Part A - OVERVIEW OF OUR STRATEGY

1. 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

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2. 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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3. Police organisation

Our organisational structure and governance arrangements support our overall work.

We aim to be a highly effective organisation that is both strategic in outlook and responsive to current and future policing needs of New Zealanders. Our organisational structure promotes focus on sound strategic thinking and on planning and delivering effective services.

Police Executive

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4. The work of Police

The mission of Police is to be a world class Police service working in partnership with citizens and communities to prevent crime and road trauma, enhance public safety and maintain law and order.

The shared vision: Safer Communities Together

Police is the Government agency that has primary responsibility for reducing offending in our streets and homes and on our roads. Our Vision is promoted and supported across every aspect of Police work.

Police outcomes

Police has three outcomes:

Outcome 1: Confident, safe and secure communities.

Outcome 2: Less actual crime and roadtrauma, fewer victims.

Outcome 3: A world class Police service.

Outcomes 1 and 2 are described in full in Section 6 - Strategic directions and state our contribution to the desired future condition of New Zealand society.

Outcome 3, our organisational development outcome, describes the kind of Police service we aim to be, and is described in Section 8 - Organisational development.

The shared values

The quality of our work depends on our people, and thus on how each staff member carries out his or her duties. Police officers are required to make a solemn and binding commitment to service (the Oath under Section 37 of the Police Act 1958) and also to share our Police values. These values are fundamental to everything we do and are the basis for being a trusted and world class Police service.

Integrity

• We are committed and loyal to the vision, value and goals of our organisation.
• We inspire trust and behave honestly and ethically.

Professionalism

• We are aware of the impact of our behaviour at all times.
• We maintain self-control, are resilient and present a professional image.
• We uphold the rule of law and maintain the guidelines, standards, policies and procedures set by our organisation.

Respect

• Our role is to acknowledge and respond to a diverse society and serve with dignity. In doing so we recognise the rights, values and freedoms of all people.

Commitment to Māori and the Treaty

• We are committed to being responsive to Māori as tangata whenua, recognising the Treaty of Waitangi as New Zealand's founding document. By working with Māori we will enhance safety and security.

These values are the foundation for delivering quality Police services. They are acknowledged and applied in every stage of recruiting, developing and promoting staff and delivering police services, and they underpin the ethics and professional standards of Police.

Improving performance

During 2005/06 Police developed an enhanced organisational performance framework - the Police Achievement Framework - for guiding the development and improvement of overall performance. The Framework describes the seven key dimensions that contribute to providing excellent policing services:

1. Leadership and Governance.
2. Strategic Planning.
3. Community and Citizen Focus.
4. Intelligence, Evidence and Knowledge.
5. Police People.
6. Policing Processes.
7. Results that reflect improving trends in indicators and measures for service quality, citizen satisfaction, finance, Police people, policing effectiveness, and leadership, governance and social responsibility.

Implementation of the Framework commenced in 2006/07 to monitor and measure District performance. Full implementation will occur progressively over the next three years so that eventually all of Police will be brought into the monitoring and improvement processes.

Police activity and resources, at a glance

Some idea of the scope and scale of our services can be gained from the following facts:

Each year* we

• receive 600,000 emergency 111 calls
• receive 1 million non-emergency calls
• respond to 800,000 incidents
• undertake 130,000 prosecutions
• process 44,000 firearms licences
• deal with 1.4 million road offences and infringements
• spend 27,000 hours on road safety classroom education.

*These estimates are based on last year's performance reports.

We control significant resources as we:

• receive Vote funding of $1.3 billion annually
• receive over $200 million for road policing
• own over $500 million worth of property and equipmenthave over 10,500 staff.

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5. Environment

We are responsive to the environment in which we operate.

To contribute effectively to the Government's goals and to state sector outcomes, we must plan for and deliver services that are relevant to the communities we serve. We must also be responsive in the wider economic, social and cultural context. We need to understand these environmental factors and, in particular, be alert to changes in them. Major environmental factors that affect the design and delivery of Police services are listed below.

The wider context

Globalisation - What happens overseas, or globally, can have important implications for Police. People, products and information now move easily around the world. But this increasing economic and personal mobility is also accompanied by changed, and sometimes heightened, crime risks. Police need to be prepared to respond effectively to cross-border issues such as pandemics, terrorism, and biosecurity threats. Furthermore, as a good “world citizen” New Zealand reinforces its national identity through assigning Police staff to assist the authorities in other jurisdictions to respond to national disasters, civil disorders and other major events.

Technology and innovation - New technology delivers opportunities both to commit and reduce crime. Computers, the Internet, and mobile phones are all widely used, and the speed, anonymity and accessibility of these can support the commission of crimes. But this technology also provides Police with better tools and techniques for preventing, detecting and solving crime. Effective policing in a modern environment requires us to understand new and developing technology, its current and potential uses, and to think innovatively about its potential application for policing purposes.

New Zealand society

Demographics - As a nation our population is becoming older on average, more ethnically diverse, more mobile and more likely to live in a city. People today are living in a wider variety of domestic arrangements and the workforce is more flexible, mobile and seasonal than in the past. There have been high levels of immigration in recent years and there is currently a “bubble” in the 14-19 age group. Both these demographic features have been particularly marked in our largest city, Auckland. The characteristics of the population have significant implications for delivering effective and relevant policing services that meet New Zealanders' needs - from dealing with nationwide issues through to community and street-level issues.

Expectations - New Zealanders need confidence that Police operates to the highest standards of professionalism, and that its services are effective and accessible to them. Public trust and confidence are critical and Police actions must reflect public expectations that we will observe the highe st standards of behaviour, attitude, and actions. Police highly values the public's trust and confidence and we work hard to earn and retain this. Public perceptions of policing and of Police may be drawn from many sources. Police need to promote public confidence and give real assurance that any shortcomings in Police performance are promptly and effectively dealt with. Impressions about policing in general and Police specifically can be gained, for example, from television shows, movies, news reports and Internet blogs. We need also to draw attention to successes attributable to our work - for example, the contribution of effective road policing to the fall in the road toll over recent years.

Public Support - The support of a community is needed in order to police it effectively and achieve desired levels of safety and security for its members. While the core requirements of law enforcement must be met, there is significant scope for adapting policing activities to best meet the particular needs, aspirations and issues of communities. Under the new Community Reassurance strategic initiatives, Police will be working with communities more intensively, to develop ways of enabling them to have greater input in policing decisions. The recruitment and deployment of police staff to communities will take into account both the characteristics of the staff and of the communities, and wherever possible we will seek to find the best match between these.

Service demands on Police

Crime trends - The level and pattern of crime changes over time and can vary regionally in significant ways, so Police need to be able to identify such changes and trends and respond effectively. Police service delivery priorities must reflect this. Areas of heightened concern are as follows:

• Violence - There has been a slight overall increase in violent crime but a marked increase in the seriousness of violent offending in the home, on the street, and in sexual assaults.
• Māori offending - Māori continue to be over-represented in crime statistics and in prison.
• Organised crime - By various indicators it appears that such crime is on the increase, ranging from familiar activities such as identity fraud, and manufacturing, importing and distributing illicit drugs, to newer technology-assisted forms such as electronic crime and intellectual property theft. These pose a significant threat to individuals, society and to the overall economy.

The need to respond effectively to crime trends shapes our shorter-term service delivery priorities and is factored into our longer-term strategic planning work.

Road trauma - Continuing improvement in road policing strategies is necessary to maintain the downward trend in road deaths, hospitalisations and injuries. New and proactive road policing strategies applied in recent years have significantly contributed to reducing the level of road trauma. Successful road policing strategies must be continually refined and developed to achieve further safety benefits for New Zealand society. As members of the general public are most likely to have formal dealings with Police in relation to traffic matters, we will seek to ensure these police-public interactions help form positive public views about road policing and safety. This year we will be undertaking a thorough review of our road policing policies and practices to ensure they achieve public “buy in” to our desired goal - safer roads.

Social behaviour - Trends in anti-social behaviour can influence both the public's fear of crime and the level of actual crime. Individual and group behaviour that is anti-social - such as aggressive driving, road rage, minor vandalism, unruly party crowds - can heighten actual and perceived risks to public safety. Social attitudes underpin social behaviour. For example, much anti-social activity and crime is attributable to individuals' behaviour that has been changed by the consumption of alcohol (in inappropriate ways or quantities) and the use of drugs. Some international research suggests that perhaps the majority of crime is fuelled by the consumption of alcohol. The attitudes of many New Zealanders towards alcohol consumption and related hazardous behaviours appear too tolerant of unsafe drinking patterns. Police must support the work of other responsible agencies, particularly those with safety and public health responsibilities, to identify likely causes of anti-social behaviour and support interventions that are likely to promote pro-social behaviour, in particular among New Zealand youth.

State sector requirements for policing

Joined-up working - The outcomes of Police are shared with many other state sector agencies. Many state sector agencies work towards achieving the greater safety and security of New Zealand and its people. These include government departments and agencies comprising the justice, transport, defence and international sectors. Many more state agencies and crown entities have responsibilities for outcomes that can produce crime reduction benefits for New Zealand society. For example, those agencies responsible for health, social development, child and youth protection, housing and recreation issues. Police are committed to working in a whole-of-government way with other agencies. This is discussed in detail in Section 7 - Working across the whole-of-government.

Government's expectations of Police - The Government has stated its three high-level long-term priorities (Economic transformation, Families - young and old, and National identity) that the state sector is expected to contribute to. Police outcomes contribute directly to these, and our priorities for action in 2007/08 are aligned with the three Government priorities. See also Section 6 - Strategic directions and Section 7 - Working across the whole-of-government.

Effective performance - We must show that Police delivers value-for-money through providing services that make a positive difference to levels of public safety. We are formally accountable for our performance through, for example, published official reports, and less formally our performance is judged by the public from information supplied through many other sources.

We deliver services that are both reactive (such as immediate emergency responses) and proactive (for example, those that are longer-term, strategic and crime prevention-related). Understandably, public perception of our performance is strongly influenced by reports about our response times in meeting emergency demands. However, less observable activities and longer-term activities make a significant contribution to public safety in the wider community. For example, covert operations against organised crime activities such as drugs and firearms trafficking; assisting with securing our national borders against external threats such as terrorism; and working with communities to develop improved ways of tailoring policing services to meet local community expectations for safety. Police resources must be deployed to achieve the greatest benefit in terms of desired results and outcomes.

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6. Strategic directions

The work of Police must contribute effectively to improving the condition of New Zealand society

The Government's priorities

These are:

• Families - young and old - all families, young and old, have the support and choices they need to be secure and be able to reach their full potential within our knowledge-based economy.
• Economic transformation - working to progress our economic transformation to a high-income, knowledge-based market economy which is both innovative and creative and provides a unique quality of life to all New Zealanders.
• National identity - all New Zealanders are able to take pride in who and what we are through our arts, culture, film, sports and music, our appreciation of our natural environment, our understanding of our history and our stance on international issues.

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State sector strategy and Police contribution

In 2006 the strategic outcomes of Police were revised following extensive internal and external consultations. In particular, they have been developed to contribute both to the Government's goals and to the joint strategies of the sector groups that Police is part of - justice, transport, defence (including national security) and international. Justice sector end outcomes, sector intermediate outcomes and Police impacts are shown in the diagram in Section 7 - Working across the whole-of-government.

These strategic outcomes are set out in our Strategic Plan to 2010, Policing with Confidence, the New Zealand Way and they will guide our selection of priorities and our activities.

Cost-effectiveness measures of our interventions are required under section s40(d) of the Public Finance Act. Police are working to develop suitable methodologies for this. We are contributing to justice sector work on the Effective Interventions Performance Framework (which will assess the effectiveness of sector agencies' interventions in reducing offending and, ultimately, imprisonment rates) and we are also developing our own in-house capability to identify which police activities deliver the best crime reduction and crime prevention results.

Police outcomes framework

Police outcomes for New Zealand society are:

Outcome 1: Confident, safe and secure communities.

Outcome 2: Less actual crime and road trauma, fewer victims.

These two outcomes are directly linked and many Police activities contribute to both. Community confidence in the level of policing protection - Outcome 1 - reflects people's shared perceptions of the level of risk from crime and other related threats. These perceptions are in turn significantly based on Police performance in preventing, detecting and reducing crime, trauma and its effects on people - which is the focus of Outcome 2.

There are certain types of policing activity that can produce comparatively higher benefits in terms of reducing crime. These activities address widely held public concerns and known types or causes of crime.

It is essential that Police Districts have the ability and support to adapt their actions and operational priorities to manage for the priority results that matter most in their area. This approach recognises that the relative safety needs of communities differ around the country.

Outcome 1: Confident, safe and secure communities

Explanation of the outcome

This is the desired condition ofcommunities and society, where people - living as individuals, in families and in communities - feel confident that their personal safety and economic interests are being suitably protected against the effects of unlawful and anti-social action. People can therefore go about their business and live their lives with a minimum fear of crime and its effects, and of road trauma.

Why this outcome is important

Achieving this outcome supports all three of the Government's priorities. In particular, it supports the quality of life for Families Young and Old and the economic and social participation of members in New Zealand life. The reduction of family violence and development of effective interventions will contribute directly to this. By facilitating legitimate business and other economic activity, it contributes to Economic Transformation. Where New Zealand is called on to supply policing services to overseas communities, achievement of the outcome promotes New Zealand's National Identity in a very positive way.

“Community” encompasses all the diverse groups of people Police serves. It covers, for example, New Zealanders as a nation, regional areas within New Zealand of all sizes (including at neighbourhood and street level), and groups of people who share the same interests and attributes, ethnicity or kinship (such as iwi). These various communities mostly have similar shared protection needs but some also have specific protection needs. Two examples of specific external risks that need to be mitigated for different New Zealanders are:

• as a nation - the possible threats from a terrorist attack and from organised crime
• as members of ethnic communities andthe gay and lesbian community - the risk of hate-crime violence.

Communities also need the ability todeal with crime and anti-social behaviour that arise from within. In terms of possible benefits in reducing the costs of crime to communities and to the taxpayer, effectivepolice-community partnerships can produce very good crime reduction payoffs for joint action. In particular, community and police crime prevention work with children and young persons is likely to be recognised by communities as giving young people better life chances, and thus is likely to receive support within communities.

Police action to achieve this outcome

Police seek to ensure that services are delivered within any community in ways that meet all the performance standards for Police and, moreover, are relevant to that community. We understand that our success in achieving community responsiveness and the relevance of our services will be determined and judged by the communities we serve. We will focus on:

• Providing opportunities for participation - weseek opportunities to work with community groups and individuals to give support to community-based initiatives and programmes and to seek community input and support for local Police work.
• Setting local priorities - knowledge of local issues and people and community support can enable Police to deliver faster and more effective responses to incidents and undertake more effective crime prevention-related work.
• Working in partnership - we willseek the views, knowledge and ideas of all communities to better inform the design and delivery of Police services. We will actively seek to develop and (where these do not already exist) initiate new consultative relationships with iwi, hapu and representative local Māori organisations.
• Providing protection - the visibility ofPolice protective services influences community confidence about their level of protection and safety. Visibility is promoted through, for example, Police exercises. Training exercises (such as simulating responses to a supposed major earthquake disaster) are effective means of both testing police planning and service capability and of testing the effectiveness of working relationships with other agencies and the community.
• Communicating well - Police need to make their presence and services visible in positive ways and present clear and positive public communications material that emphasises the accessibility of services.
• Providing quality advice - Police will provide good quality policy and other advice to Government and other decision makers so that decisions made and action taken will be based on sound evidence, information and analysis. Our analysis will be based on clear understanding of the problems and issues, reliable data and other information. We are committed to undertaking effective consultation both with state sector and other agencies but also with other interested parties - including, where relevant, the community.

The Commissioner has identified priority actions for the delivery of policing services in 2007/08 as part of implementing the Strategic Plan. These include:

• Community - Implementing a new model ofcommunity policing.
• Māori - Improving engagement with Māori and iwi.
• Youth - Developing effective youth development Initiatives.
• International Policing - Progressing an international policing pool.

Resources

High levels of relevant skills are the key for Police to achieve a confident, safe and secure community. In all situations certain skills are required, but a particular mix of skills, that often includes specialised cultural understanding and competencies, can be required for Police staff operating in some communities. For example, some important and specialised skill sets are required for officers to work effectively in, say, an urban high-crime neighbourhood; a village in the Solomon Islands; or a rural community.

Successful implementation and use of technology can also support intelligence gathering and information sharing between police and communities. Innovative solutions make the reporting of crime, and also evidence gathering by the public, faster and more effective. For instance, the SNEN (Single Non Emergency Number) service will be a contact centre for the receipt of general non-emergency calls with a uniform standard of service, and operate continuously - 24/7. This will reduce the pressure on the 111 queue and ensure all calls to Police are dealt with according to correct priorities. SNEN is in the final stages of being trialled and will be rolled out over the next two years. Better Police communications capacity, such as that provided by SNEN, will enable us to make more effective responses to reports and in gathering evidence.

Police Output Expenses (see Part B) that contribute to this outcome include:

Output expense
Two	General Crime Prevention Services and particularly
	2.1 Community Responsiveness
	2.2 Youth Services
Three	Specific Crime Prevention Services and Maintenance of Public Order
Seven	Road Safety Programme and particularly
	7.2 Community Engagement on Road Safety.

Additionally, certain other activities funded through other Police Outputs also contribute to this outcome, for instance, Output Expense One - Policy Advice and Ministerial Servicing.

Impacts

The difference we want to make to communities' safety and confidence will be demonstrated through:

• local policing priorities reflecting local needs and community aspirations
• better access to police services
• increased public awareness and understanding of the factors that contribute to crime and road trauma
• greater community, and Māori, satisfaction with Police services
• decreasing incentives and opportunities for crime, including through improved environmental design and through increased Police visibility in vulnerable communities.

Measuring achievement of this outcome

A mixture of measures is needed to enable us to assess how well communities consider that they are being protected. Major indicators which are a basis for developing performance measures are:

Community attitudes and behaviours - surveys of communities (for example, about safety, victimisation) can identify how well protected they consider themselves to be and how satisfied they are with policing services.

• Police consultation with the community - information about the level of Police activity in engaging with local communities can show how effectively we work to find community-focused solutions to policing issues. The level of Police participation in meetings with iwi and hapu, with community groups, and establishment of and support for locally-based initiatives, all give an indication of how effectively Police is establishing “partnership” with communities. Consultation activity should be linked to levels of responsiveness achieved, as noted below.
• Police responsiveness to communities - examples of improved local processes, joint police/community ventures, and greater community input to policing can indicate the level of Police responsiveness to communities' views, knowledge and aspirations. The visibility of Police in communities - for example, through physical presence (eg: being in the streets, shopping areas and present at community events) and through public communications (eg: producing articles for local newspapers, or having staff liaise with or address community groups) - provides reassurance to communities that Police are “out and about”, making those communities safer.
• Development of cross agency linkages - the development and maintenance of effective working relationships with other agencies operating within a community provides a framework for better “joined-up” local working. This could be assessed through activity-based indicators of consultation and of joint decisions and initiatives undertaken.
• Simulations and exercises - well conducted exercises that test the effectiveness of Police responses can promote community confidence in Police planning and capability. Information about such exercises and how the community has been involved in, and has responded to, these exercises can also indicate the level of police/community connectedness.
• Providing quality advice - Police will provide good quality policy and other advice to decision makers so that decisions made and actions taken are based on sound information and analysis.
• Public satisfaction levels - surveys of the public can indicate the level of public satisfaction with Police services.
• Complaints - the nature and level of complaints about police services, both to Police directly and to the Police Complaints Authority, indicate explicit dissatisfaction of individuals or organisations with our performance. Many complaints are highly specific, for example, to the detailed circumstances of a particular event. Our ability to deal with and remedy any systemic issues arising from such events indicates the health of our organisational development capability.

Outcome 2: Less actual crime and road trauma, fewer victims

Explanation of the outcome

This outcome describes the desired environment where the impact of crime on New Zealand society and the economy is minimised. There will be reduced levels of actual crime, of road accidents and other related trauma, and fewer victims.

Why this outcome is important

Reducing offending and road trauma delivers significant economic and social benefits for New Zealand and promotes the achievement of the Government's goals for families and for the economy. This also contributes to whole-of-government outcomes - particularly those shared with the justice sector for a safe and just society; the transport sector for road safety outcomes; and the defence and foreign affairs sector for achieving improved national security outcomes.

Achievement of this outcome supports our Outcome 1 - Confident, Safe and Secure Communities - because the successful reduction of actual crime and road trauma can reduce people's fear of crime and of threats on our roads, and increase confidence in their overall safety.

Police action to achieve this outcome

The work of Police that contributes to the achievement of this outcome falls into the following four categories:

• evidence-based proactive policing
• timely and effective responses
• thorough investigations
• effective resolutions.

The mix of policing activities in any area must be relevant to the particular safety needs of the communities served. Types of offending and of offender, characteristics of different locations and the impacts of crime and road trauma on people differ too widely to suggest that one overall approach could successfully address all these.

Problem-oriented policing underpins our approach to crime and crash reduction by:

• targeting the situational and social causes of crime
• focusing on preventative options for Police intervention
• looking at clusters of similar incidents to identify patterns and suitable responses
• using prevention and interventions that do not rely on the criminal justice system
• finding solutions that engage other government agencies and organisations.

It is essential that there is a suitable level of autonomy available for local Police managers to set local priorities and make deployments that are best suited to local needs and local issues. This requires us to be innovative in deploying our resources to get the best value from Policing resources. It also means finding ways of minimising the burden of administrative work through, for example, eliminating low value activities and increasing the overall efficiency of how we do our paperwork.

Police have identified “keys to achieving a reduction in crime and road trauma” which comprise a mix of short-term and long-term results that would be likely to make a significant contribution to increasing community safety. These are set out in Policing with Confidence, the New Zealand Way - Strategic Plan to 2010.

There are clear linkages also between these keys - for example, the misuse of alcohol is associated with much violence and antisocial behaviour. The keys to achieving a reduction in crime and road trauma include:

• Focusing on drugs and alcohol - reducing the abuse of drugs and alcohol is likely to reduce crime and road trauma.
• Preventing violence in the home and street, including sexual violence - violence, in all its forms, creates victims now and often impacts negatively on the future of people exposed to violence.
• Positively influencing children and young people - positive interventions can minimise “ at risk” behaviour of young people and their likelihood of being involved with the criminal justice process.
• Reducing offending by Māori and victimisation - reducing the disproportionate levels of Māori offending and of victimisation can improve all aspects of the lives of people affected.
• Targeting organised crime - reducing organised crime lowers the major threat that exists to society and to vulnerable individuals and groups. Organised crime is carried out mainly to make money, and activities typically involved, such as drug manufacture and sales, kidnapping, people smuggling and fraud, impose major costs on all New Zealanders.
• Changing behaviour on our roads - improvements in this can further reduce deaths, hospitalisations and injury, together with other associated trauma.

The Commissioner has identified priority actions for the delivery of policing services in 2007/08 as part of implementing the Strategic Plan. These include:

• Investigation - Improving tactics and decision-making and technological support
• Intelligence - Developing a national model for implementation
• Organised crime - Undertaking a whole-of-government campaign against internationally connectedorganised crime
• Road policing - Introducing a revamped and positive road policing strategy
• Service first - Improving service delivery based on the Canadian model
• Family violence - Implementing a nationally consistent approach based on interagency interventions
• Sexual violence - Improving adult sexual assault investigation.
• Police aim to focus resources increasingly on preventative interventions. These include interventions (such as suitable youth programmes) that can deter individuals moving from pre-offending and early offending behaviours to more serious patterns of subsequent offending. Police can also assist organisations and individuals to develop crime prevention responses that make crimes harder to commit through, for example “target hardening” or changed environmental design.

Resources

Relevant staff capability is the major resource required to achieve this outcome (Less actual crime and road trauma, fewer victims). Currently, most police resources are applied to addressing offending and unsafe road behaviours but, as noted earlier, over time we aim to shift more resources towards the prevention-related activities that have the potential to reduce the likelihood of such behaviours developing. The addition of more staff will provide both the frontline and support staff needed to do our job in the current, and future, policing environment, and increase the emphasis on preventative activity. Effective deployment of these staff and support resources will in turn be determined by the quality of District resource decision making, and of strategic and operational plans.

Effective implementation and use of technology can also support intelligence gathering and two-way information sharing between police and communities. Innovative solutions can be found to make the reporting of crime, and also evidence gathering by the public, faster and more effective.

All Police Output Expenses (see Part B) contribute directly, either in whole or in part, to this outcome and they comprise:

Output expense
One	Policy Advice and Ministerial Servicing
Two	General Crime Prevention Services
Three	Specific Crime Prevention Services and Maintenance of Public Order
Four	Police Primary Response Management
Five	Investigations
Six	Case Resolution and Support to Judicial Process
Seven	Road Safety Programme

 

Impact

The contribution of policing activity to crime and crash reduction can be assessed by direct measures of results achieved and also by measures of process - how well policing activities have been carried out.

Results-based measures include:

Justice sector

• reduced violence
• reduced burglary
• reduced vehicle crime
• reduced organised criminal activity.

Transport sector

• enhanced road safety.

Defence and foreign affairs sector

• increased national security.

Process measures of Police service delivery may be based on:

• timely and effective response to calls for service
• thorough investigations
• effective resolutions.

We are giving particular attention to developing robust District-level planning processes that set out the results sought and provide a basis for developing indicators, measures and standards for reporting our performance.

Measuring achievement of this outcome

Various measures can help assess the levels of actual crime, road trauma and victimisation and the impact of Police activities on these levels. These include:

• Crime and resolutions statistics - Police statistics indicate levels of reported crime and of case resolutions within various categories of crimes.
• Victimisation levels - the New Zealand Crime and Safety Survey (NZCASS - conducted by the Ministry of Justice) measures the incidence and prevalence of a range of actual crimes and whether or not these are reported to Police. It therefore gives our best indication of the total level of crime occurring, whether reported or not, and thus an indication of the overall level of victimisation. Lower levels of actual crime are likely to indicate that crime reduction initiatives are successful, and higher levels of reported crime may suggest people have confidence in the ability of Police to reduce crime.
• State sector agency views - the collective view of the state sector about how effectively Police works across the whole-of-government will be a measure of Police performance in achieving effective inter-agency working relationships.

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7. Working across the whole-of-government

Police works with agencies across the state sector to deliver on the Government's goals, ministerial priorities and sector outcomes.

The two service outcomes of Police (Confident, safe and secure communities and Less actual crime and road trauma, fewer victims) contribute directly to the Government's goals, and also to joint outcomes shared with other sectors and agencies.

The Police Achievement Framework contributes to our organisational development outcome (A world class Police service) and to the six goals set by the State Services Commission for achieving well-performing state services.

These are:

• Employer of choice.
• Excellent state servants.
• Networked state services.
• Coordinated state agencies.
• Accessible state services.
• Trusted state services.

Along with many dedicated state sector agencies, we share the vision that in the future:

• young people will have positive influences to develop their potential and live fulfilled lives
• fewer people will suffer from violence, in any form
• people will feel safer in their homes and neighbourhoods, in the streets and on our roads, and generally feel secure in their daily lives
• fewer people's lives will be damaged or prematurely ended by drug and substance use or inappropriate alcohol consumption
• individuals and communities will be engaged in making communities safer
• Māori, Pacific peoples and other groups will participate fully in New Zealand society.

Our work has connections with, and implications for, a very wide range of economic, social and cultural outcomes, policies and programmes. Police work, therefore, has links with almost all the machinery of government but it predominantly takes place in collaboration with three sectors within the overall state sector:

• Justice sector.
• Road transport sector.
• Defence and international sector.

Justice sector

Police works with justice sector agencies to achieve the shared justice sector outcomes:

The major part of Vote Police (almost three quarters) is used for output expenses that contribute to justice sector purposes.

Besides Police, the justice sector comprises the Ministry of Justice, Department of Corrections, Crown Law Office, Serious Fraud Office and the Child Youth and Family Services group within the Ministry of Social Development. Various other Crown entities and agencies are also involved in sector work, in relation to specialist issues.

The sector is working jointly to identify ways of shifting resources from the “back end” of the criminal justice system (notably, public expenditure on holding people in prisons) up to the “front end” (earlier interventions to prevent entry to, or facilitate early exit from, the criminal justice system). The central initiative in this overall work is a major interagency Effective Interventions project. This project is fully supported by Police, through contributions of staff, administrative services and premises. Effective Interventions work will produce better agency understanding of individuals' pathways through life and will identify the justice sector interventions most likely to reduce the social, personal and fiscal costs of offending.

For an overview of the justice sector outcomes see the Ministry of Justice Statement of Intent 2007/2008 on the Ministry's website [www.justice.govt.nz].

Transport sector

Police works to achieve the shared transport sector outcome:

The Transport system is safer and more secure.

Police receives annual Vote funding of over $200 million for road safety work, and also undertakes certain maritime policing activities. In particular, it undertakes:

• road policing, including speed-limit enforcement
• enforcement of alcohol and driving laws
• management of Community Roadwatch
• commercial vehicle investigation and highway patrols
• operation of maritime patrol and safety units.

The transport sector comprises (among others) the Ministry of Transport and Crown entities including Land Transport New Zealand, Transit New Zealand, Maritime New Zealand and the Transport Accident Investigation Commission, and it works closely with the Road Safety Trust, local government and local authorities that own, maintain and develop New Zealand's local road network.

Defence and international sector

Police works with the New Zealand Defence Force and other agencies to achieve a shared security-related outcome:

Secure New Zealand, including its people, land, territorial waters, “exclusive economic zone”, natural resources and critical infrastructure.

The source and nature of external threats vary widely - for example, illegal imports of drugs and biohazards, the risk of a pandemic, overseas-based cyber-crime, terrorism, incursions into our territorial waters. The sector needs the ability to organise its shared resources to anticipate and meet such threats. Sound inter-agency strategies and contingency plans underpin this work. The core sector comprises the New Zealand Defence Force, Ministry of Defence, Ministry of Foreign Affairs and Trade, New Zealand Customs Service, Ministry of Fisheries, and specialised security groups within the Department of the Prime Minister and Cabinet.

Police also works with agencies on a wide range of international issues and assignments. These include (for example) providing Police assistance to support overseas jurisdictions maintain law and order and many joint operations aimed at combating crime internationally and reducing the impact of such crime on New Zealand.

Other agencies

Police has working protocols (memoranda of understanding) with over 40 other state sector agencies, covering areas such as health, housing, social issues, population groups, natural resources. In essence, Police seek to work effectively with organisations and groups with whom we share similar outcomes. We actively seek out opportunities and initiatives where we can work with other agencies and add value by achieving better joint results, or achieving the same results in better ways.

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8. Organisational development

We are working to become a world class Police service that will set the international quality standard for policing services.

In becoming a world class Police service we will be increasingly recognised for what we do and the results we achieve. We will benchmark our own performance against that of Police services in similar jurisdictions.

We will work to ensure that there is optimum alignment between our resources and the outcomes and priorities we seek to achieve. Organisational development work is focused on developing the right levels, and mix, of resources for these purposes. The core components of our “capability” (the level and mix of resources we need to do our work) include our people, organisational resources and corporate support, information, communications and technology systems.

These capabilities also represent our organisational strengths, so they are carefully monitored through assurance and reporting processes and are strengthened according to planned processes of development. We also need the flexibility to be able to respond effectively to sudden changes in environmental conditions, and where necessary reconfigure our capabilities to meet such demands.

Leadership and people in policing

We must have the capacity, capability and competence to police effectively. Human resource policies need to ensure that we can recruit and retain a good mix of people who will work together effectively and who have a commitment to Police values, systems and processes and to building a strong base of knowledge, expertise and skills.

Targeted recruitment and retention strategies - Police aim to be an employer of choice for people capable of performing police work to world class standards. Our current initiative to recruit 1250 extra Police staff is designed and carried out to attract high quality applicants. We need to be very mindful of labour market demand and supply for the skills we need. High achievers have many choices available to them in the job market, and Police aims to be a chosen employer for such people. Police human resource management and planning focuses on ensuring that we have the information needed and support available to meet forecast staffing levels. Effective recruitment and retention of good staff are central to this strategy.

Leadership and management capability development - we work to develop the leadership capability of all staff as well as identifying a pool of talented staff members who have the potential to become effective leaders and effective managers. Assistance, encouragement and support is then provided for them to reach their potential, both as individuals and as valued members of Police.

Strategic goals include:

• creating development opportunities for staff members
• implementing development programmes for women, Māori, Pacific peoples, and other ethnic groups
• encouraging tertiary study and professional development
• encouraging applications for promotion
• supporting new managers to meet the requirements of their positions.

Integrity and accountability

Policing is generally a publicly visible activity and our actions can receive a high level of scrutiny. While our staff have millions of interactions with the public every year just one bad incident can affect how the whole of Police is viewed. Thus it is vital that we use, and are seen to use, the powers we hold responsibly and lawfully. We will ensure staff know the requirements for policing with integrity, comply with these, and are given the necessary support to meet these specified standards of integrity and behaviour.

Strategic goals include:

• implementing the New Zealand Police Code of Conduct for all staff
• promoting understanding of, and adherence to, Police values, ethics and required behaviours
• ensuring integrity-related aspects of policing, and complaints, are given thorough consideration
• developing methodologies to enable early identification and rectification of problematic staff behaviours and attitudes.

Employment equity - the Police Equal Employment Opportunities (EEO) Plan details our strategies for providing equal employment opportunities and increasing the diversity of the Police workforce. These contribute significantly to the development of responsive and representative policing services, and to the Government's wider goals for societal fairness. Strategic goals for developing the capability of Police staff include:

• increasing the numbers of women, Māori and Pacific peoples, Asian peoples, and other ethnic groups
• developing initiatives - such as flexible employment options - to improve opportunities for staff
• improving policies and practices for managing discriminatory behaviours such as workplace harassment (sexual, gender and racial) and bullying
• developing effective guidance material, consultation and communications processes, and databases on EEO indicators and issues.

EEO initiatives are specified in plans and are integrated into the policies and practices of Districts. Support is also provided to Districts for implementing these initiatives. Designated staff are assigned responsibilities for overseeing implementation of planned initiatives and results are reported on regularly for internal management purposes, and externally for public accountability purposes.

Organisational resources and corporate support - To do our job well, Police need a good infrastructure - in particular, in information and communications systems. This is achieved through:

• evaluating the effectiveness of resource deployment
• improving resource-linked strategic planning systems.

Effective corporate servicing is achieved through:

• implementing enhanced business planning, reporting and performance measurement processes
• streamlining front-line administration and reducing paperwork
• introducing a new risk management framework focused on the risks and threats to our organisational performance that “matter most”.

Technology and innovation

Technology and innovation provide many solutions to help the organisation provide maximum support to the front line. We need the capability to ensure that information and knowledge held within Police can get to the people making decisions within required deadlines.

Police will continue to make significant investments in people, systems and equipment to improve our use of information technology and our intelligence analysis capability. New communications technologies need to be used effectively to combat new forms of technology-assisted offending, and staff need to know how to use it most effectively.

Strategic goals to increase this capability include:

• maintaining operational and development conformance with the Information and Communications Technology (ICT) Strategic Plan 2005 - 2010
• “ Business as usual” activities to ensure the availability, security, integrity, capacity and currency of Police ICT systems, in combination with a programme of improved ICT service delivery
• “ New initiatives” to provide additional capability toPolice ICT systems, addressing organisational development themes of:
  • Capability, through improving intelligence, investigations and deployment
  • Service Management, through improving service access, reducing repetitive paperwork and improving integrated reporting
  • Organisational Performance, through maintaining the security and integrity of information.

Relationships

Good relationships with individuals, communities, groups and organisations comprise a major resource, and one that we value very highly. As emphasised throughout this Statement of Intent, the success of most Police work relies on creating mutual respect and good working relationships with others. We need the confidence and the trust of individuals and communities, iwi, hapu and other groups to achieve greater community safety. We also need effective working arrangements with a very wide range of government and non-government organisations to deliver joined-up responses to issues.

Strategic goals to develop this capability include:

• participating effectively in meetings and events involving Māori, Pacific and other communities
• bringing Police experience and skills to our joint work with state sector agencies
• developing better working linkages and working relationships with organisations in New Zealand and overseas
• developing initiatives to promote increased Police responsiveness to, and partnerships with, communities.

Organisational health

Our ability to develop and maintain overall capability will be monitored through the Police Achievement Framework and relevant indicators will include our:

• performance meeting the Good Employer and Equal Employment Opportunities plan targets
• staff retention and recruitment levels
• implementation of ICT.

Priorities in 2007/08

Our organisational development priorities for the coming year are:

• Recruitment - We will recruit to authorised levels.
• Police Act review - A new Bill will be drafted.
• Change management skills - Staff will know how to identify, and respond to, the need for change.
• Code of Conduct - The Code will be implemented throughout Police.
• Communications strategy - This will be implemented.
• Leadership development - The framework will be implemented with 250 potential leaders identified and under management.
• Recruit training - The recruit training programme will be redesigned to the equivalent of three University semesters.
• Post recruit education and training - This will be redesigned to centre on the four faculties of policing - management and accountability; patrol and critical incident management; investigations; and community based policing practice.

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9. Police approach to managing risk

We are committed to developing a risk aware culture in which both important and urgent risks are effectively anticipated, identified, managed and monitored at every level of policing.

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Introduction

To better manage Police risks we are enhancing our risk management approach. We are implementing a common approach across Police that helps us to identify key areas of uncertainty, understand what matters most, make informed decisions and take action.

The Police approach

The approach is service-centric, aimed at identifying risks that have the potential to adversely affect achievement of our outcomes and strategic priorities.

The objectives of the Police risk approach are to:

• embed risk management as an everyday management tool, as part of the way we deliver our services and conduct our business
• provide a simple approach that fully integrates management of risk into business processes such as business planning, day to day management activities, investment decisions, project management and service delivery/operations management
• encourage and support staff to discuss and raise risk issues with their next level manager where appropriate
• support the organisation to innovate and to achieve fast paced change
• achieve a flexible approach to managing risk while ensuring consistency and meeting good practice standards.

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Risk types

Our risk approach encompasses strategic and operational risks within three categories.

• Risks to services we deliver:
  These risks relate to Districts' core outputs and are managed within the individual Districts. The identification of risks and putting in place measures to manage them must happen in conjunction with good communication about risk to ensure that agency partners are receiving sufficient information to understand and, where necessary, to take action themselves to help mitigate these risks.
• Risks to organisational capability:
  These risks relate to the Police key resources, systems and processes, knowledge, relationships and leadership that enable the delivery of Police services. These risks indicate what resources and controls are needed to enable delivery of services and achievement of outcomes. The Police Executive makes this happen through the policies and procedures they develop and implement.
• Risks related to change and projects:
  There are many changes associated with the new outcomes in this Statement of Intent and the implementation of the Commissioner's Priorities for Police which need to be considered in the light of improving capability and service delivery. Often this work is delivered through projects and the project risks need to be carefully managed. Open communication will lead to realistic setting of expectations with Police stakeholders.

Specifically Police's approach to managing risk requires Police Districts, service centres and business support groups in Police National Headquarters to:

• be risk aware, to identify and record risks that relate to the achievement of their service delivery and capability to deliver those services
• assess those risks and determine if they are acceptable and what action is required to reduce and manage the risk to acceptable levels
• monitor and report on the status of risks and the effectiveness of action being taken to mitigate those risks
• encourage the identification of risks that should be drawn to management attention, supported by recommended action plans regularly review and update risk profiles.

The Assurance Committee regularly reviews the strategic risks and maintains oversight of progress made in implementing a common approach to risk management across Police.

The focus this year is to:

• embed a risk aware culture in which management and all staff understand and take responsibility for managing risk to assist the achievement of Police outcomes
• support the implementation of processes and strategies so that risk and opportunity management are integral to business planning, informed decision making and the full range of operational and business processes throughout Police
• integrate risk and opportunity into management reporting to the Police Executive and the Assurance Committee.

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High-level organisation capability risks

Police Districts, service centres and business support groups are identifying risks related to service delivery and change management. The following table provides an overview of Police high-level capability risks:

	Category of Risk	Statement of Risk
People	We may fail to serve diverse communities.	If we do not achieve recruiting targets and we do not staff Police to reflect the diverse nature of the many communities we serve, we may not be able to meet the needs and expectations of those communities.
	We may fail to protect Police staff at work.	If we fail to provide adequate security for Police staff it may result in serious injury or death and impact on the public's sense of security.
	An ageing workforce may limit our ability.	If we do not manage our ageing workforce Police may not be able to maintain competency and experience to manage Police activities into the future.
Culture	Poor understanding of culture within Police.	If we don't understand dominant behaviour and influences in Police culture and the impacts on the organisation, we may impair our ability to achieve outcomes.
	Culture may not support innovation and enable problem solving focus.	A rules based, compliance environment and culture may not support our focus on innovation and problem-solving.
Resources	ICT development may not be sufficiently responsive.	If ICT development fails to keep pace with, or meet, the changing needs of the business this may impair service delivery and erode public confidence.
	Our facilities may not meet ever changing demands.	If we don't adequately plan and manage our property portfolio Police may not be able to provide appropriate, safe and secure facilities for staff, public, prisoners and other detainees.
Systems and processes	Inconsistent disciplinary processes may harm our organisation.	If disciplinary processes lack credibility, staff will not feel confident that appropriate action will be taken if they have concerns about integrity matters.
	We may not be responsive enough to change.	If policy is not developed and implemented in a timely way, Police practices and processes will not meet future needs.
Leadership	We may fail to sustain quality of leadership.	If Police is unable to attract and retain, develop and motivate high quality staff for leadership roles, our values may be eroded.
Relationships	We may not balance our priorities.	If we do not balance our resource allocation to the recognised priorities of our stakeholders and the public we may not meet their diverse and increasing needs and may lose their trust and confidence.
	We may fail to manage expectations of us.	If we do not successfully manage increasing expectations for existing services and for a new and diverse range of services then this may impact on core policing work.
Information	We may fail to protect information we are trusted with.	If Police fails to discharge its information stewardship role properly, then public trust and confidence may be eroded and also erode the confidence of our own staff in their ability to fulfil their roles.
	We may not make best use of our information.	If Police cannot demonstrate a clear link between use of evidence based information for deployment and measurement of performance, then credibility in our contribution to reducing crime and enhancing safety may be jeopardised in the eyes of the public, stakeholders and among Police staff.
	Police has an obligation to use our knowledge, to learn and advance our thinking and practices.	If Police does not capture and learn from our knowledge we may fail in our obligation to advance our thinking and practices.

 

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PART B - FORECAST FINANCIAL STATEMENTS AND OUTPUT EXPENSES

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Statement of responsibility

The information contained in this statement of intent for Police has been prepared in accordance with section 38 of the Public Finance Act 1989.

As Commissioner of Police, I acknowledge, in signing this statement, my responsibility for the information contained in this statement of intent.

The performance forecast for each class of outputs in the statement of forecast service performance is as agreed with the Minister responsible for Vote Police administered by Police.

The financial performance forecast for Police in the forecast financial statements is as agreed with the Hon Annette King who is the Minister responsible for the financial performance of Police.

The information contained in this statement of intent is consistent with existing appropriations, and with the appropriations set out in the Appropriation (2007/2008 Estimates) Bill.

Signed, Howard Broad, Commissioner of Police

Countersigned, Bruce Simpson, General Manager Finance and Planning

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Forecast financial statements

Underlying Assumptions¹

These statements have been compiled on the basis of Government policies and the Police Output Expenses agreed with the Minister of Police at the time the statements were finalised.

Operating Statement for the Year Ended 30 June 2008

	2006/07	2006/07	2007/08
	Budgeted $000	Estimated Actual $000	Budgeted $000
Revenue
Crown	1,114,195	1,114,195	1,217,788
Departments	10,445	10,445	8,795
Other	10,748	10,748	8,468
Total Revenue	1,135,388	1,135,388	1,235,051
Expenses
Output Expenses
Personnel	807,312	807,312	885,567
Operating	235,488	235,488	258,166
Depreciation	60,379	60,379	56,800
Capital charge	32,209	32,209	34,518
Total Output Expenses	1,135,388	1,135,388	1,235,051
Other Expenses	10	10	10
Total Expenses	1,135,398	1,135,398	1,235,061
Net Surplus/(Deficit)	(10)	(10)	(10)

Statement of Financial Position as at 30 June 2008

	Budgeted Position as at 30 June 2007 $000	Estimated Actual Position as at30 June 2007 $000	Projected Position as at 30 June 2008 $000
ASSETS
Current Assets
Cash and bank balances	104,386	104,386	92,292
Prepayments	5,347	5,347	5,347
Inventory	160	160	160
Receivables and advances	1,270	1,270	1,270
Total Current Assets	111,163	111,163	99,069
Non-Current Assets
Non-Current assets	577,272	577,272	618,995
Total Non-Current Assets	577,272	577,272	618,995
Total Assets	688,435	688,435	718,064
LIABILITIES
Current Liabilities
Payables and provisions	47,989	47,989	45,673
Provision for employee entitlements	91,396	91,396	88,409
Other current liabilities	6,400	6,400	6,400
Total Current Liabilities	145,785	145,785	140,482
Term Liabilities
Employee entitlements	78,800	78,800	88,997
Total Term Liabilities	78,800	78,800	88,997
Total Liabilities	224,585	224,585	229,479
Taxpayers' Funds	463,850	463,850	488,585
Total Taxpayers' Funds	463,850	463,850	488,585
Total Liabilities and Taxpayers' Funds	688,435	688,435	718,064

Statement of Cash Flows for the Year Ended 30 June 2008

	2006/07	2006/07	2007/08
	Budgeted Position as at 30 June 2007 $000	Estimated Actual Position as at 0 June 2007 $000	Projected Position as at 30 June 2008 $000
CASH FLOWS FROM OPERATING ACTIVITES
Cash provided from Supply of outputs to:
Crown	1,111,996	1,111,996	1,217,935
Departments	15,068	15,068	8,795
Other	12,344	12,344	8,468
Cash disbursed to:
Cost of producing outputs
Output expenses	(1,004,597)	(1,004,597)	(1,146,196)
Capital charge	(32,209)	(32,209)	(34,518)
Other expenses	(10)	(10)	(10)
Net Cash Flows from Operating Activities	102,592	102,592	54,474
CASH FLOWS FROM INVESTING ACTIVITIES
Cash provided from:
Sale of non-current assets	3,000	3,000	3,000
Cash disbursed to:
Purchase of non-current assets	(77,603)	(77,603)	(101,523)
Net Cash Flows from Investing Activities	(74,603)	(74,603)	(98,523)
CASH FLOWS FROM FINANCING ACTIVITIES
Cash provided from:
Capital Contribution from the Crown	34,409	34,409	31,955
Cash disbursed to:
Payment of surplus to the Crown	(2,483)	(2,483)	-
Net Cash Flows from Financing Activities	31,926	31,926	31,955
Net Increase/(Decrease) in Cash Held	59,915	59,915	(12,094)
Opening total cash balances at 1 July	44,471	44,471	104,386
Closing Total Cash Balances at 30 June projected	104,386	104,386	92,292

 

Reconciliation of Net Cash Flows from Operating Activities to Net Surplus/(Deficit) in the Operating Statement for the Year Ended 30 June 2008

	2006/07	2006/07	2007/08
	Budget $000	Estimated Actual $000	Budgeted $000
Operating Surplus/(Deficit)	(10)	(10)	(10)
Add/(less) non-cash items
Depreciation and Amortisation	60,379	60,379	56,800
Add/(less) movements in working capital items
Increase/(Decrease) in Payables and Provisions	483	483	(2,316)
IFRS recognition of Employee Entitlement			(7,210)
(Increase)/Decrease in Prepayments and Inventory	(1,902)	(1,902)	-
Increase/(Decrease) in Receivables	56,685	56,685	-
Net Cash Flows from Operating Activities	102,592	102,592	54,474

Statement of Movements in Taxpayers' Funds (Equity) as at 30 June 2008

	2006/07	2007/08
	Estimated Position as at 30 June 2007 $000	Projected Position as at 30 June 2008 $000
GAAP Taxpayers' funds at start of period	429,451	463,850
IFRS recognition of Employee Entitlement		(7,210)
IFRS Taxpayers' funds at start of period		456,640
Add/(deduct) net surplus/(deficit)	(10)	(10)
Capital Injection	34,409	31,955
Taxpayers funds at the end of the period	463,850	488,585

Departmental Capital Expenditure (to be incurred in accordance with section 24 of the Public Finance Act 1989)

Departmental capital Expenditure $000	Forecast 2007/08	Estimated Actual 2006/07	Budget 2006/07	Actual 2005/06	Actual 2004/05	Actual 2003/04	Actual 2002/03
Buildings	38,464	27,039	27,039	24,408	24,510	10,336	9,765
Plant/Equipment	35,755	33,032	39,244	28,814	28,637	36,077	33,293
Motor Vehicles	27,304	17,532	17,532	20,054	14,019	18,610	15,806
Total	101,523	77,603	83,815	73,276	67,166	65,023	58,864

The forecast capital expenditure for the 2007/08 financial year primarily comprises replacement and upgrade of the Department's Police stations, motor vehicle fleet and information technology, along with investment in motor vehicles and office equipment associated with the increase in Police frontline capacity. It also includes the cost of building a new custodial facility at Rotorua Police station. In addition there is also capital expenditure for Police mobility and national assistance centre.Capital contribution has also been provided for Road Safety Programme initiatives including crash attendance and investigation.

Forecast Non-Current Assets by Category as at 30 June 2008

	30 June 2007	30 June 2008 Forecast Position
	Estimated Actual Position $000	Cost $000	Accumulated Depreciation $000	Net Book Value $000
Land	132,787	132,787	-	132,787
Buildings	293,486	375,532	56,645	318,887
Plant/Equipment	101,220	355,186	271,850	83,336
Vessels	1,046	3,730	2,684	1,046
Furniture/Fittings	2,518	19,722	17,235	2,487
Motor Vehicles	46,215	136,219	78,669	57,550
Intangibles: Software Assets		78,885	55,983	22,902
TOTAL	577,272	1,102,061	483,066	618,995

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STATEMENT OF ACCOUNTING POLICIES

General Accounting Principles

The measurement base applied is historical cost modified by the revaluation of certain assets and liabilities as identified in this Statement of Accounting Policies.

Reliance is placed on the fact that the Government will continue to fund the organisation, so as to maintain operations at current levels.

The accrual basis of accounting has been used unless otherwise stated.

Full adoption of New Zealand equivalents to International Financial Reporting Standards (NZ IFRS) occurs in the 2007/2008 financial year. As the Forecast Financial Statements are for 2007/2008, these are produced under NZ IFRS. Comparative figures for 2006/2007 are reported under GAAP. A reconciliation of the impact from implementation of NZ IFRS can be seen in the Statement of Movement in Taxpayers' funds.

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Particular Accounting Policies

Land and buildings are recorded at fair value less impairment losses and, for buildings, less depreciation accumulated since the assets were last revalued. Fair value is determined by an independent valuer using market-based evidence, unless insufficient market-based evidence exists, in which case they are valued at optimised depreciated replacement cost.

Other property, plant and equipment, which include motor vehicles and office equipment, are recorded at cost less accumulated depreciation and accumulated impairment losses.

Classes of property, plant and equipment that are revalued, are revalued at least every five years or whenever the carrying amount differs materially to fair value. Unrealised gains and losses arising from changes in the value of property, plant and equipment are recognised as at balance date. To the extent that a gain reverses a loss previously charged to the Statement of Financial Performance for the asset class, the gain is credited to the Statement of Financial Performance. Otherwise, gains are credited to an asset revaluation reserve for that class of asset. To the extent that there is a balance in the asset revaluation reserve for the asset class any loss is debited to the reserve. Otherwise, losses are reported in the Statement of Financial Performance.

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.

Depreciation is charged on a straight-line basis at rates calculated to allocate the cost or valuation of an item of property, plant and equipment, less any estimated residual value, over its estimated useful life. Typically, the estimated useful lives of different classes of property, plant and equipment are as follows:

Freehold Land	Not depreciated
Buildings	2.5-10%
Plant and equipment	15-50%
Vessels	4.5-25%
Furniture/Fittings	10%
Motor vehicles	17%
Communication and computer assets	20-25%

If revenue has been earned by Police in exchange for the provision of outputs (products or services) to third parties, Police receives its revenue through operations. Revenue from the supply of services is measured at the fair value of consideration received. Revenue from the supply of services is recognised at balance date on a straight line basis over the specified period for the services unless an alternative method better represents the stage of completion of the transaction.

Cash and cash equivalents include cash on hand, cash in transit, and bank accounts.

Transactions in foreign currencies are initially translated at the foreign exchange rate at the date of the transaction.

Monetary assets and liabilities denominated in foreign currencies at balance date are translated to New Zealand dollars at the foreign exchange rate at balance date. Foreign exchange gains or losses arising from translation of monetary assets and liabilities are recognised in the Statement of Financial Performance.

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 mitigate exposure to foreign exchanges movement.

Costs are allocated to output expenses based upon the proportion of total productive hours recorded in Peoplesoft against activities that are related to each output expense. Productive hours are initially costed at a standard rate. Any variance between the standard rate and the actual cost is allocated amongst output expenses based on the proportion of total output costs.

Employee entitlements to salaries and wages, annual leave, long service leave, retiring leave and other similar benefits are recognised in the Statement of Financial Performance when they accrue to employees. Employee entitlements to be settled within 12 months are reported at the amount expected to be paid. The liability for long-term employee entitlements is reported as the present value of the estimated future cash outflows.

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Statement of Capital Commitments

Police expect to spend $102 million on capital purchases in 2007/2008 as per the Statement of Cash Flows. As at 31 March 2007 Police capital commitments were:

	$000			$000
Land and buildings	375		Less than one year	19,874
Vehicles	15,346		One to two years
Plant and equipment	3,723		Two to five years
Other	430		Over five years
TOTAL	19,874		TOTAL	19,874

 

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Statement of forecast service performance - output performance

Police has agreed to provide output expenses in 2007/2008, which meet the requirements of its Vote Minister in terms of their nature, timeliness, quality and quantity specifications, and cost (GST exclusive).

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Summary of Departmental Output Expenses

Departmental output expenses to be delivered by Police, and associated revenue, expenses and surplus or deficit are summarised below:

Output Operating Statements: 2007/2008

Departmental Output Expense	Description	Revenue Crown $000	Revenue Dept. $000	Revenue Other $000	Total Expenses $000	Surplus/ (deficit) $000
Vote Police
Policy Advice and Ministerial Servicing	Ministerial services, drafting replies for Ministerial questions and policy advice on policing issues.	1,814	5	3	1,822	-
General Crime Prevention Services	Provide for delivery of services to the community, which help prevent crime.	97,679	315	4,194	102,188	-
Specific Crime Prevention Services and Maintenance of Public Order	Delivery of specific crime prevention activities undertaken by Police that target risk areas.	89,769	4,802	586	95,157	-
Police Primary Response Management	Communication Centres providing advice and information to callers, dispatching response vehicles to calls for assistance and the initial attendance at incidents and emergencies.	366,994	1,336	1,396	369,726	-
Investigations	Delivery of investigative services including criminal investigations, non-criminal investigations and Police internal investigations.	333,654	1,127	996	335,777	-
Case Resolution and Support to Judicial Process	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.	72,038	281	331	72,650	-
Road Safety Programme	This output expense covers the delivery of services outlined in the Road Policing Programme directed towards the achievement of the road safety outcomes.	255,840	929	962	257,731	-

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OUTPUT EXPENSE ONE - Policy Advice and Ministerial Servicing

Output Expense Description:

This output expense 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; and

• 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 expense 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

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

	Estimated Demand
	2006/2007	2007/2008
Quantity
Policy advice is provided in accordance with the work programme agreed with the Minister.2	New Measure for 2007/2008	Yes
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of Policy papers that the Minister is satisfied with in regard to the following characteristics:	100%	100%
Purpose
Logic
Accuracy
Options
Consultation
Practicality
Presentation.

Output 1.2 - Ministerial Servicing

This output covers the researching and drafting of ministerial correspondence, and the provision of draft responses to written and oral Parliamentary questions.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of items of Ministerial correspondence referred to the Police for draft reply.	400 to 600	400 to 600
Percentage of items of Ministerial correspondence returned for redrafting.3	New Measure for 2007/2008	Less than 10%
Number of Parliamentary Questions referred to the Police for draft response.	1,100 to 1,300	1,100 to 1,300
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of draft replies to Ministerial Correspondence that are provided within 20 working days of receipt.	95%	100%
Percentage of draft responses to Parliamentary Questions that are provided within the timeframes specified.	100%	100%

Output Expense Statement

Policy Advice and Ministerial Servicing for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	1,642	1,814
Revenue Departments	5	5
Revenue Other	3	3
Total Revenue	1,650	1,822
Total Expenses	1,650	1,822
Net surplus (deficit)	-	-
Output 1.1: Policy Advice	945	1,051
Output 1.2: Ministerial Servicing	705	771
Total Output Expense	1,650	1,822

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OUTPUT EXPENSE TWO- General Crime Prevention Services

Output Expense Description:

• This output expense 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 expense 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 expense also includes initiatives in partnership with local government and community groups that are focused on reducing crime.

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OUTPUTS TO BE PURCHASED

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. It also 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 and Neighbourhood/Rural/Business Support groups.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of awareness and community information services provided to the public	75,000 to 85,000	80,000 to 90,000
Number of neighbourhood, business and rural support groups who have a crime reduction focus that are actively supported by Police.4	18,000 to 19,000	20,000 to 21,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of the public that are satisfied with the information provided on community safety and security issues.5	80%	80%
Percentage of Victim Support Groups that are satisfied with the Police provision of services in relation to initial response and criminal investigation.6	100%	100%

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 officer’s time when dealing with actual criminal cases involving young people which is covered in Output Expense Five.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Percentage of schools contacted regarding the “ Keeping Ourselves Safe” Programme.7	80%	80%
Number of youth apprehensions dealt with through:
warnings / cautions	9,000 to 10,000	10,000 to 11,000
alternative action.8	23,000 to 27,000	23,000 to 27,000
Number of youth referred to Youth Development Programmes.9	New measure for 2007/2008	Benchmark to be established in 2007/2008
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of Youth Education Service programmes that meet the quality standards agreed with stakeholder agencies.10	New measure for 2007/2008	100%
Percentage of youth referred to Family Group Conferences (FGC) whose risks and needs have been assessed using the Youth Screening Tool.11	New measure for 2007/2008	90%

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
	2006/2007	2007/2008
Quantity
Number of vetting services provided.	450,000 to 475,000	475,000 to 500,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of vetting applications processed within 30 working days.	95%	95%
Number of complaints upheld for processing errors of vetting applications.12	New measure for 2007/2008	Less than 5

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 they have possessed.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of applications for firearms licences processed.	48,000 to 53,000	48,000 to 53,000
Number of firearms licences revoked.	250 to 350	250 to 350
Number of firearms licences revoked in response to actions under the Domestic Violence Act 1995.	50 to 150	50 to 150
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of pistol club premises and firearm dealer’s premises that are inspected.	100%	100%
Percentage of firearm license applications processed within 30 days of receipt.	100%	100%
Number of expired ten-year licences for which no explanation has been determined as to what has happened to any firearms owned when the licence expired.	Less than 2005/2006	Less than 2006/200713

Output Expense Statement

General Crime Prevention Services for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	88,292	97,679
Revenue Departments	315	315
Revenue Other	5,607	4,194
Total Revenue	94,214	102,188
Total Expenses	94,214	102,188
Net surplus (deficit)	-	-
Output 2.1 Community Responsiveness	41,463	45,905
Output 2.2 Youth Services	33,763	37,648
Output 2.3 Vetting Applications	5,596	6,242
Output 2.4 Firearms Licensing	7,585	6,746
Output 2.5 Lost and Found Property	5,807	5,647
Total Output Expense	94,214	102,188

OUTPUT EXPENSE THREE- Specific Crime Prevention Services and Maintenance of Public Order

Output Expense Description:

This output expense 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; and

• providing secretariat support to the Pacific Island Chiefs of Police.

Sector or Departmental Outcome links:

This output expense 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

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
	2006/2007	2007/2008
Quantity
Number of patrol apprehensions.14	150,000 to160,000	160,000 to 170,000
Number of bail checks conducted.	230,000 to 280,000	250,000 to 300,000
Number of bail / parole breaches detected.	10,000 to 12,000	12,000 to 14,000
Number of arrests resulting from bail / parole breaches.	3,000 to 4,000	4,000 to 5,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of District Patrols originating from 24 hour Police Stations that are deployed using evidence-based proactive policing plans.15	80%	100%

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 VIP’s, diplomat protection security, witness protection services, support to aviation security and other general security at international and domestic airports.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of person days policing:
demonstrations	600 to 800	600 to 800
public events	2,500 to 3,000	4,500 to 5,500
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.	8,500 to 10,500	8,500 to 10,500
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld under this output.16	Less than 10	Less than 5

 

Output 3.3 - Staff Deployment Overseas and Support to the Pacific Islands Chiefs of Police

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 secretariat support to the Pacific Islands Chiefs of Police.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of person days engaged in providing international Policing support	12,000 to 16,000	12,000 to 16,000
Number of international liaison positions maintained.	7	7
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of overseas deployments meeting Cabinet mandates for timeframes and fit-for-purpose.17	New measure for 2007/2008	100%

Output Expense Statement

Specific Crime Prevention Services and Maintenance of Public Order for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	89,373	89,769
Revenue Departments	5,452	4,802
Revenue Other	1,213	586
Total Revenue	96,038	95,157
Total Expenses	96,038	95,157
Net surplus (deficit)	-	-
Output 3.1 Directed Patrols	46,390	52,245
Output 3.2 Maintenance of Order	19,388	21,836
Output 3.3 Staff Deployment Overseas and Support to the Pacific Islands Chiefs of Police	30,260	21,076
Total Output Expense	96,038	95,157

OUTPUT EXPENSE FOUR- Police Primary Response Management

Output Expense Description:

This output expense includes:

• communication centres providing advice and information to callers

• communications centres dispatching response vehicles to calls for assistance; and

• the initial attendance at incidents and emergencies.

Sector or Departmental Outcome links:

This output expense provides services aimed at reducing violence, burglary, vehicle offences, organised criminal offending and threats to national security through operational responses to emergencies, incidents and tasks. The interventions are reactive and are customised to the outcome. The deployment of appropriate resources to deal with incidents, offences and tasks in a timely and complete way is vital for the success of many operational situations Police face. Police rely on public trust and confidence, and providing responsive policing that is effective and efficient is fundamental to securing that support.

OUTPUTS TO BE PURCHASED

Output 4.1 - Communication Centres

This output covers the three Police communication centres which receive and deal with telephone calls from the public through to the dispatch of patrols, specialist groups or other emergency services, and the conclusion of enquiries where callers are seeking advice and information.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of 111 calls presented.	600,000 to 650,000	650,00018
Number of non-emergency calls presented.19	1,060,000 to 1,160,000	1,100,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of randomly surveyed callers who express satisfaction with Communication Centre response to calls.	Result equal to or better than 2005/2006	Result equal to or better than 2006/200720
Percentage of 111 calls answered within 10 seconds of being presented to the Communications Centre.	90%	90%
Median time to answer 111 calls.21	New measure for 2007/2008	Benchmark to be established in 2007/2008
Percentage of non-emergency calls answered within 30 seconds of being presented to the Communications Centre.	80%	80%

Output 4.2 - Police Response to Incidents and Emergencies

This output covers those events that require an immediate response where there is a real threat to life or property²². It also covers initial attendance of Police to an incident that is not an emergency response, and events where attendance is sufficient to resolve issues.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of Priority One (P1) calls responded to.23	80,000 to 90,000	80,000 to 90,000
Number of serious risk to life incidents responded to:24
Emergencies/Disasters	2,000 to 3,000	2,000 to 3,000
Search and Rescue (land)	550 to 650	550 to 650
Search and Rescue (water).	1,500 to 1,700	1,500 to 1,700
Number of non-emergency events recorded:25
Crime related	200,000 to 250,000	200,000 to 250,000
Incident related.	350,000 to 400,000	350,000 to 400,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of the public who are satisfied with the service provided for contact relating to:26
Crime	81%	81%
Incidents.	81%	81%
Percentage of P1 emergency events that are attended within 10 minutes of being reported if in an Urban Policing Area.	90%	90%
Median response time for P1 emergency events in Rural Policing Areas.27	New measure for 2007/2008	Benchmark to be established in 2007/2008

Output Expense Statement

Police Primary Response Management for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	332,343	366,994
Revenue Departments	1,336	1,336
Revenue Other	1,396	1,396
Total Revenue	335,075	369,726
Total Expenses	335,075	369,726
Net surplus (deficit)	-	-
Output 4.1 Communication Centres	59,261	65,770
Output 4.2 Police Response to Incidents and Emergencies	275,814	303,956
Total Output Expense	335,075	369,726

OUTPUT EXPENSE FIVE- Investigations Output Expense Description:

This output expense includes:

• criminal investigations; and

• non-criminal investigations.

Sector or Departmental Outcome links:

This output expense provides services aimed at reducing violence, burglary, vehicle offences, organised criminal offending and threats to national security through investigations of crime, offences and certain other events. The interventions are reactive and are customised to the outcome. The deployment of appropriate investigative resources to deal with criminal offending and certain incidents in a timely and competent way is vital for the success of many operational situations that Police face. Police rely on public trust and confidence, and providing a robust, effective and efficient investigative response is fundamental to securing that support.

OUTPUTS TO BE PURCHASED

Output 5.1 - Criminal Investigations

This output covers a variety of investigative services that follow from Police initial attendance and early investigation of reported crimes. It also includes activity resulting from Police initiated investigations. It further covers arrests resulting from these investigations through to the preparation of files for final case resolution whether by prosecution or by Police diversion. The output includes the execution of search warrants and the interview of suspects and offenders. It includes the collection, examination and analysis of forensic crime scene samples, such as fingerprints and DNA, to match crime scene samples with samples held on record.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
The recorded crime rate of:
Number of dwelling burglaries reported per 10,000 population	98	98
Violence Offences per 10,000 population	120	120
Motor vehicle theft offences per 10,000 population.28	60	60
Number of cases referred for prosecution action by:
Offender	109,000 to 119,000	109,000 to 119,000
Informations laid.	165,000 to 190,000	165,000 to 190,000
Number of family violence incidents recorded.29	46,000 to 48,000	38,000
Number of family violence offences recorded.30		33,000
Number of prisoner fingerprints taken.31	85,000 to 90,000	90,000 to 95,000
Number of DNA Databank samples taken.	9,000 to 10,000	9,000 to 10,000
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of recorded offences resolved:
Dwelling Burglary	Equal to or better than 2005/2006	Equal to or better than 2006/200732
Violence Offences	Equal to or better than 2005/2006	Equal to or better than 2006/200733
Unlawful Taking.34	Equal to or better than 2005/2006	Equal to or better than 2006/200735
Number of identifications from scene of crime DNA samples.	1,500 to 2,500	1,500 to 2,500
Percentage of people who have reported offences that are advised of results or update of investigation within 21 days of reporting that offence.	100%	100%
Percentage of burglaries that are attended within 24 hours of being reported.36	97%	97%

 

Output 5.2 - Other Investigation

This output covers case investigation of those matters that do not fall within a crime category or those matters dealt with by early case closure. Examples include enquiries into missing people, investigating sudden deaths and services provided in assisting people who are mentally ill.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of non-criminal investigations relating to:
Recorded incidents involving persons with mental illness	7,500 to 8,000	7,500 to 8,000
Reports of sudden deaths	5,600 to 5,900	5,600 to 5,900
Reports of missing persons.	16,000 to 17,000	16,000 to 17,000
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld under this output.37	New measure for 2007/2008	Less than 3

Output Expense Statement

Investigations for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	301,842	333,654
Revenue Departments	1,127	1,127
Revenue Other	996	996
Total Revenue	303,965	335,777
Total Expenses	303,965	335,777
Net surplus (deficit)	-	-
Output 5.1 Criminal Investigations	287,922	320,614
Output 5.2 Other Investigation	16,043	15,163
Total Output Expense	303,965	335,777

OUTPUT EXPENSE SIX- Case Resolution and Support to Judicial Process

Output Expense Description:

This output expense includes:

• prosecuting criminal cases

• resolving non-criminal cases

• executing Court orders, fines warrants and arrest warrants

• escorting and holding people in Police cells following arrest

• the custody and escort of arrested, remand and sentenced prisoners as directed by the Court; and

• the care, and when necessary, the temporary custody and escort of people with mental health problems.

Sector or Departmental Outcome links:

This output expense supports the judicial process through prosecutions, the custody of arrested people and remand prisoners and the execution of court documents.

OUTPUTS TO BE PURCHASED

Output 6.1 - Criminal Case Resolution

This output covers the Police prosecutors’ time preparing, consulting and completing cases with the case manager, preparing cases for Court and attending at District Court. It includes work within the Police adult diversion scheme and attendance at Family Group Conferences (FGCs) to resolve youth offending. It also covers support to the Coroners Court to resolve Coronial Inquests.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of Prosecutions.	115,000 to 125,000	125,000 to 135,000
Number of Diversions.	8,000 to 10,000	8,000 to 10,000
Number of youth offenders dealt with through Family Group Conferences.	1,400 to 1,800	1,800 to 2,200
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of prima facie cases established for informations laid.	99%	99%
Percentage of files with Victim Impact Statements, where the statement is no older than 28 days when it is required for sentencing.	100%	100%
Percentage of hearings that do not proceed on the date agreed between the Police and Court for reasons that are the responsibility of the Police.	Less than 1.0%	Less than 0.5%

Output 6.2 - Execution of Court Summonses, Warrants and Orders

This output covers the delivery of services which have been authorised by the issue of a notice, instruction, order or warrant from a legislated authority. It includes the execution of warrants to arrest and fines warrants and breaches of home detention conditions as required, the serving of summonses and other minor offence notice (not including those generated under the Transport Act 1962.)

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of Court documents executed.38	150,000 to 180,000	50,000 to 60,000
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld relating to the execution of Court documents.39	Less than 5	Less than 3

Output 6.3 - Custody and Escort Services

This output covers the escort and holding of prisoners in Police cells following arrest, and includes the holding of remand or some sentenced prisoners in approved locations. It also covers the custody and escort of people requiring assessment under the Mental Health (Compulsory Assessment and Treatment) Act 1989.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of prisoners held	125,000 to 140,000	125,000 to 140,000
Number of hours of prisoner detention - Remand.40	New measure for 2007/2008	Benchmark to be established in 2007/2008
Number of hours of prisoner detention - Other.41	New measure for 2007/2008	Benchmark to be established in 2007/2008
Number of services provided to people with a mental illness or disability.	7,000 to 8,000	7,000 to 8,000
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld relating to the custody and escort of prisoners.42	Less than 5	Less than 3
Number of complaints upheld relating to the custody and escort of people with a mental illness or disability.43	Nil	Nil
Number of sentenced prisoners escaping from Police custody.	Less than 150	Less than 0.1%
Number of deaths of persons in custody.44	Nil	Nil

Output Expense Statement

Case Resolution and Support to Judicial Process for the year ending 30 June 2008

	Budgeted2006/2007$000	Budgeted2007/2008$000
Revenue
Revenue Crown	64,688	72,038
Revenue Departments	1,281	281
Revenue Other	331	331
Total Revenue	66,300	72,650
Total Expenses	66,300	72,650
Net surplus (deficit)	-	-
Output 6.1 Criminal Case Resolution	24,928	27,701
Output 6.2 Execution of Court Summonses, Warrants and Orders	6,322	7,036
Output 6.3 Custodial Services	35,050	37,913
Total Output Expense	66,300	72,650

OUTPUT EXPENSE SEVEN - Road Safety Programme

Output Expense Description:

This output expense covers:

• the delivery of services outlined in the Road Policing Programme (RPP) 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 safety enforcement

• court prosecution and infringement management

• road safety education activities and community services; and

• services associated with traffic management such as peak flow, event traffic control and crash attendance.

Sector or Departmental Outcome links:

Evaluation at the programme level establishes the clearest linkage between the interventions identified under this output and overall road safety outcomes. As a member of the transport sector Police contributesto, and aims to meet, the following effectiveness measures:

	Effectiveness Measures
	2006/2007	2007/2008
Number of driver fatalities with excess alcohol.	Less than 48	Less than 48
Number of pedestrians killed, or injured and admitted to hospital for more than one day, annually.45	Less than 680	Less than 396
Number of cyclists killed, or injured and admitted to hospital for more than one day, annually.46	Less than 270	Less than 143
Percentage of respondents to an annual Ministry of Transport (MoT) survey who believe there is a high probability of detection of speeding.	More than 60%	More than 60%
Percentage of respondents to an annual MoT survey who believe there is a high probability of being stopped and tested at Compulsory Breath Test (CBT) checkpoints.	More than 60%	More than 60%

OUTPUTS TO BE PURCHASED

Output 7.1 - Strategic Road Policing

This output covers:

• the detection and deterrence of speed offending

• the detection and deterrence of drink drive offending and targeting recidivist drink drivers

• the enforcement of breaches of front and rear restraint usage law

• the enforcement of the road code and traffic laws and promotion of safer driving practices; and

• the enforcement of road user charges and commercial vehicle investigation.

Performance Measures

	Performance Standards
	2006/2007	2007/2008
Quantity
Number of Compulsory Breath Tests conducted.47	New measure for 2007/2008	More than 1,900,000
Number of Mobile Breath Tests conducted.48	New measure for 2007/2008	More than 700,000
Number of commercial vehicles stopped by mobile patrols and at weighbridges.49	New measure for 2007/2008	180,000 to 220,000
	Performance Standards
	2006/2007	2007/2008
Quality
All strategic road policing delivered in accordance with Risk Targeted Patrol Plans (RTPP) for:50
Speed control	New measure for 2007/2008	Yes
Drinking or drugged driver control	New measure for 2007/2008	Yes
Restraint device control	New measure for 2007/2008	Yes
Visible road safety enforcement.	New measure for 2007/2008	Yes
Percentage of all commercial vehicles stopped for which vehicle inspection reports are completed.	100%	100%

Output 7.2 - Community engagement on road safety

This output covers:

• Police participation in the Community Programmes as agreed and planned at the local level

• community road safety liaison and consultation

• management and delivery of Police school road safety education services to schools, including the development of road safety education programmes; and

• training and monitoring of school traffic safety teams.

Performance Measures

	Performance Standards
	2006/2007	2007/2008
Quantity
Percentage of local authorities (or local authority clusters) for which a Road Safety Action Plan (RSAP) is prepared that Police have contributed to.	100%	100%
	Performance Standards
	2006/2007	2007/2008
Quality
Percentage of RSAPs that meet Police quality standards as determined by a sample survey conducted by Police.	90%	90%
Percentage of all schools contacted by Police Education Officers and/or in receipt of school road safety education sessions.	100%	100%

 

Output 7.3 - Road policing incident and emergency management

This output covers:

• road crash attendance and investigation; and
• traffic management services.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of crashes attended and reported to Land Transport New Zealand:
fatal crashes	330 to 400	330 to 370
serious injury crashes	2,000 to 2,200	2,000 to 2,200
minor injury crashes	7,500 to 8,500	8,000 to 9,000
non-injury crashes.	26,000 to 29,000	26,000 to 29,000
Number of traffic incidents, blockages and breakdowns recorded.	75,000 to 85,000	80,000 to 90,000
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld against the Police relating to attendance at traffic emergencies and disasters.51	Less than 5	Less than 5

 

Output 7.4 - Road Policing Resolutions

This output covers the management of sanctions, prosecution and court orders.

Performance Measures

	Estimated Demand
	2006/2007	2007/2008
Quantity
Number of prosecutions.52	New measure for 2007/2008	80,000
	Performance Standards
	2006/2007	2007/2008
Quality
Number of complaints upheld relating to the execution of road policing court documents.53	Nil	Nil

Output Expense Statement

Road Safety Programme for the year ending 30 June 2008

	Budgeted 2006/2007 $000	Budgeted 2007/2008 $000
Revenue
Revenue Crown	236,015	255,840
Revenue Departments	929	929
Revenue Other	1,202	962
Total Revenue	238,146	257,731
Total Expenses	238,146	257,731
Net surplus (deficit)	-	-
Output 7.1 Strategic Capability and Road Policing Management	175,871	188,858
Output 7.2 Community Engagement on Road Safety	9,207	9,853
Output 7.3 Road Policing Incident and Emergency Management	35,768	42,509
Output 7.4 Road Policing Prosecutions and Sanctions	17,300	16,511
Total Output Expense	238,146	257,731

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Footnotes

1. This statement is required by section 42 of the Public Finance Act 1989 as amended by the Public Finance Amendment Act 2004.
2. New measure for 2007/2008
3. New measure for 2007/2008
4. Support to community groups includes significant assistance during the establishment of these groups, provision of information, attendance at meetings and active support. It is a count of those groups that police actively support.
5. Source: Police Public Satisfaction Survey.
6. Amended wording for 2007/2008
7. A contact is at least 30 minutes activity with the school spent on the delivery of Keeping Ourselves Safe. As defined under hours spent on classroom activity.
8. Alternative action includes structured Youth Aid activity, custodial clearance, clearance on grounds of mental illness/disability and other action.
9. New measure for 2007/2008
10. New measure for 2007/2008
11. New measure for 2007/2008
12. New measure for 2007/2008
    A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
13. 2005/2006 outturn = 13,709
14. Apprehensions include arrest, warnings, interviews and other contact.
15. Amended wording for 2007/2008. 24hour police stations represent the majority (approximately 85%) of all patrol time.
16. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
17. New measure for 2007/2008.
18. Estimated calls include those offered, withdrawn and represented to another Centre by Telecom. Historically estimated to be 5% of presented calls.
19. For 2007/2008 this will include calls presented to the non-urgent call handling demonstration project.
20. Not reported in 2005/2006. 2004/2005 outturn = 93%
21. New measure for 2007/2008
22. This output does not include traffic crashes - see Output 7.3.
23. New measure for 2007/2008
24. Amended wording for 2007/2008
25. Recorded does not always mean attended as some non-emergency events can be resolved over the phone.
26. Taken from those respondents to the Police Public Satisfaction Survey who have made calls to Police.
27. New measure for 2007/2008
28. Motor vehicle theft offences include: motor vehicle theft, unlawful taking, and conversion of motor vehicles.
29. Police will have attended all family violence incidents/offences. This measure has been split for 2007/2008. See next
30. Police will have attended all family violence incidents/offences. This measure has been split for 2007/2008. See previous
31. References to 'fingerprints' includes palmprints and footprints.
32. 2005/2006 outturn = 16%
33. 2005/2006 outturn = 81%
34. Includes unlawfully taken motor vehicles and theft of motor vehicles.
35. 2005/2006 outturn = 20%
36. Attended in some circumstances i.e. at the victim?s request, and for minor historical burglaries, complaints can be taken over the phone.
37. New measure for 2007/2008
    A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
38. Change in standard to reflect a change in the specific recording practices around bail and bail checks which are recorded in output 3.1. This output covers summons, arrest warrants and search warrants.
39. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
40. New measure for 2007/2008
41. New measure for 2007/2008
42. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
43. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
44. Measure relates to any deaths in custody, including prisoners.
45. Amended wording for 2007/2008. From 2007/2008 admissions to hospital are only counted for those hospitalised for more than one day (including readmissions and transfers between hospitals) due to inconsistencies in ?total admissions? data reported from Hospitals in previous years.
46. Amended wording for 2007/2008. From 2007/2008 admissions to hospital are only counted for those hospitalised for more than one day (including readmissions and transfers between hospitals) due to inconsistencies in ?total admissions? data reported from Hospitals in previous years.
47. New measure for 2007/2008
48. New measure for 2007/2008
49. New measure for 2007/2008
50. New measure for 2007/2008
51. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.
52. New measure for 2007/2008
    Prosecution data was last reported in the 2003/2004 SOI. 2007/2008 data is being sourced from a new database.
53. A complaint is as defined in the Police Complaints Authority Act 1988 as:
    • A complainant is a person who makes a formal complaint
    • Each head of complaint counts as one complaint
    • Upheld means as a result of an investigation the complaint was found to be sustained.

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