New Zealand Police Statement of Intent 2007/2008
Minister’s Foreword
A safe, confident and fair community is one in which families, young
and old, can participate fully in society, and individuals can realise
their personal potential. Similarly, the activities of legitimate
business are fostered in an environment where crime is effectively
reduced and prevented. The safety of communities makes a vital
contribution to achieving the Government’s goal of building a
sustainable nation.
Society is changing and the demands on New Zealand Police (Police) are changing
with it. The organisation is responding strategically and rapidly to these changes.
It is building both its strategic planning capability and its service delivery
capability to provide modern and effective Police services. The legislative basis
for policing in New Zealand - the Police Act 1958 - is being reviewed this year
along with an extensive consultation process. A new Bill will be drafted to give
Police a modern and flexible legal framework through which to deliver world class
Police services.
Police is working with an increasing range of government agencies and sectors
to achieve shared outcomes in developing effective responses to crime and safety
issues. This whole-of-government work focuses on joint strategic planning and
operational collaboration between Police and other agencies - in particular those
that comprise the justice, transport, defence and international sectors within
the overall state sector.
The organisational development goals, set out in Police’s Strategic Plan
to 2010, are challenging. The Statement of Intent 2007/2008 describes how Police
intend to achieve higher levels of organisational capability and performance
over the next five years. It sets out how Police activities will support the
Government’s policy goals and meet its expectations.
Hon Annette King
Minister of Police
Commissioner’s introduction
This Statement of Intent describes how we intend to manage for
outcomes, focus our resources on achieving those outcomes, and improve
our organisational capability to achieve the Government’s goals for
families, the economy, and for New Zealand’s national identity.
Significant developments are underway in policing in New Zealand and
we aim to be a modern and world class Police service. Two significant
changes over the coming three years will be the increase in Police
resources with the addition of 1250 new staff, and the development of
proposals for new legislation to replace our current, and now outdated,
empowering legislation - the Police Act 1958.
Our ability to respond to public calls for assistance, for instance,
has been improved through changes made to the 111 services, and further
significant improvements will occur when the SNEN (Single Non Emergency
Number) system is (subject to Government approval) implemented
nationally over the next two years. SNEN is in the final stages of
development and will give reliable nationwide service 24/7 allowing
calls to be given suitable priority, thus relieving pressure on the 111
emergency service.
We have commenced a comprehensive strategic planning process that
will re-engineer major parts of our work so that we can focus on
providing those services that deliver the greatest community safety
benefits. In 2006 this has included the identification of new outcomes
for Police and the justice sector, the development of “Policing
with Confidence”, the New Zealand Way (our Strategic Plan to
2010), and participation in the Effective Interventions work being
undertaken by justice sector agencies.
The Effective Interventions work involves rigorous analysis of
justice sector agencies’ current interventions to find better ways of
using the overall resources of the criminal justice system. The major
aims are to reduce the (currently) rising prison population and the
over-representation of Māori and Pacific people in the criminal
justice system. The three core elements in this work are the smarter use
of prisons, finding suitable alternatives to prisons and tilting the
balance of justice sector agencies’ services towards earlier
interventions that can reduce crime. Interventions that are found to be
effective in achieving these three results have the potential to
significantly lower the costs that crime imposes on the community and on
taxpayers, through reducing the investment required in building prisons
and the costs of operating them. Police is directly supporting this
analytical work and will implement changes to policing that are shown to
be more effective in achieving these results.
Our strategic planning framework aligns directly with Police
outcomes, and with justice sector outcomes, and is structured under
three key themes: community reassurance, policing with confidence and
organisational development. We will be working to achieve results in
each of these areas over the next three years. The overall 2007/2008
priorities are summarised later in this Statement of Intent, however
highlights under these three themes are:
Community reassurance - working better with communities to meet their policing needs, by:
- implementing new models of community policing, especially in higher
risk neighbourhoods and streets, to engage with communities and find
community safety solutions that are “in tune” with their
needs and thus more likely to work
- engaging with Māori iwi, hapu and representative groups to
identify shared safety and policy concerns and to develop suitable
responses (that will be supported by Police) that can improve their
safety and promote the positive involvement of Māori people with
the criminal justice system
- developing effective youth development initiatives and supporting
suitable new initiatives in high risk areas that focus on providing
opportunities for youth to choose positive pathways for their
lives.
Policing with confidence - being more effective in preventing and
reducing crime, road trauma and victimisation, by:
- improving adult sexual assault investigation in collaboration with
other agencies to ensure a consistently high quality nationwide victim
support service
- implementing a nationally consistent approach to family violence
supported by technology that enables risk to be better assessed and
responded to developing an improved management decision-making framework
for major policing decisions (eg: to search, obtain a warrant, arrest,
detain, prosecute, divert etc) that is consistent with the Effective
Interventions philosophy for obtaining best value from policing
resources
- lifting investigation standards through improving investigative
skills, decision-making and tactics, which also will be supported by
relevant case management technology.
Organisational development - developing the capability needed to be
an effective organisation, by:
- implementing a Code of Conduct for all Police staff - aspects of our
required standards need to be revised and more clearly specified better
use of technology - we will implement innovative front-line tools to
improve our effectiveness on the street
- leadership development - further developing our leadership framework
and investing in our current and future leaders.
Police has served the community very well in the past and will
continue to do so through developing its policing service to fit 21st
century conditions. I know that all staff of Police share the
commitment, and have the ability to make effective contributions, to our
Police outcomes and the Government’s wider goals.
Howard Broad
Commissioner of Police
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Table of contents
Part A - Overview of our strategy
1. Minister’s foreword
2. Commissioner’s introduction
3. Police organisation
4. The work of Police
5. Environment
6. Strategic directions
The Government’s priorities
State sector strategy and Police contribution
Police outcomes framework
7. Working across the whole-of-government
8. Organisational development
9. Police approach to managing risk
Part B - forecast financial statements and output expenses
Statement of Responsibility
Forecast Financial Statements
Statement of Accounting Policies
Statement of Forecast Service Performance - Output Performance
1. Policy Advice and Ministerial Servicing
2. General Crime Prevention Services
3. Specific Crime Prevention Services and Maintenance of Public Order
4. Police Primary Response Management
5. Investigations
6. Case Resolution and Support to Judicial Process
7. Road Safety Programme
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