246. There are a large number of issues with the CCSC processes and systems that the Panel has identified. The processes and systems relate to how calls are received by the CCSC, decisions made about appropriate actions, and then dispatch of police units in response.
247. Telecom has requirements under the Telecommunication Service Obligation (TSO) Deed to:
157. This section reviews the many issues pertaining to staffing and people management within the CCSC.
158. People and systems provide the core capability of the CCSC. The systems that the CCSC employs are world class, but the people capability is under-developed.?
159. The Review Panel has been impressed by the dedication of the CCSC management and staff to the work they do, and their desire to improve the performance.
130. In 1996, New Zealand Police moved from 29 District-based control rooms Computer Aided Dispatch [CAD] system to a centralised Communications and Resource Deployment (CARD) system. Three Communications Centres were established nationwide at the three main centres, namely Auckland, Wellington and Christchurch.
131. The establishment of three Centres allows for effective business continuity planning and provides access to a large proportion of the population for the purpose of recruiting and retaining staff.
102. The people in leadership and management roles within CCSC possess diverse professional and operational policing experience. The Panel has been impressed with the commitment to their work, and the desire to improve the CCSC’s performance and credibility with police officers and the public.
103. There are, however, a large number of factors adversely affecting leadership and management behaviours in the CCSC. These are:
79. The Review Panel sees communications command as a core policing capability. How it is practised affects both command and management effectiveness, and relationships with the communities police serve.
80. As communication technologies advance, so does the need for police forces to utilise the technologies to detect, manage and reduce crime, as well as enhance their interactions internally with police; and with the public.
30. Currently, New Zealand Police Communications Centres receive around 1.6 million calls each year, of which in 2004, 466,000 came through the national emergency "111" number.[3] This represents 60% of the genuine "111" calls handled by Telecom New Zealand Ltd. (Telecom) with 29% of calls for Ambulance and 11% of calls for service from New Zealand Fire.? (Telecom rejects around 68% of all incoming "111" calls as false or bogus).
14. On October 28 2004, Police Commissioner Rob Robinson announced an external review of New Zealand Police Communications Centres and the handling of emergency or "111" calls for police assistance. This review was prompted by several high profile cases alleging poor performance on the part of police in dealing with these incidents. The Commissioner sought assistance from overseas policing jurisdictions and a panel of international policing communications experts was identified.
1. The operational effectiveness and efficiency of the New Zealand Police Communications Centres Service Centre (CCSC) have been questioned following a number of high profile incidents.
2. As a result of incidents in late 2004, the Commissioner of Police decided to assemble an independent, external Review Panel.
3. The Panel was composed of senior police communications experts from Australia, Wales and Canada, and an organisational psychologist from New Zealand.
Heretaunga Tiaki Tamariki is a community youth programme aimed at reducing repeat offending of high-risk young people aged between 11 and 17 years, and is located in the Flaxmere Police Station. The report is the final evaluation of the HTT Project. It covers the period from programme inception on 10 February 2003 to 31 December 2005.
The Minister of Police has requested independent expert advice on the standards and assessment practices for Police applicants, Police recruits and probationary constables to determine whether they meet best practice.
