivery of Services for prosecuting criminal cases, resolving non-criminal
cases, executing court orders, fines warrants, arrest warrants, escorting and
holding people in cells following arrest.
This Output Class covers the delivery of services outlined in the New Zealand
Road Safety Programme directed towards the achievement of the road safety
outcomes.
STATEMENT OF OBJECTIVES - OUTPUT PERFORMANCE
Police has agreed to provide output classes in 2004/05, which meet the requirements of its Vote Ministers and various purchaser
quality and quantity specifications, and cost. (GST exclusive)
Summary of Departmental Output Classes
Departmental output classes to be delivered by Police, and associated revenue, expenses and surplus or deficit are summarised b
Output Operating Statements: 2004/05
Departmental output Class
Vote Police
D1 - Policy Advice and Ministerial
Servicing
D2 - General Crime Prevention Services
D3 - Specific Crime Prevention Services
and Maintenance of Public Order
D4 - Police Primary Response
Management
D5 - Investigations
D6 - Case Resolution and Support to
Judicial Process
D7 - Road Safety Programme
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INTRODUCTION
New Zealand Police follows guidelines provided by Treasury and the Office of the Auditor
General in preparing its Statement of Service Performance. The Statement addresses the
performance in terms of the services it provides (outputs) as defined by the Public Finance Act
1989.
OUTPUT CLASS ONE -
Policy Advice and Ministerial Servicing
Output Class Description:
This output class includes:
·
the purchase of policy outputs that involve the identification of problems and definitions,
researching and monitoring of current practices
·
analysing options, writing, discussing and negotiating or issuing instructions about a policy
issue
·
Police contribution to the formal government policy process
·
services to the office of the Minister of Police such as responses to ministerial
correspondence, answers to written questions in the House, speech drafts and other
ministerial advice as well as advice or responses provided to other government agencies and
departments.
Sector or Departmental Outcome links:
This output class covers the preparation, input and coordination of ministerial and policy advice
on matters related to legislation and justice and transport sector outcomes.
Outputs to be purchased within this Class
Output 1.1 - Policy Advice
This output covers the provision of policy advice on policing, and advice on proposed legislation
affecting Police and the criminal justice sector.
Performance Measures
Performance Standards
2003/2004
2004/2005
Quality
Percentage of policy papers that the Minister
100%
100%
is satisfied with in regard to the following
characteristics:
Purpose
Logic
Accuracy
Options
Consultation
Practicality
Presentation
Costs
Daily Rate (GST exclusive)
$544
$544
Number of chargeable days
1,500 to 2,000
1,500 to 2,000
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Output 1.2 - Ministerial Servicing
This output covers the services of the Ministerial Services Group as well as the researching and
drafting of ministerial correspondence. It also covers the provision of draft responses to
written and oral Parliamentary questions.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of items of Ministerial correspondence
200 to 400
200 to 400
referred to the Police for draft reply.
Number of Parliamentary Questions referred
1,100 to 1,300
1,100 to 1,300
to the Police for draft response.
Performance Standards
2003/2004
2004/2005
Quality
Percentage of first draft replies to Ministerial
97%
97%
Correspondence that are accepted by the Minister.
Percentage of first draft responses to
97%
97%
Parliamentary Questions that are accepted
by the Minister.
Timeliness
Percentage of draft replies to Ministerial
95%
95%
Correspondence that are provided within
20 working days of receipt.
Percentage of draft replies to Ministerial
100%
100%
Correspondence that are provided
within 6 weeks of receipt.
Percentage of draft responses to Parliamentary
100%
100%
Questions that are provided within the
timeframes specified.
Costs
Daily Rate (GST exclusive)
$544
$544
Number of chargeable days
700 to 800
700 to 800
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Output Class Statement:
Policy Advice and Ministerial Servicing for the year ending 30 June 2005
Budgeted
Budgeted
2003/04
2004/05
$000
$000
Revenue
Revenue Crown
1,411
1,428
Revenue Departments
7
25
Revenue Other
3
3
Total Revenue
1,421
1,456
Total Expenses
1,421
1,456
Net surplus (deficit)
-
-
Output 1.1 Policy Advice
820
840
Output 1.2 Ministerial Servicing
601
616
Subtotal Output Class
1,421
1,456
GST
177
182
Total Output Class
1,598
1,638
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OUTPUT CLASS TWO -
General Crime Prevention Services
Output Class Description:
This output class includes the delivery of services within the community which help to prevent
crime, including:
·
providing advice which reduces the risk of personal harm and increases the security of
property
·
youth-focused crime prevention and community safety services
·
vetting services for other agencies
·
firearms licensing
·
dealing with lost and found property.
Sector or Departmental Outcome links:
This output class covers general proactive interventions. The activities and programmes
promote safety in conjunction with a general crime prevention theme. Structured
programmes are delivered in schools alongside general youth services and the information
provided is aimed at raising intolerance to crime as well as enhancing awareness. The output
class also includes initiatives in partnership with local government and community groups that
are focused on reducing crime.
Outputs to be purchased within this Class
Output 2.1 - Community Responsiveness
The output includes the establishment of programmes and the pursuit of strategies in
partnership with government agencies, local authorities and other community groups to
address crime-related problems in the community. Examples include Maori and Pacific
Responsiveness programmes and work with local authorities on joint crime prevention
programmes. This output covers the provision of advice and information to raise public
awareness about safety and security issues. It includes general communication with
communities and media articles to promote safety and security issues and specific advice to
victims on practical actions that help to reduce the likelihood of re-victimisation. It also covers
the provision of administrative and logistical support to community groups including Victim
Support, Neighbourhood/Rural/Business Support groups and community initiated patrols.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of awareness and community
75,000 to 85,000
75,000 to 85,000
information services provided.
Number of Official Information Act requests.
5,000 to 6,000
5,000 to 6,000
Number of referrals to Victim Support.5
140,000 to 180,000
140,000 to 180,000
Number of neighbourhood, business and
17,000 to 17,500
17,000 to 17,500
rural support groups who have a crime
reduction focus that are actively supported
by Police.6
5 The 2003/2004 measure for number of referrals to Victim Support read 240,000 to 280,000, whereas it should have read
140,000 to 180,000.
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6 Support to community groups includes significant assistance during the establishment of these groups, provision of
46
information, attendance at meetings and active support. It is a count of those groups that Police actively support.
Performance Standards
2003/2004
2004/2005
Quality
Percentage of the public that are satisfied with
90%
90%
the levels of information provided on
community safety and security issues.7
Timeliness
Percentage of Official Information Act requests
completed within:
· 20 working days of receipt
90%
90%
(or extension sought under section 15A)
· 6 weeks.
100%
100%
Percentage of Victim Support referrals made within
100%
100%
24 hours of initial Police attendance to the victim.
Output 2.2 Youth Services
This output covers formal school visits by Police Education Officers to educate children on
proactive ways of keeping themselves safe, preventing crime and resisting drugs. It also
includes the development of new school programmes to address emerging needs. It includes
proactive Youth Development programmes designed to prevent at-risk youth from becoming
involved in crime or re-offending once involved. The output also includes the provision of
proactive Youth Aid services, though it does not include officers' time when dealing with
actual criminal cases involving young people, which is covered in Output Class Five.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of youth apprehensions dealt with through:
· warnings / cautions
12,000 to 13,000
12,000 to 13,000
· alternative action8
24,000 to 28,000
24,000 to 28,000
Youth Court / Family Group Conference. (FGC)
6,800 to 7,500
6,800 to 7,500
Number of YES programme face-to-face
33,000 to 36,000
33,000 to 36,000
hours delivered.9
Average number of classrooms per PEO.10
200
200
Percentage of schools contacted regarding the
-
80%
"Keeping Ourselves Safe" Programme.11
Number of national Police-managed
21
21
Youth Development Programmes.
Number of District initiated youth
12
12
development programmes.
Number of inter-agency Community Youth
13
13
Initiatives supported by Police.
7 Source: Police Public Satisfaction Survey.
8 Alternative action includes structured Youth Aid activity, custodial clearance, clearance on grounds of mental illness /
disability and other action.
9 Approved programmes are Dare to make a Choice, DARE Report, Tena Kowhiria (Dare to make a Choice Te Reo Mäori), DARE
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General, Primary Keeping Ourselves Safe, Secondary Keeping Ourselves Safe, Kia Kaha (Bullying), Violence Prevention General,
47
other Crime Prevention Programmes. This measure now includes face-to-face delivery to adults, teachers and caregivers.
10 The average for rural and special needs classes is 175, while urban ratio is 225 classrooms per PEO.
11 New measure for 2004/2005.
Performance Standards
2003/2004
2004/2005
Quality
Percentage of youth programmes / initiatives
100%
100%
developed, and implemented utilising auditable
and recognised planning processes.
Percentage of youth aid services carried out
-
100%
in accordance with Police best practice.12
Output 2.3 Vetting Services
This output covers the vetting of applications for passports and for licences issued by other
agencies e.g. liquor licences, private investigator licences, security guard and motor vehicle
licensing. It also includes the vetting of people who wish to provide homestay student care
and other services to vulnerable members of society to determine if they are fit and proper
persons to provide these services.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of vetting services provided.
450,000 to 475,000
450,000 to 475,000
Performance Standards
2003/2004
2004/2005
Quality
Number of complaints upheld for unlawful
Less than 5
Less than 5
processing of vetting applications.13
Timeliness
Percentage of vetting applications processed
95%
95%
within 30 working days.
Costs
Cost per vetting service provided (GST exclusive)
$13.00
$13.00
Output 2.4 - Firearms Licensing
This output covers the processing of applications for firearms licences, the issuing of licences,
the verification of compliance with endorsed licences, enforcement, and the revocation of
firearms licences. It also covers the work to ensure that those whose licences have expired
have lawfully disposed of any firearms that they had.
12 New measure for 2004/2005.
13 A complaint is as defined in the Police Complaints Authority Act 1988 as:
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· A complainant is a person who makes a formal complaint
48
· Each head of complaint counts as one complaint
· Upheld means as a result of an investigation the complaint was found to be sustained.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of applications for firearms
20,000 to 25,000
35,000 to 40,00014
licence processed.
Number of firearms licences revoked.
100
100
Number of firearms licences revoked in
-
Benchmark to be
response to actions under the Domestic
established in
Violence Act 1995.15
2004/2005
Performance Standards
2003/2004
2004/2005
Quality
Percentage of pistol club premises and
100%
100%
documentation that are inspected.16
Percentage of holders of a firearms licence
-
100%
with an endorsement to possess target pistols
that are inspected.17
Percentage of firearm dealers' premises
100%
100%
that are inspected.
Number of expired ten-year licences for which
-
Less than in
no explanation has been determined.18
2003/2004
Costs
Cost per license issued (GST exclusive)
$110.00
$110.00
Output 2.5 - Lost and Found Property
This output includes recording lost property reports and receiving, storing and disposing of
unclaimed found property.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of found property reports taken.
57,000 to 60,000
57,000 to 60,000
Number of lost property reports taken.
54,000 to 57,000
54,000 to 57,000
Performance Standards
2003/2004
2004/2005
Timeliness
Percentage of found property lawfully disposed
90%
90%
of within 6 months.
14 Revised measure for 2004/2005 due to three year trend analysis.
15 New measure for 2004/2005.
NEW ZEALAND POLICE
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16 Revised measure for 2004/2005
17 Revised measure for 2004/2005
49
18 Explanation means explanation as to what has happened to any firearms owned when the licence expired. Revised measure
for 2004/2005
Output Class Statement:
General Crime Prevention Services for the year ending 30 June 2005
Budgeted
Budgeted
2003/04
2004/05
$000
$000
Revenue
Revenue Crown
67,392
72,383
Revenue Departments
160
302
Revenue Other
2,000
4,271
Total Revenue
69,552
76,956
Total Expenses
69,552
76,956
Net surplus (deficit)
-
-
Output 2.1 Community Responsiveness
30,901
33,820
Output 2.2 Youth Services
24,735
27,906
Output 2.3 Vetting Applications
4,631
5,068
Output 2.4 Firearms Licensing
5,047
5,524
Output 2.5 Lost and Found Property
4,238
4,638
Subtotal Output Class
69,552
76,956
GST
8,694
9,620
Total Output Class
78,246
86,576
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OUTPUT CLASS THREE -
Specific Crime Prevention Services and Maintenance of Public Order
Output Class Description:
This output class identifies the specific crime prevention activities undertaken by Police that
target risk areas, including:
·
proactive patrolling
·
strategies, which focus on reducing repeat victimisation for violence, burglary and vehicle
offences
·
maintaining order at demonstrations and public events, providing security in Court environs,
support to aviation security and other general security at international and domestic airports
·
deployment of staff to Cabinet approved overseas policing operations
·
providing secretarial support to the South Pacific Chiefs of Police conference.
Sector or Departmental Outcome links:
This output class provides services aimed at reducing violence, burglary, vehicle offences,
organised criminal offending and threats to national security through specific interventions.
The interventions are proactive and are customised to the outcome. The activities and
programmes are directed at "at risk" people or groups and are specific to particular contexts.
Structured programmes include risk targeted patrolling where patrols are directed to locations
of repeat offending, recidivist offenders and repeat victims.
Outputs to be purchased within this Class
Output 3.1 Directed Patrols
This output covers the proactive strategies that seek to reduce specific crime issues targeted in
the Government Crime Reduction Strategy and includes the delivery of foot and mobile patrol
activities. Services provided under this output will be managed through Risk Targeted Patrol
Plans which includes an information gathering and intelligence based risk assessment process
focused on delivering a visible Police presence to people and areas considered to be at
greatest risk from criminal offending. Police patrols undertake such activities as interaction
with members of public, monitoring property, routine hotel patrols, visits to places where
members of the public congregate, speaking to people behaving suspiciously or other people
of interest.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of patrol apprehensions.
150,000 to 160,000
150,000 to 160,000
Number of bail / parole checks19 conducted.
60,000 to 70,000
180,000 to 240,000
Number of bail / parole breaches detected.
3,000 to 5,000
4,500 to 6,500
Number of arrests resulting from bail /
1,000 to 1,500
1,500 to 2,000
parole breaches.
19 Bail / parole checks include Police Bail, Court Bail, Parole Checks, Youth Bail / Plan and Sentencing Orders.
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Performance Standards
2003/2004
2004/2005
Quality
Percentage of Districts where Intelligence
80%
80%
generates Risk Targeted Patrol Plans that direct
patrols to target District priorities.
Output 3.2 Maintenance of Order
The output covers operational duties focused on the maintenance of public order and
preventing breaches of the peace at demonstrations. It includes the delivery of services such
as crowd control, dealing with lost children, public relations at events. It covers security
services provided for VIPs, diplomat protection security, witness protection services, support to
aviation security and other general security at international and domestic airports.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of person days policing:
· demonstrations
600 to 800
600 to 800
· public events
8,500 to 11,000
8,500 to 11,000
· personal (VIP) security operations
8,000 to 10,000
8,000 to 10,000
· Court security
1,200 to 1,700
1,200 to 1,700
· Domestic and international airport security.20
4,500 to 5,500
8,500 to 10,500
Performance Standards
2003/2004
2004/2005
Quality
Number of complaints upheld under
Less than 20
Less than 20
this output.21
Output 3.3 - Staff Deployment Overseas and Support to the South Pacific Chiefs of
Police Conference
This output covers the requirements of training and deployment of staff overseas. It includes
overseas liaison, joint Ministry of Foreign Affairs and Trade operations and includes permanent
secretarial support to the South Pacific Chiefs of Police Conference.
Performance Measures
Estimated Demand
2003/2004
2004/2005
Quantity
Number of person days engaged in providing
1,500 to 1,800
8,000 to 10,000
support to the South Pacific.22
Number of international Liaison positions
6 positions
6 positions
maintained.
20 Revised measure 2004/2005 due to increased staffing levels.
21 A complaint is as defined in the Police Complaints Authority Act 1988 as