Presented to the House of Representatives pursuant to section 44 (1) of the Public Finance Act 1989.
ISSN: 1176-2497
The Minister of Police WELLINGTON
Pursuant to the provisions of Section 65 of the Police Act 1958 and Section 44 (1) of the Public Finance Act 1989, I submit my report on the operations of the New Zealand Police for the year ended 30 June 2006.
H Broad
Commissioner of Police
I do swear that I will well and truly serve our Sovereign Lady the Queen in the Police, without favour or affection, malice or ill will, until I am legally discharged; that I will see and cause Her Majesty’s peace to be kept and preserved; and I will prevent to the best of my power all offences against the peace; and that while I continue to hold the said office I will to the best of my skill and knowledge discharge all the duties thereof faithfully according to law. So help me God.
Police Act 1958
Police’s Vision is to build “safer communities together”.
Police’s Mission is to serve the community by:
• reducing the incidence and effects of crime;
• detecting and apprehending offenders;
• maintaining law and order and enhancing public safety.
Integrity: All Police members are committed and loyal to the vision, values and goals of the organisation. They inspire trust and behave honestly and ethically.
Professionalism: All Police members are aware of the impact of their behaviour at all times. They maintain self-control, are resilient and present a professional image. They uphold the rule of law and maintain the guidelines, standards, policies and procedures set by the organisation.
Respect: All Police members understand that their role is to acknowledge and respond to our diverse society and to serve all people with dignity. In doing so they recognise the rights, values and freedoms of all people.
Commitment to Māori and 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.
The 2005/06 financial year was a highly productive one for New Zealand Police and focused our efforts on reducing crime and crashes as well as improving community safety. Work commenced in early 2006 on setting our strategic direction for the next few years and a new Strategic Plan will be released in September/October 2006.
Operational Activities
This year brought its usual operational challenges. The year included many high profile homicides where extensive investigations resulted in arrests.
The continued improvement in road policing performance has contributed to substantially reduced road fatalities and injuries from crashes throughout the country. For the financial year ended 30 June 2006, the road toll was 362 compared with 451 last year.
The recorded crime rates downward trend of the last decade appeared to be coming to an end in the year to 30 June 2006. It is too early to say what factors may be behind a rise in some categories of recorded crime other than to acknowledge that greater Police proactivity combined with victim willingness to report crime are undoubted contributors.
Police are working to bring increased pressure to bear on organised crime. There have been several large organised crime rings broken and a significant amount of methamphetamine was seized.
Significant progress has been made on implementing the 61 recommendations contained in the Independent Review Panel Report (IRP) on Police’s Communications Centres.
Performance has improved as a result with an increase in service levels at the same time as an increase in 111 call volume.
The IRP Report also recommended that Police investigate the feasibility of a single non emergency number to take the pressure off the 111 system. A project team began work on this in January 2006 and a demonstration to test the concept will begin in November 2006. Based in the Northern Communications Centre, the demonstration will handle non emergency calls made from the Auckland City and Bay of Plenty Police districts. Once the demonstration has been tested for several months, a decision will be made on scaling up to a national service.
National Security and Regional Policing
National security and regional policing activities continued to be an important focus for Police during the year, with a continuing emphasis on developing our capacity and capability relating to national security through interaction with internal and external partners. The major exercise programme has received a boost with the training of Police district staff (and staff from Defence, Immigration and Customs) in exercise development and management by staff from the Australian Attorney General’s office.
Demand for our police and the New Zealand style of policing in the Pacific and beyond continues to grow. Offshore deployments in the Solomon Islands and Bougainville were supplemented by a small but highly effective contribution to building civilian police capability in the Bamyan Province of Afghanistan. Valuable experience was gained from our involvement in Operation Phuket which was established in response to the December 2004 Tsunami. This deployment ended in February 2006.
New Legislation
At the request of Government, a two year Police-led project commenced in March 2006 to review the legislative basis for policing in New Zealand.
The Police Act 1958 and Police Regulations 1992 are being revamped to reflect the challenges of modern-day policing and better position Police for the future.
The review will take into account a range of themes including community engagement and police powers through to conduct and integrity and management of human resources.
The aim is to see a draft Police Bill prepared for consultation in the latter half of 20071.
Organisational Developments
The year was significant in terms of the Government’s commitment to fund 1,000 additional sworn Police and 250 non-sworn staff over the next three years. This is enabling Police to plan with certainty in terms of the resources needed to fill rising demands for service.
This financial year, 626 new sworn staff graduated from the Royal New Zealand Police College, the highest number over the last five years. This included 96 members recruited direct from overseas. The year ended with sworn staffing numbers (excluding recruits) totalling 7,577, two over the target number set. In addition as at 30 June 2006 there were 186 recruits undergoing training. This means that there has been an overall increase of 235 sworn police officers in the service over the last 12 months. There are also 218 more non-sworn members. Non-sworn staff numbers at 30 June totalled 2,564 giving a grand total of 10,327 Police staff.
Due to historically low unemployment rates, many large employers are experiencing difficulties in growing their labour force. It is to our credit that Police have not only maintained staffing levels after attrition, but have grown the number of sworn staff over 3% since 2004/05. Police is also pleased with the continued low sworn attrition rate which was again below 5% in this financial year. The overall recruiting and training performance for the past few years reinforces that we are quite capable of recruiting the extra numbers Government has funded in future years.
We have made minor changes to physical requirements for recruits in line with the realities of a modern police service. This will provide more incentive for fit and committed people to become police officers which will increase the pool of available talent and therefore competition for places in Police. The introduction of age related run times, bring Police requirements into line with other modern Police agencies. Police standards of physical competency still remain high compared to other agencies both in New Zealand and overseas.
The Commission of Inquiry into Police Conduct continued hearing evidence during the past financial year. A Police team provided specific responses to individual complaints made to the Commission and also called evidence on general issues from 40 witnesses. These witnesses were drawn from throughout the Police organisation and from external sources.
Police was able to provide the Commission with evidence summarising Police practices, processes, policies and the unique challenges posed by policing in New Zealand.
The Commission finished hearing evidence on 16 December 2005 and retired to prepare its report which is due on 30 September 2006.
During the course of our interactions with the Commission of Inquiry we established a need for an improved process for dealing with corporate instruments. As a result the Corporate Instruments Review Project was established. This project will implement and improve methodology and management process, where necessary, for the ongoing development, rationalisation and promulgation of all Police corporate instruments by which the organisation provides information needed to perform its mission and meet strategic outcomes.
Conclusion
At the financial year’s end I was just over two months into my five year term as Commissioner. It is a privilege to lead the organisation at this time. It is necessary to acknowledge the stresses and strains of modernising an organisation so closely held by the public. This inevitably results in a periodic need to align police standards with commonly expressed community expectations. There needs to be opportunity to “own it, deal with it, learn from it and move on”.
Now we are in much better shape to go forward in the development of a policing service we can all rightly be proud. I celebrate the achievements of the Police team over the last year and look forward to working with them, our stakeholders and the public of New Zealand in the building of safer communities.
Howard Broad
Commissioner of Police
Police’s 3-5 Year Outcome Priorities
Police’s 3-5 year priorities to help achieve safer communities, as agreed with other partner agencies, are:
reduce violence
reduce burglary
reduce vehicle crime
reduce organised criminal activity
increase national security
enhance road safety
Reduce Violence
Violence includes family violence, sexual crimes and street disorder.
Background Information
Violence and sexual attacks make up approximately 12 percent of all recorded crime. Over 80 percent of reported violence occurs in private homes or public places.
In the most recent victim survey, The New Zealand National Survey of Crime Victims 2001 (NZNSCV 2001) the estimated number of victims did not change over a 5 year period. It suggested that assaults and threats together made up half of all victimisation reported. Around 70 percent of people experience no victimisation while around 12 percent of victims experience five or more victimisations. This latter group experiences more than two-fifths of all victimisations reported and in many cases this is family related violence with the victims being mainly women and children. This group is also disproportionately represented in sexual offending statistics.
Trend Indicators
For 2005/06 Police statistics on violent crime provide an indicator of the trends in recorded crime per 10,000 population. The volume of reported crime can increase as people’s tolerance of crime decreases. Reported “serious violent crime” is assumed to be less susceptible to changes in reporting, however, strategies to deal with spousal violence have become more determined and Police believe there is a steady increase in willingness to report more serious crime of this nature, both by victims and victim support agencies.
For 2005/06, recorded violence and sexual attacks per 10,000 population increased 9.4% over 2004/05. This increase is likely to have been caused by a variety of reasons, including an increase in actual violent offending, improved Police recording practice,
increased training and awareness around the issue by Police, as well as a reflection of a change in societal attitudes leading to a higher incidence of reporting to Police. Potentially this increase could also be as a result of changes in drinking behaviours and drug use.
Outcome Progress Report
Sector
Police has continued to be an active participant in a number of family violence initiatives including the Ministry of Social Development’s Children and Young PeopleWitnesses of Family ViolenceProject and the Taskforce for Action on Violence within Families. Police are also involved in the various working groups that have been set up through the Taskforce. As a result of being involved in the work programme of Te Rito: New Zealand Family Violence Prevention Strategy, Police led work with Standards New Zealand and a multi-disciplinary experts committee to develop a New Zealand Standard NZS 8006:2006 Screening, Risk, Assessment and Intervention for Family Violence including Child Abuse and Neglect which aimed to enhance screening, risk assessment and early intervention. This Standard was published in May 2006.
Police have assumed responsibility from the Ministry of Justice for a sector wide initiative involving the deployment of family safety teams. Five teams have been established across Auckland, Hamilton, Hutt Valley, Wairarapa and Christchurch along with a National Family Safety Team Co-ordinator. The teams are made up of Police investigators, Child, Youth and Family social workers and community recruited and employed victim and child advocates. The focus for the 2005/06 year has been on the establishment of these teams and the provision of the necessary resources and systems. Some of the teams that were set up in 2005 have initiated a collaborative community based approach to case management to deal with the most high risk and high repeat family violence cases, especially those involving children, that come to Police attention. The Family Safety Team initiative is a three year pilot which will be reviewed by the Ministry of Justice in 2007/08.
In addition, Police also received funding for seven District Family Violence Co-ordinators (DFVC) and one National Family Violence Co-ordinator (NFVC). These staff have been deployed in districts where there are no family safety teams with a focus on enhancing information sharing, improving best practices within Police and management of strategic relationships at district level. They are also working to support other Police who have a particular focus on family violence.
Both of these initiatives are aiding in building Police’s capability to retain expertise and knowledge in this area.
Police has developed national liaison with numerous agencies on issues of mutual interest including the adult sexual assault policy. Doctors for Sexual Abuse Care (DSAC), various sexual assault support agencies, for example Sexual Help Foundations and Rape Counsellors, psychotherapists who deal with sexual offenders and Victoria University of Wellington are a small portion of the groups who have been consulted and/or provided assistance to further develop the interviewing and investigation policy for adult sexual assault cases.
Police is participating at Commissioner level in the National Taskforce on Community Violence Reduction, set up under the Safer Communities Action Plan to Reduce Community Violence and Sexual Violence (2004) and the Taskforce for Action on Violence within Families which together present a significant opportunity to integrate practices of Police and other agencies to reduce and prevent violence in our community. Police is also actively networking with territorial local authorities in the development of Long Term Council Community Plans (LTCCP).
Policy
At a national level, Police has been at the forefront of efforts to develop policies that contribute to the reduction of alcohol-related, public-place and family violence. Examples include:
input to an ongoing review of local responses to liquor control
work to identify effective ways to minimise intentional injuries in and around licensed premises
input in all levels of the Taskforce for Action on Violence within Families and related projects such as the Improving Justice Sector work group
managing the release of the New Zealand Standard NZS 8006:2006 Screening, Risk, Assessment and Intervention for Family Violence including Child Abuse and Neglect.
Some of this work has contributed to the development of the Police Alcohol Action Planwhich was published in March 2006. Similar work, covering broader issues relating to public-place violence, will inform a refreshed Police Violence Reduction Strategy in the year ahead.
Operations
The Family Violence Investigation Report (FVIR) pilot project which was launched in October 2004 in Wanganui and also trialed in Palmerston North and North Shore City has now been completed. The project improves Police practice in evidence collection, risk assessment, child safety and victim support. It also provides a formal system for Police and Child, Youth and Family and other sector partners to share information on family violence incidents that Police attend where children are present.
Significant projects related to the FVIR include a project that was set up by Child, Youth and Family and Police in conjunction with the National Collective of Independent Women’s Refuges, to develop effective processes to enhance victim and child safety through appropriate community case management and referral processes.
As irresponsible alcohol use and low-level street disorder can often escalate into serious violence, many Police areas are proactively intervening in potential public place violence by:
undertaking Crime Prevention Through Environmental Design (CPTED) assessments of local hot locations, in conjunction with territorial local authorities
working with territorial local authorities to establish liquor bans in high risk locations and enforcing breaches of the ban
working with event organisers at sporting events, national protests and over public holiday periods to ensure that the environment encourages safe and responsible behaviours
ensuring that licensed premises are run in accordance with legislative requirements and working with potential 'problem' premises to promote safer practices
conducting controlled purchase operations at licensed premises to ensure that alcohol is not sold to children and young people.
The violence prevention stream of Police Youth Education Services is a priority. The details of this work are outlined under the ‘Responsiveness to Young People’ Key Intervention Area of this Report.
Capability
During 2005/06, Police continued to refine performance indicators at a district level that focus on reducing family and public place violence and adult sexual assaults. In addition, Police is working to increase its capability around reducing family violence through the appointment of family safety teams. Following on from the National Conference for Police Family Violence Co-ordinators in 2004, procedures have been put in place to enable staff to share ideas about best practice between districts and to continue to develop the family violence work programme.
Targeted family violence training continues to be delivered across districts including:
family violence investigations and risk assessment for lethality and serious harm in family violence situations
referral practices to child protection and support agencies of victims of family violence.
Mandated training for all front line staff and supervisors has been developed during the 2005/06 year for delivery in the forthcoming 12 months. This training will further upskill Police in dealing with situations of family violence.
Police has appointed a National Co-ordinator to target improved practices and policies around adult sexual assault.
Evaluation
Police has continued to expand the evidence base on ‘what works’ in reducing alcohol-related violence. Police co-funded an evaluation of an inner-city liquor ban to better understand the potential of such local government by-laws as a tool to prevent alcohol-related crime and disorder. Police also contributed to inter-agency work to establish a pilot study to systematically collect data on violent trauma presentations at one or more hospital emergency departments. It is intended that the results of the study can be used to help direct violence reduction and safety initiatives at a community level.
Key partners and strategies that Police work with to reduce violence include:
Ministry of Justice, Child, Youth and Family, Ministry of Health, Department of Corrections, Ministry of Social Development, Ministry of Education, Accident Compensation Corporation, Victim Support New Zealand, National Collective of Independent Women’s Refuges, Safer Community Councils, territorial local authorities, Alcohol Advisory Council of New Zealand, Preventing Violence in the Home, Te Whare Ruruhau o Meri, Hamilton Abuse Intervention Project, Pacific Island Safety and Prevention Project, Jigsaw (formerly Child Abuse Prevention Services), National Network of Stopping Violence Services, Victoria University of Wellington, Local Government New Zealand, Doctors for Sexual Abuse Care, New Zealand Drug Rape Trust, Gay Lesbian Bisexual Transgender Intersex (GLBTI) communities, SAFE, SAFEnet, Rape Prevention, various Sexual Help Foundations and Rape Counselling agencies.
Government’s Crime Reduction Strategy, Te Rito: New Zealand Family Violence Prevention Strategy, Keeping Ourselves Safe, Kia Kaha programme, Action Plan to Reduce Community Violence and Sexual Violence, Opportunities for All.
Reduce Burglary
Burglary includes dwelling burglary and commercial burglary.
Background Information
Burglary is a high volume crime, making up approximately 14% percent of all recorded offences in New Zealand for 2005/06. It has a significant impact on victims and is consistently regarded in the top three crimes of concern to New Zealanders in victimisation surveys.
Research shows that many burglars are prolific offenders and many premises or victims are burgled more than once. Such repeat premises or victims often exhibit attributes that raise the risk of their being burgled. These attributes can generally be addressed and steps taken to assist victims of burglary in reducing their risk. It is also apparent that most burglars commit crimes within an area close to home due to their familiarity with the surroundings and their ability to watch for changes such as unattended premises. Opportunity is regarded as the primary driver of burglary.
Trend Indicators
Although there are a range of sources for statistics on burglary within the justice sector and insurance industry, Police recorded crime statistics are likely to be a good indicator of the level of burglary in society.
Despite an increase in recorded burglaries in 2005/06, there has been a significant drop in this area of crime over the past 10 years. The number of recorded burglary offences per 10,000 population has dropped from 219 in 1996/97 to 148 in 2005/06; a decrease of 32%.
Similarly the number of total recorded dwelling burglaries per 10,000 population has dropped to 97 in 2005/06 from 132 in 1996/97.
Whilst the statistics for 2005/06 have risen, some of this increase may be attributed to replacement of the Police Law Enforcement System (LES) in June 2005 resulting in improved reporting in this area.
Outcome Progress Report
Sector
Police work with the Ministry of Justice and Department of Corrections on crime reduction, including burglary reduction, is ongoing to develop improved strategies for targeting offenders, victims, hotspots and hot commodities.
Police is working closely with the Ministry of Justice following the Effective Interventions project predominately in the fields of situational crime prevention and hot offender management.
Police regularly host international experts to further improve police staff’s ability to interpret the criminal environment and to reduce crime by improving repeat location management, repeat offender management and repeat victim target hardening.
Policy
Police, in consultation with international crime reduction researchers and practitioners, established the New Zealand Crime Reduction Model. The basis of this model is that crime is not random, but by using Licensing and crime pattern analysis, Police is able to shift from reactive to proactive policing.
Through the use of crime science and problem analysis, Police proactively target factors contributing to crime that have the biggest effect on offending rates. This includes hot offenders - namely those who are active or recidivist offenders, hot victims - repeat victims, and hot locations, times and commodities - crime prone areas, known popular crime offending times, and items commonly targeted by offenders.
This model has been largely adopted within Police and the use of Licensing and crime pattern analysis is ensuring Police resources are directed towards identified risk and factors contributing to crime.
Operations
Through the New Zealand Crime Reduction Model, Police focus on burglary on a daily basis to identify specific recurring problems. This Licensing is then used to identify patterns and put in place the necessary action to address issues.
Police analyse information, produce Licensing and examine crime scenes to identify hot offenders, hot victims and hot locations, times and commodities. This then enables Police to increase their presence in identified burglary locations, as well as interact with relevant members of the community while pursuing investigations.
The Office of the Auditor-General undertook a review of Police’s handling of dwelling burglary in February 20062, following on from an initial review in 2001. This review was complimentary in its findings and highlighted many improvements in Police handling of dwelling burglary.
These included:
the increased use of criminal Licensing analysis to identify factors contributing to crime, and directing Police resources towards address them
improved identification and sharing of best practice through various tools such as the establishment of Police Area Clusters, the use of the Police intranet and email communications
a significant improvement in the use of forensic science techniques
the use of specialist burglary investigation staff and the subsequent improvement in quality.
In addition this report made several recommendations including the monitoring of the various initiatives outlined above and work is progressing to address these.
Capability
A review of scene of crime management pertaining to volume crime offending including burglary has led to a crime scene project being developed. This will ultimately lead to crime scene attendance standards.
Police districts have been trialing various initiatives targeting burglary which, if successful, could be implemented nationwide over time. One example of this is the Bay of Plenty Burglary project which involves setting and implementing performance standards for the handling of burglaries. These standards ensure consistency in the collection and handling of information and evidence, provide opportunity for assessment and improvement of staff performance and enhance collection of Licensing around burglary.
Training in crime sciences and Licensing analysis as well as crime mapping continues to be a priority, gathering accurate and reliable Licensing of hot locations and hot offenders and disseminating it in a timely manner.
The development of the “low copy number” approach to DNA analysis (in conjunction with ESR) has led to better recovery of minute amounts of biological material for DNA profiling. A review is currently being undertaken of historic cases suitable for this procedure.
The development of forensic technology (Livescan) which will enable computer generated fingerprint images to be taken from offenders continues and will commence in 2007.
Evaluation
The Ministry of Justice’s comprehensive three-year research project, Surveys of household burglary Part Two: Four Police Areas compared between 2002 and 2004has been completed. The study explored the four Police areas of Manurewa, Rotorua, Lower Hutt and Sydenham in some depth with the major conclusion that the development of comprehensive, multicomponent local strategies for burglary reduction was as important for effectiveness as the implementation of specific interventions. Some important elements were:
whole-of-policing approaches to burglary reduction
the central role of the Licensing function in providing information, direction and coordination of the burglary reduction effort
effective leadership of the crime reduction strategy at district level
the adoption of more proactive and problem-solving approaches
'hot' offender-, victim-, property- and location-focused interventions
good communication through weekly meetings, directed daily briefing for each section, and training and supervision on key requirements
lifting performance in routine procedures such as taking of offence reports and processing files
processes to monitor compliance with proactive work and appraise the performance of individuals and units.
These findings will be used by Police to identify and implement best practice solutions.
Police continues to be active in the Ministry of Justice’s Target Hardening Pilot Programme which is a joint research project providing assistance to repeat victims of burglary.
Key partners and strategies that Police work with to reduce burglary include:
Ministry of Justice Crime Prevention Unit, Neighbourhood Support, Safer Community Councils, New Zealand Insurance Council, private security companies, Victim Support New Zealand
Government’s Crime Reduction Strategy and the Ministry of Justice Crime Prevention Unit’s Target Hardening Pilot Programme.
Reduce Vehicle Crime
Vehicle crime includes the theft of cars, theft from cars, interference with cars and conversion of cars.
Background Information
Vehicle crime comprises nearly 18% of recorded offences and has a high rate of recidivist offending. Public surveys indicate that theft from cars and interference with cars are significantly under-reported and often only results from the need to support an insurance claim.
The incidence of vehicle crime is high in New Zealand compared with overseas. International experience indicates that there is potential to significantly reduce vehicle crime through situational crime prevention approaches and Police Licensing-led targeting of crime hot spots. These approaches require strong partnerships that mutually reinforce individual agency activities towards the outcome.
Trend Indicators
The total recorded theft and unlawful taking of motor vehicles has risen in 2005/06 to 58 per 10,000 population. This should be measured against the results in 1996/97 of 89 per 10,000 population - a decrease over the past 10 years of 35%.
Similarly theft from or interference with motor vehicles for 2005/06 per 10,000 population is 129, compared with 156 in 1996/97. Again this is a decrease of 17% over the 10 year period.
Outcome Progress Report
Sector
Vehicle crime is addressed through the Vehicle Crime Reduction Programme (VCRP) which was established by the Ministry of Justice, in consultation with Police and the Ministry of Transport. Work has continued during 2005/06 to finalise the requirements around several initiatives contained within this Programme, one of which will require all new and used future car imports to have whole of vehicle marking. In addition there has been a focus on compulsory immobilisers. Both initiatives are expected to reduce the rates of vehicle crime in New Zealand.
Police and in particular specialist motor vehicle crime investigators, continue to develop and maintain close working relationships with other Government stakeholders in motor vehicle crime including Land Transport New Zealand. This relationship relates especially to the traffic in stolen vehicles sourced from overseas jurisdictions, in particular the United Kingdom and Japan.
In addition Police, through Interpol, are continuing to utilise investigative tools to assist in the detection and investigation of transnational motor vehicle crime.
Policy
Police continue to focus on vehicle crime, particularly at district level, as this is a high volume area of offending.
Vehicle crime requires a multi-faceted approach and Police work with others including government and community/business representatives to continually update and implement new technology and initiatives.
In addition Police have adopted the New Zealand Crime Reduction Model in managing vehicle crime. This Model has been outlined in ‘Reduce Burglary’ and provides an opportunity to identify recidivist offenders, as well as provides Licensing around patterns of offending.
Operations
Existing Police initiatives include targeting repeat offenders to reduce recidivism, as well as working with repeat victims to ensure the pattern of offending is broken.
Local vehicle crime action plans also highlight problem locations through systematic and directed patrol activities, surveillance operations and increasing Licensing efforts. Police work with industry to ensure the system of sale and transfer of vehicles is robust, as well as targeting unlicensed wreckers and dealers.
The Ministry of Justice Crime Prevention Unit’s local crime prevention partnerships have implemented successful car theft reduction initiatives around the country, including improving the physical environment or increasing security in carparks to make theft more difficult, and reducing theft through the use of technology (CCTV) or security guards.
Police profiling techniques collect data on high risk vehicles as often a small percentage of vehicle makes and models account for a significant proportion of stolen vehicles.
In addition Police use forensic technology to collect Licensing from crime scenes to proactively identify offenders. Volume crime scene attendees are also being developed in some districts.
Capability
Police continues to work with sector stakeholders to improve controls within the industry. This includes government, local authorities and industry groups. We also work with groups such as Interpol to access international best practice and technology in this area.
Individual initiatives to reduce vehicle crime are established at district level depending on the pattern of offending in an area. Where successful, initiatives are shared across the organisation.
Key partners and strategies that Police work with to reduce vehicle crime include:
Ministry of Justice Crime Prevention Unit, Land Transport New Zealand, Ministry of Transport, Safer Community Councils, New Zealand Insurance Council, territorial local authorities, Neighbourhood Support, private security companies, vehicle industry groups, importers, retailers and community patrol groups.
Government’s Crime Reduction Strategy,Vehicle Crime Reduction Programme.
Reduce Organised Criminal Activity
Organised crime generally refers to groups of people who act together on a continuing basis to commit crimes for gain.
Background Information
Reducing organised criminal activity often requires specialised approaches and lengthy investigations because of the sophisticated and organised nature of the experienced criminals involved.
The demand for illegal drugs, stolen goods and organised crime group activity continues to challenge Police and ensure a strong focus is maintained on these areas.
Trend Indicators
Indicators for the complex area of organised crime continue to be developed and refined. Significant indicators around gangs include visible increases in wealth and assets as well as a growth in violent offending. The number of interception warrants obtained and the seizure of clandestine laboratories involving organised criminal groups provides Police with Licensing in working towards reducing organised crime.
Refer to the Information Required by Statute section of this report for detailed information regarding interception warrants.
There was a significant increase in the quantity of crystal methamphetamine seized in the 2005/06 year, largely due to the success of a major operation in May 2006. This operation was successful in preventing a large amount of this drug entering New Zealand and making its way onto the market.
Outcome Progress Report
Sector
Police is in the process of finalising the National Crime Strategy and the National Licensing Strategy. Police continue to be the lead law enforcement agency which operates across-sector initiatives targeting organised criminal activity. In addition Police are the lead agency in relation to transnational interaction, targeting organised criminal entities.
The vast majority of all identified crime groups are involved in transnational crime with extensive overseas criminal connections. A significant trend within the organised crime scene is the willingness of traditionally rival gangs to cooperate in joint enterprises with a focus on drug manufacture and distribution. This joint enterprise trend includes Asian organised crime groups.
Policy
Police is closely involved in initiatives designed to reduce the activities of organised crime groups.
The wider policy framework for Police’s anti-organised crime work is linked into many organised crime strategies including the recently negotiated United Nations Convention against Transnational Organized Crime. Police initiatives that impact on organised crime are guided by key government strategies and policies, such as the National Drug Policy and the Government’s Crime Reduction Strategy.
To support these whole-of-government efforts, Police has applied extra focus to particular priority areas. For instance, to ensure that a strong and co-ordinated approach was taken to tackling organised crime involvement in the illicit drug market, a comprehensive Illicit Drug Supply Reduction Strategy is under development.
Operations
Trends show organised crime groups tend to operate under a fluid and relatively unstructured framework. However, the main focus remains to make money through drug-related crime, extortion, people smuggling, kidnapping, fraud and corruption.
Outlaw Motorcycle Gangs (OMG) continue to be heavily involved in crime, particularly the illicit drug trade. These groups present ongoing challenges for Police.
Police continue to target clandestine laboratories with 209 seized in 2005/06. The actual methamphetamine seized by weight and tablet numbers has also continued to increase along with the volume of precursor chemicals used in the manufacture of methamphetamine. During the course of these operations Police have also recovered firearms and other weapons.
Capability
The Centralised Monitoring Centre (CMC) established in 2004 has significantly improved the Police interception capability in the policing of organised crime groups. The CMC will continue to be an increasingly powerful tool for police in their fight against organised crime.
Key partners and strategies that Police work with to reduce organised criminal activity include:
New Zealand Customs Service, New Zealand Immigration Service, Ministry of Fisheries, New Zealand Security Licensing Service, Serious Fraud Office, New Zealand Defence Force, Department of Internal Affairs, Ministry of Foreign Affairs and Trade, Ministry of Justice Crime Prevention Unit, Council for Security Co-operation Asia Pacific, Financial Action Task Force, Asia Pacific Group on Money Laundering, Pacific Islands Forum, various Australasian and international officials committees on transnational crime.
Government’s Crime Reduction Strategy, National Drug Policy for 2006-11, Methamphetamine Action Plan, United Nations Convention Against Transnational Organized Crime.
Increase National Security
Increasing national security includes strengthening partnerships, ensuring preparedness and developing capability in New Zealand and in our region.
Background Information
Although there are no known terrorist activities directed specifically at New Zealand, we still take the threat of terrorism as very real. Terrorist group activity, with links to transnational criminals, is known to exist in our region and directly threatens the safety of New Zealanders. Failure or decay of state systems and development prospects in countries in the Pacific raises significant risks for New Zealand.
Trend Indicators
National security requires constant interaction between many agencies both within New Zealand and internationally. Cumulatively this work increases national security and reduces the likelihood of events that threaten national security. Given its complexity, the very low volumes of events involved, and the variability in the implications of different events, it is more appropriate to provide a commentary at the end of each year on any public events that have had national security implications than to provide a numeric indicator.
Outcome Progress Report
Sector
While Police has the primary operational and criminal Licensing role in relation to national security, the cornerstone to success continues to be interagency relationships between the Police, the wider Licensing community and other government agencies. Police has continued active participation in the national security environment, especially the Officials Committee for Domestic and External Security Co-ordination (ODESC) and relevant watch groups; participation in the Ministry of Foreign Affairs and Trade chaired Pacific Security Coordination Committee; and the interdepartmental Working Committee on Terrorism.
Policy
Police has participated in a variety of inter-agency work programmes, several of which are related to ODESC-mandated work streams to improve national security, including:
improvements in port and maritime security; and development of initiatives under the Pacific Security Fund
participation in Australasian processes for national security management including the Australian National Counter-Terrorism Committee, and engagement with the Australian Government Attorney Generals' Department, have afforded access to high quality capability development and training programmes
attendance at Counter-Terrorism Capability workshops, participation as observers and assessors in overseas, national and international exercises, and development of New Zealand practice for major events in line with overseas development (especially those of Australia, the UK and the USA), have continued.
Police continues to act as the coordination point for the designation of terrorist entities where individuals and organisations designated by the UN are submitted for ministerial approval.
In 2006, Police has been involved in two regional policing operations that have potential implications for New Zealand’s national security in a regional context.
The Solomon Islands again represented a major commitment for Police this year, with 35 staff deployed there on rotation as part of RAMSI – the Regional Assistance Mission to the Solomon Islands. Additionally, following a request from Solomon Islands Government, and under Ministerial direction, Police deployed 30 additional staff as a temporary reinforcement contingent to the Solomon Islands on 20 April 2006 in response to the widespread civil disorder in Honiara following the Solomon Islands general elections.
On 26 June 2006, following months of civil and political unrest, the Prime Minister approved the deployment of 25 Police staff to Timor-Leste for a period of three months. Operation ‘Tuituia’ deployed to Timor-Leste on 11 July 2006.
Police is also leading other offshore initiatives such as the NZAID funded Pacific Prevention of Domestic Violence Programme and the Pacific Security Fund Pacific Police Dog Programme.
Police continues to establish and strengthen partnerships with foreign police services under various agreements. These include interactions with the Samoan Police on strengthening capabilities, with the Indonesian National Police on combating terrorism, and most recently Police signed an arrangement with the Korean National Police Agency on combating transnational crime and developing police cooperation.
Operations
Police is primarily responsible for the operational response to terrorism from criminal Licensing through to tactical responses.
Police has had a lead role in a series of New Zealand Government sponsored regional counter-terrorism exercises, Exercise Ready Pasifika. This series of high level exercises emphasises the transnational agreements and cooperation strategies required to effectively manage a regional counter terrorism threat. Additionally, Police was a lead agency in Exercise Guardian 06, which was a simulation of a multi-agency operational response to a New Zealand based counter terrorism scenario.
Through the Pacific Security Fund Police also led an Exercise Guardian 06 observer programme which offered the opportunity for senior members of selected Pacific police services to observe at an operational level, and to interpret this scenario against the specific needs of their own jurisdictions.
The Strategic Licensing Unit has undertaken a number of strategic and operational assessments on the various crimes contributing to threats to national security.
Police has continued to support the operation of the Combined Threat Assessment Group (CTAG) in developing threat assessments beyond the purview of any single government agency. This has included the secondment of two Police staff to CTAG.
Capability
The Overseas Liaison Officer Network in Bangkok, Sydney, Canberra, London, Washington DC, Jakarta and Suva, is to be extended in late 2006 to include a new post in Beijing and a second post in Jakarta. The post in Beijing will focus on transnational organised crime and related criminal links between China and New Zealand. The Jakarta post has joined to a wide range of activities which have stretched beyond the capacity of the sole officer to manage. Officers based in the Liaison Officer posts continue to engage with information and Licensing flows to extend New Zealand’s knowledge and understanding of the international and domestic security environment.
Special Investigation Groups, whose work is to complement that of the Strategic Licensing Unit and the overseas liaison network, remain dedicated to the investigation of national security-related crime including terrorism.
Police continue, in conjunction with other agencies, to target unlawful activity with respect to New Zealand documents of national identity. The Identity Licensing Unit and recently established New Zealand Identity Protection Register have become the source of expertise in this area and assist districts, other government agencies and oversee law enforcement agencies in developing Licensing and investigative solutions to combat identity crimes.
Key partners that Police work with to increase national security include:
New Zealand Customs Service, New Zealand Immigration Service, Ministry of Health, Ministry of Justice, Ministry of Defence, Ministry of Civil Defence and Emergency Management, Ministry of Foreign Affairs and Trade, Department of Prime Minister and Cabinet, Department of Internal Affairs, New Zealand Defence Force, Security Licensing Service, New Zealand Agency for International Development, Aviation Security Service, Government Communications Security Bureau, Council for Security Co-operation Asia Pacific, Financial Action Task Force, Asia Pacific Group on Money Laundering, Pacific Islands Forum, various Australasian and international officials committees on terrorism and co-operative security building measures.
Enhance Road Safety
The Government’sRoad Safety to 2010 Strategy is over its half-way point while the PoliceRoad Policing Strategy 2001-2006 is now at the end of its lifecycle. The Road Policing Strategy 2001-2006 has provided a strong framework of 20 strategic focus areas seeking to improve road user behaviour, reduce the level of road crime, make the roads safer, improve vehicle safety and involve the whole community in road safety.
Background Information
Road safety is core business for New Zealand Police. A total of 2.36 million police hours were allocated for road safety related activities in 2005/06. These resources are provided through the 2005/06 Safety Administration Programme (SAP) and make up approximately 22% of the total Police budget. The resources are overwhelmingly focused on the reduction of road trauma through proactive on-road enforcement.
The Government’s Road Safety to 2010 Strategy aims to reduce road casualties to no more than 300 deaths and 4,500 hospitalisations a year by 2010. The rate of deaths per 10,000 vehicles has plateaued since 2002 at around 1.4. Both the number and rate of deaths and reported injuries have also plateaued. Overall reported road crash injuries have decreased from an annual high of almost 19,000 each year in the mid-1980s to approximately 14,000 since 2000. The target is to reduce road deaths to 7.3 per 100,000 population by 2010.
Police has contributed to the declining road toll over the past decade by focusing on key problem areas and targeting resources to areas of greatest risk, such as speed, drink drive and restraints. Given the upward pressure on the road toll from an increasing population and road usage, it is important that Police continue to deliver consistent enforcement which targets behaviours likely to increase the risk and/or the severity of crashes.
Trend Indicators
Road deaths in 2005 continue the downward trend of the past 10 years. The rate for 2005 per 100,000 population was the lowest this decade at 9.9 deaths and is a decrease of 28% since 1996.
The rate of injuries remains constant with 353 per 100,000 population in 2005/06. This compares to 342 injuries in 2004 and 398 in 1996.
Outcome Progress Report
Sector
The National Road Safety Committee (NRSC) is made up of the Secretary for Transport, the Comissioner of Police, and the Chief Executives of Land Transport New Zealand, Accident Compensation Corporation, Transit New Zealand and Local Government New Zealand. The Director General of Health, Secretary for Justice and the Secretary for Labour are associate members. The Committee promotes joint approaches to the development of programmes and the identification, measurement and achievement of the outcomes in the New Zealand Transport Strategy and Road Safety to 2010 Strategy.
Road safety deliverables for Police are outlined in the 2005/06 Safety Administration Programme and developed in consultation with Land Transport New Zealand, the Ministry of Transport, Police and local authorities. These deliverables are managed through well-established interagency partnerships.
Policy and Operations
Increases in traffic volumes and vehicle kilometres travelled, numbers of heavy vehicles, disparity of vehicle size, motorcycle ownership, tourism, drugs and numbers of vulnerable road users (cyclists, pedestrians, the elderly, and motorcyclists) all create upward pressure on the road toll.
Despite these pressures, the road toll has been reduced from a peak of 795 killed in 1987 to 446 in 2003/04, 451 in 2004/05 and 362 recorded in 2005/06.
The review of the Road Safety to 2010 Strategyundertaken in November 2004 identified that progress in the category of speed is tracking reasonably well. However the report estimates a shortfall of 23% in meeting the 2010 targets for reductions in social cost if no further road safety initiatives are implemented over and above those already planned.
Police work with a large number of organisations in delivering road safety. The management of these relationships has been particularly important in a year of significant change to the transport sector. Police has worked with Land Transport New Zealand and Ministry of Transport on additional crash attendance and investigation resources which were approved in the 2005/06 year and will be implemented in the 2006/07 year. Police also deliver road safety education services in schools and work with community groups to deliver road safety messages and education at the local level.
Ultimately, the focus of Police effort is enforcing the transport laws. Police enforcement has continued to focus on offence detection and improved use of Licensing-based targeting and research-based tactics.
Capability
In 2005/06 Police introduced new and replacement compulsory breath testing “booze bus” vehicles; and additional staff for traffic prosecutions, communication centres and the Professional Police Driver Programme (PPDP).
Key partners and strategies that Police work with to enhance road safety include:
Land Transport New Zealand, Ministry of Transport, Accident Compensation Corporation, Transit New Zealand, local authorities, Automobile Association and other driver and transport groups within the vehicle industry.
Government’s Road Safety to 2010 Strategy, Road Policing Strategy 2001-2006, 2005/06 Safety Administration Programme, New Zealand Transport Strategy.
Overview
Police specifically acknowledges its Treaty of Waitangi obligations and partnership with Māori as tangata whenua.
Police identified six key intervention streams by which to focus on the reduction of inequalities and improve the outcomes for key groups and communities:
Responsiveness to at-risk families
Drugs and alcohol
Responsiveness to young people
Māori responsiveness
Pacific peoples responsiveness
Ethnic responsiveness3.
The key intervention streams overlap, reflecting Police recognition that any one issue may need to be tackled in different ways to achieve improved outcomes for different groups. Police has identified the strategic context of growing the relationship with Māori, and has applied this experience to engaging Pacific and ethnic communities, with a particular commitment to identify and focus on the causes of crime that harm communities. Understanding the cultural context in which Police delivers services to improve safety in increasingly diverse communities has led to a re-examination of the way Police has traditionally delivered services to Māori, Pacific and ethnic communities.
Police’s Māori, Pacific and Ethnic Services Unit reports directly to the Commissioner, and is responsible for:
the development and implementation of strategies to reduce inequalities in a policing context amongst Māori, Pacific and ethnic communities
advising, monitoring and co-ordinating implementation of the Māori and Pacific Peoples Responsiveness strategies and the development of ethnic-wide policy and strategy.
Police has recruitment targets for women, Māori, Pacific and Asian peoples. Performance against these targets is outlined in the EEO and Diversity Achievements section of this report. Police also monitor progress and performance against the specific intervention programmes of all key interventions as outlined in the 2005/06 Statement of Intent, via District Performance Agreements. Formal progress and performance evaluations are carried out against the performance agreements every 6 months by the Organisational Performance Group for the Commissioner. As reliable quantitative evidence is difficult to obtain, Districts are required to articulate what they are doing to demonstrate achievement or progress against each programme.
Responsiveness to At Risk Families
Background Information
There are a range of factors that impact negatively on the development of children such as exposure to family violence, drug and alcohol abuse, and neglect. Research indicates that children from dysfunctional families are at risk of poor outcomes generally. In order to better identify risk factors in vulnerable families and intervene early to mitigate those risks, Police work closely with a number of agencies.
International research supports intervening early in the lives of at risk children and provides clear evidence that it is cost effective over the long term.
Intervention Progress Report
Police work with government and non-government agencies within the Family Services National Advisory Panel (led by the Ministry of Social Development) to deliver appropriate services to families based on need. Police is also represented on the Child and Youth Mortality Review Committee (co-ordinated by the Ministry of Health) looking at the reasons for, and ways of preventing, deaths of children and young people.
As mentioned earlier, Police is undertaking work with Child, Youth and Family and Women’s Refuge to better align processes for Police notifications to the Child, Youth and Family national call centre. Phase one of the “Family Violence Investigation Report” pilot project was launched in October 2004 in Wanganui. The project improves Police practice for family violence incidents and crimes, in evidence collection, risk assessment, child safety and victim support, and formalises information sharing with the Child, Youth and Family for family violence incidents that Police attend where children are present.
Police contribution to the implementation of Te Rito: New Zealand Family Violence Prevention Strategy Advisory Group, and involvement in the Taskforce for Action on Violence Within Families has been detailed earlier in this report under the ‘Reduce Violence’ Outcome.
Key partners and strategies that Police work with to enhance responsiveness to at risk families include:
Ministry of Health, Ministry of Education, Child, Youth and Family, Ministry of Social Development, Te Puni Kökiri, Ministry of Pacific Island Affairs, Ministry of Youth Development, Ministry of Justice, Land Transport New Zealand, Office of the Commissioner for Children, National Collective of Independent Women's Refuges.
Government’s Youth Offending Strategy, Crime Reduction Strategy, General Violence Strategy, Te Rito: New Zealand Family Violence Prevention Strategy.
Drugs and Alcohol
Background Information
Alcohol and other drugs is a significant aggravator of crime, disorder and road trauma. Alcohol and other drug related problems can have a corrosive effect on communities and perceptions of public safety.
Internationally, alcohol is associated with between 50 and 70 percent of all Police work – be it dealing with street disorder, criminal damage, family violence, sexual assault, drink driving, alcohol-related crashes, or having to take heavily intoxicated people home or put them into safe custody. While many of these incidents take place in public, alcohol-related demands on Police often occur behind the scenes, or behind closed doors. Police launched its Alcohol Action Plan in March 2006. The Plan covers all the components of policing which support a positive approach to reducing alcohol related crime and crash outcomes. The Plan is supported by the development of alcohol related crime Licensing applications and of a network of Liquor Licencing Officers in Districts.
In terms of illicit drugs, there continues to be relatively widespread cultivation and availability of cannabis plant material and cannabis oil. In recent years, New Zealand has also followed global trends towards increasing use of synthetic drugs such as methamphetamine and MDMA/Ecstasy. The importation of precursor substances used to illegally manufacture synthetic drugs, especially pseudoephedrine and ephedrine, continues to rise. The increase in domestic production of amphetamine-type substances like pure methamphetamine (‘P’) is linked to organised crime groups, and is often associated with other social problems, such as violence and property crime. Overseas-based drug traffickers are also believed to be playing an increasingly prominent role in targeting New Zealand as a destination or transit point, which presents particular enforcement challenges. It also underlines the importance of taking concerted action against such groups, drawing on the resources of partner agencies both within New Zealand and internationally.
As our understanding of the dynamics of illicit drug markets becomes more sophisticated, so too does Police’s ability to zero in on vulnerabilities in the supply chain. For example, by investing in strong financial Licensing analysis, money flows associated with organised drug crime can be traced back to source; and legislative tools can be used to freeze the proceeds of such drug crime, and stop them being used to finance any future trafficking. These opportunities for Police to interrupt illicit drug markets and supply networks offer excellent potential to prevent and reduce downstream harm.
Intervention Progress Report
During 2005/06, the following interventions were of note:
Partnership building and community development
An ongoing focus for Police has been to establish and strengthen relationships with partner agencies in both the government and non-government/community sectors. For example, in 2005/06 Police has:
continued to support the culture change campaign spearheaded by the Alcohol Advisory Council of New Zealand (ALAC), to challenge the apparent social acceptability of binge-drinking and intoxication
collaborated with pharmacies, to help prevent ‘pill shopping’ and the diversion of pseudoephedrine-bearing medication into illicit channels
negotiated protocols with pharmaceutical and chemical companies to support the prevention of precursor substances entering illicit markets
continued to work at a national level to support the development of a revised National Drugs Policy for 2006-11
worked at a local level to address substance misuse issues, often with an emphasis on galvanising communities against the corrosive effects of alcohol and other drug related crime, disorder and intimidation.
Prevention and education
Prevention and education initiatives for 2005/06 included:
Liquor Licensing Officers working with "problem" licensed premises to promote safer practices around alcohol (via targeted host responsibility training for bar staff and managers, and other initiatives). This is being further strengthened by the use of a Graduated Response Model to licensed premises
Prosecution Service offering diversion and other alternative resolutions to first-time drug or alcohol offenders, where appropriate
Youth Education Officers modelling healthy lifestyles and delivering modules of the well-received Drug Abuse Resistance Education (DARE) programme in schools.
Enforcement
Police continued to give high priority to substance-related offences, and specifically targeted illegal drug manufacturers, importers and dealers. Quality Licensing has also been a factor in several successful operations to disrupt illegal drug supply chains, particularly those with a transnational dimension, where Police’s strong linkages with overseas law enforcement agencies proved highly effective.
Other highlights for 2005/06 included:
the development of anIllicit Drug Supply Reduction Strategy (2006-2011) which complements the Customs’ Drug Enforcement Strategy
the use of specialist response teams to locate and dismantle clandestine drug-making laboratories.
Targeted initiatives to tackle alcohol-related offending were also continued. A theme of such enforcement has been the use of Licensing to target hot locations and hot offenders, and has targeted both On-Licence and Off-Licenced premises. This has been supported in each District by the appointment for 12 months of specialist analysts to embed alcohol Licensing processes within Districts.
Capability building
During 2005/06 Highway Patrol Officers received training in detecting driver impairment from non-alcohol drugs.
Intensive development and system testing work was undertaken to allow Alco-Link to be integrated into the revamped National Licensing Application used by Police.
The research and data collection initiatives have been matched by a commitment to further raising skill levels and providing extra support to Police personnel who have key roles to play in alcohol and other drug work, including knowledge and best practice sharing events and specific training modules for officers who hold the liquor licensing portfolio. The appointment of a National Liquor Licencing Co-ordinator has supported training and development opportunities for District Licencing Officers. In addition the Co-ordinator has worked with District staff to improve data collection and assessment tools.
Key partners and strategies that Police work with in intervening on alcohol and other drugs include:
Ministry of Justice, New Zealand Customs Service, Department of Corrections, Ministry of Transport, Ministry of Health, Ministry of Education, Ministry of Social Development, Ministry of Youth Development, Alcohol Advisory Council of New Zealand, Accident Compensation Corporation, Land Transport New Zealand, Local Government New Zealand, Research institutions, such as specialist university-based research units and the Institute of Environmental Science and Research Limited
Government-wide strategies such as the National Drug Policy and Methamphetamine Action Plan; as well as Police-specific strategies, like the Police Alcohol Action Plan.
Responsiveness to Young People
For the purposes of the youth strategy, young people are defined as all persons under 17 or attending school.
Background Information
National and international research on youth offending has shown there are some consistent trends that inform the approach Police take to prevent and reduce youth offending. The key trends are:
many young people offend at some time while growing up
most do not offend seriously
very few become serious and persistent offenders
when they do offend persistently there is a high probability that they have come from backgrounds of disadvantage and have been victims of abuse and unstable family environments
appropriate responses aimed at the causes of offending can reduce the risk of future reoffending
education based programmes delivered by Police Education Officers can encourage pro-social behaviours
Youth Education programmes positively affect the adult communities with whom young people connect.
During the last fiscal year Police statistics showed that young people accounted for 21 percent of apprehensions for all offences and on average about 50 percent of all apprehensions of young people are for dishonesty type offending.
Of all young people who come to Police notice for offending, approximately 73 percent are dealt with by Youth Aid diversions or alternative actions outside of the formal youth justice system. Those more persistent offenders, for whom diversion is not appropriate, are dealt with by way of Family Group Conference and/or Youth Court where a higher level of intervention can be provided.
Intervention Progress Report
Sector
The April 2002 Ministerial Task Force Report on Youth Offending gave rise to the Youth Offending Strategy that aims to “prevent and reduce offending and re-offending by children and young people”.
In response to the Youth Offending Strategy a National Youth Justice Leadership Group was established to monitor and report on the performance of the local Youth Offending Teams and the implementation of the Youth Offending Strategy. Police are a part of this group. At a local level 30 Youth Offending Teams were established comprising, at a minimum, Police, Child, Youth and Family, the Ministry of Education and the Ministry of Health. The purpose of the Youth Offending Teams is to improve the coordination and collaboration of youth justice service delivery.
Police also report to an Independent Advisory Group chaired by the Principal Youth Court Judge. This group monitors and provides expert advice to the youth justice sector.
Key Operational Progress
The two main Police youth education programmes are Keeping Ourselves Safe, a child abuse prevention programme and Kia Kaha, a programme to create bully-free school communities. Actions taken in the past year included completing the early childhood module of Keeping Ourselves Safe.
In addition to the ongoing work of Police Education Officers, the following key areas of progress were achieved by the Youth Education Service (YES) in 2005/06:
the use of a high profile Māori motivational speaker is increasing the involvement of the whole school community in the Keeping Ourselves Safe programme
an early childhood module for the child abuse Keeping Ourselves Safe programme has been developed in collaboration with ACC
the secondary school programme, Reducing the Harm, about illicit drugs has been completed and will be released to schools late in 2006
the school road safety education programme for school years 0-3, Stepping Out, has been revised and republished
evaluations of Kia Kaha (Massey University) and DARE to Make a Choice (Victoria University) are in progress
other collaborations include RoadSense with LTNZ, Everyday Theatre with CYF and Action Theatre and national YES training with The Auckland University
hosting and chairing the interagency School Road Safety Education Steering Committee.
Police operate a number of district based Youth Development Programmes. Youth Development staff are a mixture of sworn Police Officers, Youth Workers and Social Workers. The programmes provide holistic wrap-around services which shape family dynamics and work to ensure offenders and their siblings are prevented from engaging in cycles of victimisation, offending and reoffending. Some of the programmes also run youth mentoring programmes. These Youth Development Programmes are evaluated on a regular basis by the Police Evaluation Unit.
Police and the Crime Prevention Unit jointly fund eight Youth Development Programmes. These programmes are delivered by non-government organisations and also work with young offenders and their families in a holistic way.
Increasing Organisational Capability
Police has continued to develop capability in this area. Joint training for youth justice professionals from Police and Child, Youth and Family continues. The Royal New Zealand Police College offers positions on each of the Introductory Youth Aid Courses to Child, Youth and Family social workers. Youth Services introductory courses and Youth Aid qualifying courses were conducted at the Royal New Zealand Police College in the 2005/06 year. The Youth Services Introductory Course has been re-designed to include the role of Youth Development programmes within the course content. The inaugural Advanced Youth Aid Course was delivered in 2006 to experienced Youth Aid Constables and Supervisors. Youth Aid components are included in the Criminal Investigation Bureau Investigator and Sergeant courses.
The National Youth Policing Plan 2005/06 provides for co-ordination and integration of youth policing effort across districts. The two-year plan addresses the Youth Offending Strategy and is focussed on improved data collection, district ownership, structural alignment and process improvement for youth service delivery within Police.
Key partners and strategies that Police work with to enhance youth responsiveness include:
Child, Youth and Family, Ministry of Education, Ministry of Health, Ministry of Social Development, Te Puni Kökiri, Ministry of Pacific Island Affairs, Ministry of Youth Development, Ministry of Justice, Land Transport New Zealand, Office of the Commissioner for Children, Accident Compensation Commission.
Government’s Youth Offending Strategy, National Youth Policing Plan 2005/06, Keeping Ourselves Safe, Kia Kaha Programme, Reducing the Harm, Stepping Out, DARE to Make a Choice.
Māori Responsiveness
Background Information
The disproportionate and increased rate of offending by Māori, both youth and adult offenders, is reflected in almost every major negative area associated with criminal activity, including dishonesty, drugs, murder, aggravated robbery, serious assaults and family violence.
Intervention Progress Report
Capability/Response to Reducing Offending by Māori and Victimisation of Māori
Police continue to improve Licensing and evidence based mechanisms to empower their decision-making about deployment and partner options. Police’s Iwi Liaison Officers continue to enhance very good relationships with Māori across the country. This network combined with focused lead from the Māori Pacific Ethnic Services office has had a profound and positive effect across the manner and method of policing deployed during the Hikoi and annual celebrations at Waitangi.
A revised Responsiveness to Māori Strategy to 2010 is intended to be progressive. It seeks to build on established excellent relationships and capability platforms between Police and Māori and is integral to, and complimentary of, district priorities to prevent and reduce crime.
Partnerships with Māori are critical to success. The underlying negative social conditions that are fertile to crime propensity will remain unchanged unless Māori iwi/hapü is fully engaged in all process from conceptualisation, through implementation to continuous improvement.
The over-representation in criminal activity by Māori requires innovative techniques and responses to tackle and prevent offending by and victimisation of Māori. The issue of reducing offending continues to be addressed through intervention programmes, which have required the specialist skills of Iwi Liaison Officers, leading and directing much of the district programmes. In 2005/06 Police continued to grow capability by focusing and delivering on:
proactive crime reduction initiatives across police districts
building energetic and effective partnerships, evident in some areas
developing innovative leadership through a leadership development course
involving Māori as key decision makers to activate tactical options to reduce offending and victimisation such as in Waikato and Auckland
regular evidence based briefings to strategic partners to focus on the crime problems
the use of improved Licensing products has made a significant difference in some districts through proactively targeting specific crime types such as burglary and family violence and with the support of key Māori partners who took ownership of the identified problems.
The focus on well-trained and well-supported staff has been the key to understanding the value of applying a more effective and efficient use of evidence based policing, community oriented policing and joint problem solving approaches to reduce offending by Māori. Introductory courses to Responsiveness to Māori are a core part of curriculum delivery at the Royal New Zealand Police College aimed at improving police response to reduce crime. The delivery and presentation to senior police courses in 2005/06 namely the Advanced Intel-Analysts, Criminal Investigation Branch, and Senior Youth Services group supported the advancement of the Responsiveness to Māori Strategy. Building the skills and competency levels through training is ongoing.
Police continued to put more focus on priority crime types committed by high risk offenders by bringing together the best possible people and a broader range of innovative and effective providers from the public, private, and community sectors to support targeted interventions.
Leadership and Management Commitment
In October 2004 Police approved a Leadership and Management Development Course aimed at increasing the leadership capability of members of Police with a close association with Māori, Pacific or other Ethnic Communities. The course commenced in 2006, and is designed to develop potential and assist emerging leaders to reach their full capability. 20 frontline constables are currently on this course.
Area commanders and middle managers including Iwi Liaison Officers have undertaken Māori Responsiveness training to develop a consistent, integrated and cohesive approach to reduce Māori offending and victimisation.
Partnership Relationship with Māori
The Commissioner’s Māori Focus Forum will continue to advise on key strategic and national issues for Māori and maintain oversight on key interventions with Māori. The Forum maintains links through its membership to all of the district advisory groups.
Equitable access to policing services
Youth Offending Teams are an available resource to ensure Māori children and young people are deterred from engaging in crime. The engagement of Iwi Liaison Officers in this area will support Youth Services including providing access to key Māori service providers who are available to tackle the causes of youth offending and other related poor outcomes. It is essential that these services are accessible and available to Māori. Family Safety Teams for family violence prevention with the support of Iwi Liaison Officers will inform iwi/hapü on the prevalence of violence to support proactive interventions.
Targeted responses to Māori Offending and Re-offending
Targeted enforcement and crime prevention are at the heart of the Responsiveness to Māori Strategy. Police’s ongoing approach is based on evidence that the risk factors such as low income, drug and alcohol abuse, antisocial behaviour and violence are of high incidence in Māori communities, and that this situation requires a targeted response to address the over-representation in crime. Police continue to focus on improving the quality of Licensing information and assessment to prioritise the use of resources and encourage the use of proactive partnerships. Police efforts in this area include improving Police and other agency effectiveness and support for at-risk Māori families, working with all partners to reduce the incidence of family violence for Māori, as well as supporting Māori youth at risk preventive programmes. In addition Police are working with all partners to reduce misuse and abuse of alcohol and drugs by Māori.
Key partners and strategies that Police work with to enhance Māori responsiveness include:
Te Puni Kökiri, Ministry of Social Development, local Iwi/hapü, Māori service providers, Māori based consultation groups, community agencies.
Government’s commitment to uphold the principles of the Treaty of Waitangi, He Tirohanga o Kawa ki te Tiriti o Waitangi, Rapua Te Huarahi Tika, Whanake Rangatahi.
Government’s Crime Reduction Strategy, Responsiveness to Māori Strategy to 2010, Te Rito: New Zealand Family Violence Prevention Strategy, Youth Offending Strategy, Government’s Road Safety to 2010 Strategy, Improving Outcomes for Young People in Counties Mānukau.
Pacific Peoples Responsiveness
Background Information
Pacific peoples are over-represented in violent offending statistics and are at a higher risk of being victims of violent offending than any other ethnic group4. Pacific peoples are disproportionately represented in prisons and this is forecast to continue because of the youthfulness of the Pacific population. Police’s Pacific Peoples Responsiveness Strategy aims to reverse this trend through specific intervention and prevention programmes.
Pacific peoples comprise six percent of the country’s total population and it is a population that is growing. By 2051 it is projected that Pacific peoples will represent 12 percent of the population. The implementation of the New Zealand Crime Reduction Model is a resource tool designed to improve the delivery and quality of policing services to Pacific communities.
Police’sPacific Peoples Responsiveness Strategy aims to reduce the level of Pacific offending through a more collaborative and integrated partnership approach. The Strategy presents significant opportunities to include Pacific peoples in the design, construction and implementation of culturally appropriate services.
Intervention Progress Report
Police’s Pacific Peoples Responsiveness Strategy has two goals that directly contribute to the organisation’s strategic outcomes of crime reduction and increasing community safety:
implement effective and targeted initiatives for Pacific peoples within a policing context
strengthen organisational capability of Police to deliver responsiveness outcomes for and with Pacific communities.
Responsiveness to Pacific peoples is guided by the following principles:
high visibility programmes that engage communities within their own community spaces such as the Pasifika festival, secondary schools cultural festivals and churches community programmes
a focus on programmes addressing causalities of offending and victimisation, including specific programmes on youth offending and family violence jointly with Pacific service providers
when engaging specific Pacific ethnic communities, recognise diversity, gender and leadership structures, such as Pacific Women's Refuges, Pasifica Women, Cook Islands Family Violence Committee, Tuvalu Media
embedding the values and beliefs of Pacific peoples in the delivery of programmes focused on Pacific communities with an emphasis on Pacific youth. Joint Ministry of Social Development and Ministry of Pacific Island Affairs’ Youth Programmes, Ministry of Justice and Safer Auckland City funded programmes, Police driven targeted programmes.
Underpinning these principles is support, both policy and operational, from Pacific Advisory Groups that have been established in the main centres to assist District Commanders with tactical options in meeting local Pacific demands.
Responsiveness to the national Pacific Peoples Responsiveness Strategy has been included in District Commanders’ performance agreements to build stronger internal Pacific capability. There is also continuing work to increase our focus in the area of crash and crime reductions as part of this performance management regime.
Policy and Programmes.
Business plans of those districts with significant Pacific populations, encompassing the main centres, Auckland, Waikato, Wellington and Christchurch, include a focus on maintaining relationships and reducing offending. Inter-agency work is ongoing both at a national and local level, assisting police capability to be more responsive to Pacific issues and expectations.
Partnerships
The membership of the Pacific Advisory Group includes key leaders with access to a significant number of Pacific peoples. The inclusion of pastors ensures key messages are conveyed to large congregations. The inclusion of Pacific media and sports personalities ensures joint ownership of Pacific issues. These partnerships all contribute to policing objectives such as the promotion of crime prevention and education initiatives.
Important events and features contributing to the efficiency and effectiveness of policing services to Pacific communities include:
the annual Kilikiti event sponsored by Police. This provides an opportunity for a significant number of Pacific communities to interact and network with members of the Police
PACIFICally Wellington is another key event in communicating with Pacific families and an example of Police working effectively with other agencies such as the Ministry of Education and many others
the development and distribution of publications and resources, for example the Canterbury Safer Community Guide, National Pacific Peoples Crime Prevention Guide and the Police Pacific website.
Leadership and Commitment
Leadership and management commitment have been strengthened through annual national Pacific Fono, attended by Pacific staff including middle management, to benchmark and evaluate effectiveness of responsiveness initiatives. Leadership cadres focus on professional development of Pacific staff to ensure compliance with diversity targets for management and executive positions. Recruiting and developing Pacific women for leadership roles is a key focus of the national Pacific Peoples Responsiveness Strategy which reinforces Police’s commitment to Pacific peoples.
Key partners and strategies that Police work with to enhance Police Pacific Peoples responsiveness include:
Ministry of Pacific Island Affairs, Ministry of Justice, Department of Corrections, Ministry of Social Development, Ministry of Education, Community consultation groups, Regional and National Pacific Community, Women and Youth collectives.
Pacific Peoples Responsiveness Strategy, Joint Ministry of Social Development and Ministry of Pacific Island Affairs’ Youth Programmes, Ministry of Justice and Safer Auckland City funded programmes.
Ethnic5 Responsiveness
Background Information
The implementation of the PoliceEthnic Strategy Towards 2010 will provide the specific intervention focus for increasing community safety and reducing crime, road trauma and victimisation within ethnic communities. The implementation of the strategy in 2005/06 built on the experience in the previous year, strengthened the current initiatives, and identified the gaps and the next step further.
This strategy proposes that proactive policing with diverse ethnic communities within the next five years will focus on reducing their fear of being a target of crime and increasing their confidence in Police. The specific intervention programmes identified below supported the strategy, particularly the proactive policing approach in working together with ethnic communities.
Intervention Progress Report
Capability to Respond to Ethnic Peoples
Police has applied significant effort to increasing organisational capability to respond to ethnic peoples both internally and externally. The implementation of recruitment programmes, specific training and product development to assist staff and members of the community has led to recent success in this area. Key achievements include promoting culturally safe practice in relevant training and the launch of “A Practical Reference to Religious Diversity” book designed for frontline officers.
In addition initiatives have been developed to increase ethnic recruitment focusing on Asian recruitment as well as supporting ethnic background police members.
Leadership and Management Commitment
Police initiatives during 2005/06 have encouraged districts to include ethnic perspectives in policy areas such as formulating district Ethnic/Asian Responsiveness Strategies. In addition information is being gathered to better understand the current crime and safety issues that ethnic communities face, and the perceptions that various ethnic groups have of Police. Work is continuing on developing models, framework and strategic analysis on how ethnic responsiveness can be implemented on the frontline, e.g. developing and implementing policies and practice of reassurance policing with ethnic communities.
Partnership with Ethnic Peoples
Police has an ethnic component to its website (www.police.govt.nz) to introduce Police services to the ethnic communities in 12 language options (Arabic, Chinese, Farsi, German, Hindi, Japanese, Korean, Somali, Spanish, Thai, Vietnamese and Simple English). Police staff in the districts especially Ethnic/Asian Liaison Officers have actively provided relevant information to ethnic communities through a variety of outlets.
Positive working relationships have been developed with local ethnic organisations and representatives through extensive consultation, as well as workshops and surveys conducted to identify emerging safety issues in the communities.
Efforts are continuing to encourage ethnic communities to become involved in community safety initiatives and some districts have established or are in the process of establishing ethnic/Asian advisory committees.
Target Responses to Ethnic Peoples Offending
Police have worked closely with ethnic communities on serious issues concerning ethnic community members including racial motivated crime. Tools used include the development of a website to encourage reporting of crime and victimisation within ethnic communities, raising safety awareness in the ethnic communities to reduce the opportunities of offending and successful high profile hate crime charges.
Relationships have been established with key government agencies and local authorities, including the participation in National Refugee Resettlement Forums and Migrant Settlement Senior Officials Group, and contributing to Human Rights Commission’s Diversity Action Programme.
Key partners and strategies that Police work with to enhance Police Ethnic Peoples Responsiveness include:
Ministry of Justice, Department of Corrections, New Zealand Immigration Service, Ministry of Social Development, Ministry of Education, New Zealand Customs Service, Ministry of Health, Land Transport New Zealand, Ministry of Tourism, Office of Ethnic Affairs, Human Rights Commission and territorial local authorities, ethnic community organisations, ethnic consultation groups.
Police Ethnic Strategy Towards 2010, Human Rights’ Commission’s Diversity Action Programme.
Police seeks to enhance its operational performance and internal capability by focusing on the key themes of the Police Strategic Plan to 2006 (available at www.police.govt.nz). The three key areas of development are service management, integrity and capability.
Service Management
Police are committed to providing a range of services to the public in New Zealand which focus on meeting the community’s needs and addressing issues which create concern. In addition Police work to promote a feeling of safety in the community.
This commitment is managed through a wide variety of approaches including a clear focus on reducing offending and victimisation, having a service management etiquette within Police to enhance our work, and working with communities to establish and meet their needs. The use of Licensing-led policing is pivotal to enable Police to utilise staff and resources to their best advantage.
Strategic Policing
Police use strategic policing contexts to focus on pivotal areas of crime and to establish responses to manage resources and improve capability and service.
In 2005/06, these contexts have included:
Response to localised incidents that are emergencies and/or immediate threats to public safety: through the use of critical incident management, Police have largely continued to react to these incidents ensuring resources are deployed as effectively and as quickly as possible. In this way Police have been able to prevent large scale escalation of threats and incidents.
Reducing risks to citizens and visitors to New Zealand from experiencing road trauma: road policing is managed through the 2005/06 Safety Administration Programme which outlines Police’s strategy for the management of safety on New Zealand roads. This strategy includes a focus on drink-driving, restraints and speed, as well as the introduction of initiatives around fatigue, driver behaviour and intersection safety. Police have also delivered road safety education services in schools and worked with community groups to deliver road safety messages and education at the local level. Police have worked with other agencies and industry groups to introduce safety initiatives aimed at tourists.
Threats to international stability and security affecting New Zealand compliance with international commitments: Police have continued to work with other organisations both nationally and internationally to ensure New Zealand is protected from terrorist activities, as well as maintaining secure borders. There has been significant effort placed on providing support within the Pacific region as well as further afield in potential terrorist hot spots around the world.
Better Community Participation
Police this year have continued to work with communities through formal and informal mechanisms on priorities for crime and crash reduction. These efforts have been successful in building stronger links with groups such as Māori and Iwi, Pacific Islanders, Asian and other ethnic communities. Police have been represented at events such as the Hikoi and the annual Waitangi celebrations, as well as Pacific festivals.
These initiatives have been occurring at both national and district levels through the establishment of advisory committees and other networks designed at improving communication channels.
Police have also worked with other central government agencies and local government to address issues of crime, as well as provide a vehicle for input into policing priorities and methods.
Enhancing Police Capability and Proactive Readiness to Respond
Continued improvements have been made and others are planned to enhance the way Police manage their response to a wide range of demands. The focus of these improvements have been to improve public accessibility to Police (e.g. single non-emergency number project), improve deployments in reactive response to Priority 1 and Priority 2 calls for service, and increased emphasis on proactive deployments into neighbourhoods.
Efforts continued in 2005/06 to target repeat offenders as well as patterns of offending, through the collection of Licensing and the effective use of resources and capability. Specific initiatives are being developed at district level to address issues specific to a region. Learnings from these initiatives are being shared nationally to promote best practice.
Integrity
Police Integrity and Professional Standards
The international trend sees declining levels of trust and confidence in governments and police institutions. While Police in New Zealand continue to enjoy a high level of trust and confidence by international standards, Police is very aware that recent events have impacted on that confidence and trust.
Confidence in Police is vital to the maintenance of the rule of law and public support for the justice system. Police is committed to maintaining the highest behavioural and attitudinal standards to retain this support and confidence, however, on occasion complaints are received relating to incidents. Each complaint is thoroughly investigated on a case by case basis and analysed to identify risks and challenges.
Police reviewed organisational capabilities related to professional standards in the first half of the 2005/06 year. This review achieved several objectives ensuring that:
the process for handling serious complaints against Police is of the highest standard
risk, whether related to people or processes, is monitored and proactively tested.
The review, led by an executive member, has now reported its findings with a view to commencing implementation of agreed changes in the latter half of 2006.
Capability
Developing Future Leaders Within New Zealand Police
The introduction of a leadership and management development framework for Police ensures that over time staff are actively developed to be effective leaders and effective managers. The framework is aligned to the Police competencies and values, and contributes to the successful achievement of the strategic outcomes.
The leadership and management development framework provides a pathway for enhanced performance through the development of increased skills, capability and confidence within Police to ensure the effective development and delivery of policing services by:
motivating staff to work effectively to the highest standards of ethical and professional behaviour, at all levels of Police
identifying and developing a pool of talent (developed successors) who are ethically sound and who have the potential to become future executive members
providing opportunities for potential and emerging leaders to have experiences that will equip them with the skills and behaviours required for them to develop into future leaders
developing all members of Police to reach their full potential to become confident citizens and make a major contribution to their communities.
This is being achieved through:
induction, development and support for new managers to understand and deliver the leadership and management responsibilities of their positions
preparation of members for future leadership roles by the development of a career path; creation of development opportunities; provision of learning and development opportunities, and assessment of the transfer of learning against New Zealand Qualifications Authority registered qualifications
establishment of a development programme for women, Māori, Pacific and other ethnic members to ensure that their gender and ethnicity is fairly represented in the senior ranks of police
encouragement for all members at all levels of the organisation to take some responsibility for their own development, and to undertake tertiary study, seek personal and professional development and apply for promotion when the opportunity arises.
Organisational Performance
Continuous improvement within Police ensures the organisation is well placed to use its resources and capability to target offending and work with the community to meet its needs. A structured process is in place to provide a continuous cycle of planning.
Monitoring and Measuring Police Performance
Police continues to measure and monitor organisational performance using the well-established six-monthly performance review process of districts and some service centres. The reviews involve analysis of results as well as interviews and site visits. During 2005/06, the site visit process was expanded to include performance review meetings in Police Areas. This is part of the ongoing development of a performance culture within Police and will contribute to better understanding of organisational performance requirements at middle management levels. Managers throughout Police were encouraged to act as peer reviewers on performance review teams to build knowledge of excellent policing practices and to gain practical experience in evaluating performance.
Improving Police Performance
Performance strengths and areas for development are identified through the review process and allows for the identification of practices that work in reducing crime and increasing safety. Police is divided into five Area Clusters that are made up of Areas with similar characteristics to allow good practices and notable initiatives to be shared. Work was carried out in 2005/06 to identify approaches for improving the frequency and manner in which Clusters shared information. Police will continue to build on this over the next year.
Police Performance Framework
Development of an enhanced performance framework began in 2004/05 and was completed this year. It will be used for monitoring organisational performance in 2006/07 with two Districts piloting self assessments using the framework. A Statistics Strategy to improve statistical data and information was also developed and approved for implementation. This will support the performance framework with enhanced statistical information.
Resource Deployment
Improving Resource Allocation, Rostering and Deployment
For best effect Police focuses its staff and resources on attaining strategic goals of crime reduction and enhancing community safety. Police also recognise the benefit of balancing reactive and proactive policing by further improving the effectiveness and efficiency of strategic, tactical and operational processes.
Currently staff are allocated through a planning tool that provides information in relation to resources needed to meet demand and performance requirements. The model assesses data drawn across several years to determine the likely demand/need profile for a district, and then indicates a potential level of resource required to meet this demand/need. The resource allocation model is a decision support tool and does not automatically result in reallocation of resources.
The model consists of three stages looking at the need/demand drivers for resource within any particular area and then adjusts that profile to reflect any additional influences that may be forecast. This consolidated profile is then used as a decision support tool for the Commissioner who has ultimate responsibility for where staff are placed.
Resource Targeting
Police focuses resources on core operational policing to increase safety and reduce crime. Police prioritise targets on recurring crime and safety problems, recidivist offenders, repeat victims, and high impact and high volume crimes.
Management of Key Risks
Police manages risk in accordance with the Australia New Zealand standard on risk management AS/NZS 4360:2004. The risk framework is monitored by the Assurance Committee and the Commissioners. The table below outlines the key risks facing Police and how these are being managed.
|
Themes |
Risks Identified |
Mitigation |
|
|
ServiceManagement |
Crime and Crash Prevention |
Lack of capacity to proactively reduce crime and crashes. |
Building Police capability that takes a “whole of policing” approach to proactively reducing crime and crashes. Progress has included: introduction of “crash books” for road policing use of Crime Reduction Model development of a deployment strategy. |
|
Community Participation |
Non-participation by communities, or parts of communities, in working with the Police to reduce crime and enhance community safety. |
Relationship building at District and Area level with identified parts of those communities where interactions with the Police were undertaken. Achievements during the year included: protocol signed with Ministry of Pacific Island Affairs two Commissioner meetings with Māori Focus Forum protocol developed with Scrap Metal Recycling Association to notify members of stolen scrap metal involvement with Long Term Community Council Plans. |
|
|
Agency Partnerships |
Service delivery may be impaired if partnerships and relationships are not maintained. |
Partnership development, interagency cooperation, relationship development and agreements established in common areas of strategic and tactical interest: Combined Law Agencies Group (CLAG) meetings held pandemic planning - agreements established with partner agencies - internal preparations undertaken. |
|
|
Capability |
Management and Business Planning |
Lack of focused and useful information on crime and crash events to support decision making. |
Licensing system development, training in districts and use of technology undertaken. Improvements made to processes of information creation, analysis and distribution and utilisation of international best practice, expertise and training opportunities including continued development of Licensing capability and processes. Maintaining a well-established process for monitoring and measuring overall performance. Over the last year as part of the ongoing improvement of the organisational performance management process, Police has developed an enhanced performance management framework and a wider range of performance indicators. |
|
Staff and Skills |
Poor employment related decisions can be identified. Need for higher levels of performance management skills and greater role clarity. Work related health and safety issues are not always effectively managed. |
Continued implementation of the Leadership framework to improve standards and performance. Enhancing the performance framework and processes. Further implementation of the competency framework. Recruitment and training of 1000 additional sworn and 250 non-sworn staff. Implementation of the recommendations of the Independent Review Panel report into Communications Centres. Employee rehabilitation programme in operation. Improvement in the management of staff leave commitments. Use of flexible employment opportunities. |
|
|
Resource Deployment |
Staff and resources not sufficiently targeted on attaining crime reduction and community safety priorities. Changes in technology and processes may not always be properly managed. |
Improvements made to strategic, tactical and operational processes at District and Area level, and Communication Service Centres, to enhance crime and crash reduction, and service management and deployment. Pilot undertaken for Time & Labour HR systems involving rostering & staff management. The Project Management Office continues to monitor and report on all key projects. External reviews used in operational areas to improve performance. Strategic and tactical coordination meetings regularly conducted by District and Area management teams. |
|
|
Safety and Security |
Prisoners in custody can be injured. |
National Custodial Improvement Plan and Station redevelopment programme continues along with use of improved prisoner transit vehicles: stage 2 of the custodial upgrade project has been completed. Cells upgraded in Nelson, Invercargill, Timaru, New Plymouth and Whakatane 12 prison vans supplied to districts, with a further 8 under construction. |
|
|
Workplace hazards may not be identified. |
District Occupational Safety and Health Committees and focus groups are in operation. |
||
|
Investigation |
Impact of transnational crime (including terrorism) on capacity to deliver regular policing services. |
Capability building in counter terrorism to mitigate potential events. Overseas deployment operations by Police: deployments undertaken to Solomons, Timor-Leste, Afghanistan, Bougainville signing of MoA on transnational crime and police cooperation with Korean National Police Agency - June 2006. Development of the Pacific Island policing partnerships. Managed Secretariat for Pacific Islands Chiefs of Police (PICP). Active participation and representation in Pacific Working Group on Border Management Issues. Active participation, with other regional law enforcement bodies, in the development of the annual Strategic Assessment on Transnational Crime in the Pacific for adoption by the Pacific Islands Forum Regional Security Committee. Regional Police response plan for disaster management developed and adopted. Pandemic response plan and mechanisms delivered to all PICP members. Built links with Commonwealth Secretariat for delivery of human rights awareness programme amongst Pacific police. Regional Police HIV/AIDS awareness and education programme implemented. |
|
|
Integrity |
Ethics in Policing |
Potential loss of confidence and trust by the community, and the Justice Sector partners. |
Review of complaints by Police Professional Standards and Independent Police Complaints Authority. Ethics Committees continued in districts. Early intervention policy in districts. |
for the Year Ended 30 June 2006
Statement of Responsibility
As the Commissioner of Police, I am responsible for the preparation of Police’s financial statements and the assessments made in the process of producing those statements pursuant to section 35 of the Public Finance Act 1989 (PFA), in accordance with section 45C of the PFA.
I have fulfilled my responsibility to establish and maintain systems of internal control procedures that provide reasonable assurance as to the integrity and reliability of financial reporting.
The financial statements have allocated costs to output expenses in accordance with the relevant accounting policy. I am of the opinion that specific controls, policies and procedures that have been instigated minimise the risks inherent in time recording systems. Further I am of the opinion that any errors would not have a material effect on the costs allocated to output expenses and recorded here.
In my opinion, these financial statements fairly reflect the financial position and operations of New Zealand Police for the year ended 30 June 2006, and I authorise issuance of these financial statements on 29 September 2006.
Howard Broad
Commissioner of Police
Countersigned by:
Bruce Simpson
General Manager Finance and Planning
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
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 purchased within this Expense
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
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
100% |
Percentage of policy papers that the Minister is satisfied with in regard to the following characteristics: Purpose Logic Accuracy Options Consultation Practicality Presentation. |
100% |
100% |
|
Costs |
|||
|
$166.08 |
Daily Rate GST exclusive. |
$330.00 |
$544.00 |
|
2,282 |
Number of chargeable days. |
2,769 |
1,500 to 2,000 |
Output 1.2 - Ministerial Servicing
This output covers the services of the Ministerial Services Group as well as the researching and drafting of ministerial correspondence. It also covers the provision of draft responses to written and oral Parliamentary questions.
Performance Measures
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
181 |
Number of items of Ministerial correspondence referred to the Police for draft reply. |
589 |
200 to 400 |
|
1,146 |
Number of Parliamentary Questions referred to the Police for draft response. |
728 |
1,100 to 1,300 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
98.3% |
Percentage of first draft replies to Ministerial correspondence that are accepted by the Minister. |
94% |
97% |
|
98.3% |
Percentage of first draft responses to Parliamentary Questions that are accepted by the Minister. |
97% |
97% |
|
Timeliness |
|||
|
98.9% |
Percentage of draft replies to Ministerial correspondence that are provided within 20 working days of receipt. |
99% |
95% |
|
100% |
Percentage of draft replies to Ministerial correspondence that are provided within 6 weeks of receipt. |
100% |
100% |
|
96.7% |
Percentage of draft responses to Parliamentary Questions that are provided within the timeframes specified. |
99% |
100% |
|
Costs |
|||
|
$262.45 |
Daily Rate GST exclusive. |
$653.00 |
$544.00 |
|
1,059 |
Number of chargeable days. |
1,015 |
700 to 800 |
Output Expense Statement: Policy Advice and Ministerial Servicing for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
$000 |
$000 |
$000 |
|
|
Revenue |
||||
|
1,429 |
Revenue Crown |
1,496 |
1,467 |
1,492 |
|
2 |
Revenue Departments |
3 |
17 |
17 |
|
8 |
Revenue Other |
16 |
6 |
3 |
|
1,439 |
Total Revenue |
1,515 |
1,490 |
1,512 |
|
656 |
Total Expenses |
1,581 |
1,490 |
1,512 |
|
783 |
Net Surplus (Deficit) |
(66) |
- |
- |
|
379 |
Output 1.1 Policy Advice |
913 |
860 |
873 |
|
277 |
Output 1.2 Ministerial Servicing |
668 |
630 |
639 |
|
656 |
Total Output Expense |
1,581 |
1,490 |
1,512 |
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.
Outputs purchased within this Expense
Output 2.1 - Community Responsiveness
The output includes the establishment of programmes and the pursuit of strategies in partnership with government agencies, local authorities and other community groups to address crime-related problems in the community. Examples include Māori and Pacific responsiveness programmes and work with local authorities on joint crime prevention programmes. This output covers the provision of advice and information to raise public awareness about safety and security issues. It includes general communication with communities and media articles to promote safety and security issues and specific advice to victims on practical actions that help to reduce the likelihood of re-victimisation. It also covers the provision of administrative and logistical support to community groups including Victim Support, neighbourhood/rural/business support groups and community initiated patrols.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
80,886 |
Number of awareness and community information services provided. |
71,575 |
75,000 to 85,000 |
|
6,820 |
Number of Official Information Act requests. |
4,437 |
5,000 to 6,000 |
|
86,502 |
Number of referrals to Victim Support. |
94,455 |
140,000 to 180,000 |
|
20,398 |
Number of neighbourhood, business and rural support groups who have a crime reduction focus that are actively supported by Police. |
19,610 |
17,000 to 17,500 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
56% |
Percentage of the public that are satisfied with the levels of information provided on community safety and security issues. |
58%6 |
90% |
|
Timeliness |
|||
|
Percentage of Official Information Act requests completed within: |
|||
|
93.9% |
20 working days of receipt (or extension sought under section 15A) |
94% |
100% |
|
98.8% |
6 weeks of receipt. |
97% |
100% |
|
66.7% |
Percentage of Victim Support referrals made within 24 hours of initial Police attendance to the victim. |
67%-7 |
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 officers’ time when dealing with actual criminal cases involving young people, which are covered in Output Expense Five.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
Number of youth apprehensions dealt with through: |
|||
|
9,375 |
warnings / cautions |
11,434 |
12,000 to 13,000 |
|
23,586 |
alternative action.8 |
19,417 |
24,000 to 28,000 |
|
6,921 |
Youth Court / Family Group Conference (FGC). |
11,706 |
6,800 to 7,500 |
|
33,496 |
Hours spent on classroom activity associated with the delivery of YES programmes.9 |
35,310 |
33,000 to 36,000 |
|
269 |
Average number of classrooms per Police Education Officer. |
269 |
200 |
|
41.6% |
Percentage of schools contacted regarding the ‘Keeping Ourselves Safe’ Programme.10 |
52% |
80% |
|
21 |
Number of national Police-managed Youth Development Programmes. |
28 |
2111 |
|
70 |
Number of District initiated youth development programmes. |
114 |
1212 |
|
12 |
Number of inter-agency Community Youth Initiatives supported by Police. |
13 |
13 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
97% |
Percentage of youth programmes/initiatives developed and implemented utilising auditable and recognised planning processes. |
100% |
100% |
|
- |
Percentage of youth aid services carried out in accordance with Police best practice. |
72% |
100% |
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 Measures13
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
450,842 |
Number of vetting services provided. |
468,377 |
450,000 to 475,00013 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
Nil |
Number of complaints upheld for unlawful processing of vetting applications. |
Nil |
Less than 5 |
|
Timeliness |
|||
|
95% |
Percentage of vetting applications processed within 30 working days. |
79% |
95% |
|
Costs |
|||
|
$13.00 |
Cost per vetting service provided (GST exclusive). |
$13.00 |
$13.00 |
Output 2.4 – Firearms Licensing
This output covers the processing of applications for firearms licences, the issuing of licences, the verification of compliance with endorsed licences, enforcement, and the revocation of firearms licences. It also covers the work to ensure that those whose licences have expired have lawfully disposed of any firearms that they had.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
34,349 |
Number of applications for firearms licences processed. |
44,01914 |
48,000 to 53,000 |
|
330 |
Number of firearms licences revoked. |
279 |
100 |
|
70 |
Number of firearms licenses revoked in response to actions under the Domestic Violence Act 1995. |
51 |
Equal to or better than 2004/05 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
77.5% |
Percentage of pistol club premises and documentation that are inspected. |
77% |
100% |
|
49.8% |
Percentage of holders of a firearms license with an endorsement to possess target pistols that are inspected. |
99% |
100% |
|
93.3% |
Percentage of firearms dealers’ premises that are inspected. |
98% |
100% |
|
7,815 |
Number of expired ten-year licenses for which no explanation has been determined. |
13,709 |
Less than in 2004/05 |
|
Costs |
|||
|
$105.00 |
Cost per license issued (GST exclusive). |
$110.0015 |
$110.00 |
Output 2.5 – Lost and Found Property
This output includes recording lost property reports and receiving, storing and disposing of unclaimed found property.
Performance Measures
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
52,973 |
Number of found property reports taken. |
47,694 |
57,000 to 60,000 |
|
53,656 |
Number of lost property reports taken. |
48,673 |
58,000 to 63,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Timeliness |
|||
|
95.3% |
Percentage of found property lawfully disposed of within 6 months. |
93% |
90% |
Output Expense Statement: General Crime Prevention Services for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
|
$000 |
$000 |
$000 |
|
Revenue |
||||
|
65,670 |
Revenue Crown |
82,763 |
76,947 |
78,351 |
|
106 |
Revenue Departments |
177 |
319 |
315 |
|
4,196 |
Revenue Other |
6,666 |
6,086 |
5,958 |
|
69,972 |
Total Revenue |
89,606 |
83,352 |
84,624 |
|
69,589 |
Total Expenses |
83,912 |
83,352 |
84,624 |
|
383 |
Net Surplus (Deficit) |
5,694 |
- |
- |
|
30,319 |
Output 2.1 Community Responsiveness |
36,652 |
36,373 |
36,963 |
|
24,704 |
Output 2.2 Youth Services |
30,338 |
30,158 |
30,596 |
|
4,846 |
Output 2.3 Vetting Services |
5,082 |
5,052 |
5,125 |
|
5,284 |
Output 2.4 Firearms Licensing |
7,243 |
7,199 |
7,304 |
|
4,436 |
Output 2.5 Lost and Found Property |
4,597 |
4,570 |
4,636 |
|
69,589 |
Total Output Expense |
83,912 |
83,352 |
84,624 |
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, which focus on reducing repeat victimisation for violence, burglary and vehicle offences
maintaining order at demonstrations and public events, providing security in Court environs, support to aviation security and other general security at international and domestic airports
deployment of staff to cabinet approved overseas policing operations
providing secretarial support to the Pacific Islands 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 purchased within this Expense
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 Licensing 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 Measures16
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
149,043 |
Number of patrol apprehensions. |
150,137 |
160,000 to 170,000 |
|
281,369 |
Number of bail / parole checks16 conducted. |
275,552 |
180,000 to 240,000 |
|
10,896 |
Number of bail / parole breaches detected. |
10,168 |
8,000 to 12,000 |
|
3,649 |
Number of arrests resulting from bail / parole breaches. |
3,777 |
2,000 to 5,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
96.7% |
Percentage of districts where Licensing generates Risk Targeted Patrol Plans that direct patrols to target district priorities. |
98% |
80% |
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 Measures17
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
Number of person days policing: |
|||
|
696 |
demonstrations |
358 |
600 to 800 |
|
2,742 |
public events |
3,103 |
8,500 to 11,000 |
|
10,329 |
personal (VIP) security operations |
7,444 |
8,000 to 10,000 |
|
1,268 |
Court security |
1,145 |
1,200 to 1,700 |
|
9,142 |
Domestic and International airport security. |
9,171 |
8,500 to 10,500 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
Nil |
Number of complaints upheld under this output.17 |
1 |
Less than 20 |
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 secretarial support to the Pacific Islands Chiefs of Police.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
13,381 |
Number of person days engaged in providing support to the South Pacific.18 |
13,738 |
9,000 to 12,000 |
|
7 positions |
Number of International Liaison positions maintained. |
7 positions |
7 positions |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
100% |
Percentage of Police deployed overseas trained for the specific requirements of their deployment country. |
100% |
100% |
|
- |
The quality of staff deployments will be measured by evaluation reports and feedback from external partners and internal evaluation processes.19 |
100% |
100% |
Output Expense Statement: Specific Crime Prevention Services and Maintenance of Public Order for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
|
$000 |
$000 |
$000 |
|
Revenue |
||||
|
74,075 |
Revenue Crown |
80,669 |
77,295 |
78,609 |
|
112 |
Revenue Departments |
173 |
323 |
3,607 |
|
419 |
Revenue Other |
864 |
400 |
272 |
|
74,606 |
Total Revenue |
81,706 |
78,018 |
82,488 |
|
73,598 |
Total Expenses |
73,588 |
78,018 |
82,488 |
|
1,008 |
Net Surplus (Deficit) |
8,118 |
- |
- |
|
41,798 |
Output 3.1 Directed Patrols |
37,826 |
41,794 |
42,401 |
|
17,653 |
Output 3.2 Maintenance of Order |
15,811 |
17,469 |
17,723 |
|
14,147 |
Output 3.3 Staff Deployment Overseas and Support to the Pacific Islands Chiefs of Police |
19,951 |
18,755 |
22,364 |
|
73,598 |
Total Output Expense |
73,588 |
78,018 |
82,488 |
Output Expense Four – Police Primary Response Management
Output Expense Description
This output expense includes:
Communications Centres providing advice and information to callers
Communications Centres dispatching response vehicles to calls for assistance
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 purchased within this Expense
Output 4.1 Communications Centres
This output covers the three Police Communications 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 Measures20
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
533,487 |
Number of 111 calls received. |
613,263 |
500,000 to 560,000 |
|
938,269 |
Number of non-emergency calls presented. |
1,058,495 |
1,050,000 to 1,155,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
93% |
Percentage of randomly surveyed callers who express satisfaction with Communications Centres response to telephone calls. |
-20 |
Equal to or better than 2004/05 |
|
Timeliness |
|||
|
72.5% |
Percentage of 111 calls answered within 10 seconds of being presented to the Communications Centres. |
86% |
90% |
|
68.4% |
Percentage of non-emergency calls answered within 30 seconds of being presented to the Communications Centres. |
70% |
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 property21. 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.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Number of priority one events attended, including: |
|||
|
408 |
Disasters |
546 |
450 to 55022 |
|
773 |
Incident - Search and Rescue - land |
623 |
550 to 650 |
|
1,404 |
Incident - Search and Rescue - water. |
1,320 |
1,500 to 1,700 |
|
Number of non emergency events attended23: |
|||
|
237,885 |
crime related |
246,134 |
420,000 to 460,000 |
|
365,163 |
incident related. |
303,45824 |
500,000 to 540,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
93% |
Percentage of respondents to an emergency partners survey who are satisfied with Police response and emergency handling capability. |
88% |
85% |
|
Percentage of the public25 who are satisfied with the service provided for calls relating to: |
|||
|
62% |
crimes |
72% |
81% |
|
83% |
incidents. |
78% |
81% |
|
Timeliness |
|||
|
Percentage of cases submitted for early case closure appropriately finalised in terms of customers’ service commitment within: |
|||
|
67.6% |
72 hours |
66% |
70% |
|
88.7% |
21 days. |
79% |
100% |
|
69.4% |
Percentage of Priority One emergency events that are attended within 10 minutes of being reported if in an Urban Policing Area. |
69% |
90% |
Output Expense Statement: Police Primary Response Management for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
$000 |
$000 |
$000 |
|
|
Revenue |
||||
|
275,733 |
Revenue Crown |
292,862 |
291,954 |
296,741 |
|
417 |
Revenue Departments |
629 |
1,350 |
1,335 |
|
1,561 |
Revenue Other |
3,136 |
1,881 |
1,396 |
|
277,711 |
Total Revenue |
296,627 |
295,185 |
299,472 |
|
278,549 |
Total Expenses |
315,506 |
295,185 |
299,472 |
|
(838) |
Net Surplus (Deficit) |
(18,879) |
- |
- |
|
39,619 |
Output 4.1 Communications Centres |
52,449 |
49,071 |
49,784 |
|
238,930 |
Output 4.2 Police Response to Incidents and Emergencies |
263,057 |
246,114 |
249,688 |
|
278,549 |
Total Output Expense |
315,506 |
295,185 |
299,472 |
Output Expense Five – Investigations
Output Expense Description
This output expense includes:
criminal investigations
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 purchased within this Expense
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.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
396,018 |
Total recorded crime. |
426,468 |
420,000 to 460,000 |
|
The recorded crime rate of: |
|||
|
88.1 |
Number of dwelling burglaries reported per 10,000 population |
97 |
98 |
|
112.4 |
Violence Offences per 10,000 population |
123 |
116 |
|
51.0 |
Cars Unlawfully Taken per 10,000 population.26 |
59 |
60 |
|
Number of cases referred for prosecution action by: |
|||
|
119,474 |
offender |
140,413 |
109,000 to 119,000 |
|
162,018 |
informations laid. |
189,402 |
165,000 to 190,000 |
|
57,278 |
Number of family violence incidents / offences attended. |
69,220 |
46,000 to 48,000 |
|
84,481 |
Number of prisoner fingerprints27 taken. |
86,444 |
85,000 to 90,000 |
|
11,361 |
Number of DNA Databank samples taken. |
9,977 |
9,000 to 10,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
Percentage of recorded offences resolved: |
|||
|
16.1% |
Dwelling Burglary |
16% |
Equal to or better than 2004/05 |
|
80.8% |
Violence Offences |
81% |
Equal to or better than 2004/05 |
|
19.8% |
Unlawful Taking.28 |
20% |
Equal to or better than 2004/05 |
|
7,077 |
Number of identifications from scene of crime fingerprints. |
7,659 |
6,750 to 7,250 |
|
2,241 |
Number of identifications from scene of crime DNA samples. |
1,914 |
1,500 to 2,500 |
|
- |
Reduce the number of repeat family violence incidents/offences. |
-29 |
Equal to or better than 2004/05 |
|
Timeliness |
|||
|
84.8% |
Percentage of people who have reported offences that are advised of results or update of investigation within 21 days of reporting that offence. |
81% |
100% |
|
83.2% |
Percentage of burglaries that are attended within 24 hours of being reported. 30 |
83% |
97% |
Output 5.2 – Other Investigations
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
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
Number of non-criminal investigations relating to: |
|||
|
7,968 |
Recorded incidents involving persons with mental illness |
8,373 |
7,500 to 8,000 |
|
5,622 |
Reports of sudden deaths |
4,905 |
5,600 to 5,900 |
|
16,303 |
Reports of missing persons. |
15,446 |
17,000 to 18,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
Percentage of investigations carried out in accordance with Police best practice: |
|||
|
97.5% |
Recorded incidents involving persons with mental illness |
94% |
100% |
|
89.7% |
Sudden deaths |
91% |
100% |
|
95.9% |
Reports of missing persons. |
93% |
100% |
|
Timeliness |
|||
|
90.9% |
Percentage of people who have reported an activity under this output that are advised of results or update within 21 days. |
92% |
100% |
Output Expense Statement: Investigations for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
|
$000 |
$000 |
$000 |
|
Revenue |
||||
|
251,896 |
Revenue Crown |
267,934 |
267,559 |
271,941 |
|
382 |
Revenue Departments |
574 |
1,117 |
1,104 |
|
1,424 |
Revenue Other |
2,870 |
1,440 |
996 |
|
253,702 |
Total Revenue |
271,378 |
270,116 |
274,041 |
|
252,605 |
Total Expenses |
273,482 |
270,116 |
274,041 |
|
1,097 |
Net Surplus (Deficit) |
(2,104) |
- |
- |
|
240,460 |
Output 5.1 Criminal Investigations |
261,047 |
257,835 |
261,581 |
|
12,145 |
Output 5.2 Other Investigations |
12,435 |
12,281 |
12,460 |
|
252,605 |
Total Output Expense |
273,482 |
270,116 |
274,041 |
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
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. The timely and professional delivery of these services contributes to the support of a fairer, more credible and more effective judicial system.
Outputs purchased within this Expense
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.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
119,474 |
Number of Prosecutions.31 |
140,413 |
115,000 to 125,000 |
|
3,58632 |
Number of Diversions. |
10,516 |
8,000 to 10,000 |
|
1,654 |
Number of youth offenders dealt with through Family Group Conferences. |
2,257 |
1,000 to 1,200 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
100% |
Percentage of prima facie cases established for informations laid. |
100% |
99% |
|
86.4% |
Percentage of files with Victim Impact Statements on file. |
89% |
100% |
|
Timeliness |
|||
|
76.7% |
Percentage of files with Victim Impact Statements, where the statement is no older than 28 days when it is required for sentencing. |
80% |
100% |
|
0.16% |
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. |
0.1% |
Less than 1% |
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 Measures33
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
174,133 |
Number of Court documents executed. |
56,75533 |
150,000 to 180,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
1 |
Number of complaints upheld relating to the execution of Court documents. |
0 |
Less than 10 |
|
Timeliness |
|||
|
95% |
Police will visit homes of people on home detention orders where breaches are notified to levels stipulated in the local service level agreement with Community Probation Service. |
100% |
100% |
|
Costs |
|||
|
$31.21 |
Cost per document executed or served (GST exclusive). |
$104.00 |
$55.00 |
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.
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
122,217 |
Number of prisoners held. |
136,418 |
125,000 to 140,000 |
|
7,968 |
Number of services to people with a mental illness or disability. |
8,373 |
6,000 to 7,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
1 |
Number of complaints upheld relating to the custody and escort of prisoners. |
2 |
Less than 25 |
|
Nil |
Number of complaints upheld relating to the custody and escort of people with a mental illness or disability. |
Nil |
Nil |
|
272 |
Number of escapes from Police custody.34 |
341 |
Less than 150 |
|
1 |
Number of deaths of prisoners in custody.35 |
3 |
Nil |
Output Expense Statement: Case Resolution and Support to Judicial Process for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
|
$000 |
$000 |
$000 |
|
Revenue |
||||
|
53,601 |
Revenue Crown |
59,430 |
54,615 |
56,159 |
|
4,238 |
Revenue Departments |
4,954 |
2,450 |
4,322 |
|
324 |
Revenue Other |
636 |
397 |
331 |
|
58,163 |
Total Revenue |
65,020 |
57,462 |
60,812 |
|
57,381 |
Total Expenses |
63,558 |
57,462 |
60,812 |
|
782 |
Net Surplus (Deficit) |
1,462 |
- |
- |
|
22,189 |
Output 6.1 Criminal Case Resolution |
23,858 |
22,500 |
22,827 |
|
5,433 |
Output 6.2 Execution of Court Summonses, Warrants and Orders |
6,037 |
5,693 |
5,776 |
|
29,759 |
Output 6.3 Custody and Escort Services |
33,663 |
29,269 |
32,209 |
|
57,381 |
Total Output Expense |
63,558 |
57,462 |
60,812 |
Output Expense Seven – Road Safety Programme
Output Expense Description
This output expense covers:
the delivery of services outlined in the 2005/06 Safety Administration Programme (SAP) 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
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. The cost benefit ratio of the SAP has been estimated at 8:1, with enforcement aimed at excessive speed and drink-drive yielding much higher ratios. This means the activities delivered under this output are delivering substantial benefits to New Zealand society.
Outputs purchased within this Expense
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
the enforcement of road user charges and commercial vehicle investigation.
Performance Measures3637383940
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
1,273,211 |
Number of compulsory breath tests. |
1,237,872 |
1.5-1.7 million |
|
817,687 |
Number of mobile breath tests. |
708,262 |
800,000 to 900,000 |
|
- |
Number of commercial vehicles stopped at weighbridges. |
203,677 |
180,000 to 220,00036 |
|
- |
Number of commercial vehicles stopped by mobile patrols. |
157,131 |
120,000 to 160,00037 |
|
- |
Number of HMV safety inspections. |
7,818 |
6,400 to 8,80038 |
|
- |
Number of HMV brake test inspections. |
4739 |
1,200 to 2,00040 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
- |
Percentage of national and local campaigns delivered in accordance with the SAP for speed control. |
60% |
100%41 |
|
- |
Percentage of national and local campaigns delivered in accordance with the SAP for drinking and drugged driver control. |
65% |
100%42 |
|
- |
Percentage of national and local campaigns delivered in accordance with the SAP for restraint device control. |
73% |
100%43 |
|
- |
Percentage of this output to be delivered in accordance with the Commercial Vehicle Investigation Unit’s Service and Delivery Charter. |
100% |
100%44 |
|
- |
Service will be delivered in accordance with road safety action plans (RSAPs) and risk targeted patrol plans (RTPPs) for: speed control drinking and drugged driver control restraint device control visible road safety enforcement. |
Partly Achieved45 |
Achieved46 |
|
Percentage of local authorities and Transit NZ regions responding to an annual survey co-ordinated by Land Transport NZ, who are satisfied with Police consultation processes in the development of RSAPs and RTPPs: |
|
||
|
66% |
speed control |
79% |
Equal to or better |
|
70% |
drinking and drugged driver control |
77% |
than 2004/05 |
|
73% |
restraint device control |
74% |
|
|
63% |
visible road safety enforcement. |
75% |
|
|
Percentage of local authorities and Transit NZ regions responding to an annual survey co-ordinated by Land Transport NZ, who are satisfied that targeted issues have been addressed for: |
|||
|
73% |
speed control |
69% |
Equal to or better |
|
79% |
drinking and drugged driver control |
71% |
than 2004/05 |
|
73% |
restraint device control |
70% |
|
|
67% |
visible road safety enforcement. |
73% |
|
|
Percentage of respondents to an annual Ministry of Transport survey who believe there is a high probability of: |
|||
|
56% |
detection of speeding |
54% |
Equal to or better |
|
55% |
being stopped and tested at CBT checkpoints |
48% |
than 2004/05 |
|
Front: 36%Rear: 15% |
being stopped by the Police for non-compliance with front and rear restraint requirements |
Front: 37% Rear: 16% |
|
|
33% |
being stopped by the Police for non-compliance with selected aspects of the road code and traffic laws. |
32% |
|
|
- |
Percentage of all visible road safety enforcement traffic and infringement offences notices issued related to manner of driving and driver duties or obligation offences. |
20% |
Not less than 25%47 |
Output 7.2 Community engagement on road safety
This output covers:
Police participation in the Community Road Safety Programme (CRSP) 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
training and monitoring of school traffic safety teams
Performance Measures4849505152
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
80% |
Percentage of primary and secondary schools contacted by Police Education Officers regarding school road safety education programmes and/or in receipt of classroom sessions. |
87% |
100% |
|
100% |
Percentage of school traffic safety teams trained by Police Education Officers in accordance with the School Traffic Safety Team Manual. |
85% |
100% |
|
9,152 |
Hours spent monitoring school traffic safety teams. |
8,499 |
8,000 to 8,500 |
|
26,554 |
Hours spent on classroom activity associated with the delivery of road safety education programmes and training School Traffic Safety Teams.48 |
27,091 |
35,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
86% |
Percentage of local authorities and other providers contracted to deliver the Land Transport NZ CRSP activities, responding to an annual survey co-ordinated by Land Transport NZ, who are satisfied with Police support for CRSP activities as agreed. |
83% |
Equal to or better than 2004/05 |
|
75% |
Percentage of local authorities and Transit NZ regions, responding to an annual survey co-ordinated by Land Transport NZ, who are satisfied with the level of information (including reporting on crashes), provided by the Police on road safety issues. |
65% |
Equal to or better than 2004/05 |
|
100% |
Percentage of school road safety education, except monitoring of school traffic safety teams, delivered by Police Education Officers. |
93% |
100% |
|
84.7% |
Percentage of school traffic safety teams monitored by either Police Education Officers or other sworn staff who have completed school patrol monitoring training. |
88% |
100% |
|
- |
Percentage of school patrols monitored at least once each school term. |
-49 |
100%50 |
|
Timeliness |
|||
|
- |
Review, update and reprint the Riding By School ‘Road Safe’ education programme. |
Not achieved51 |
Complete by 30 June 200652 |
Output 7.3 Road policing incident and emergency management
This output covers:
road crash attendance and investigation
traffic management services
Performance Measures53545556575859
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
376 |
Number of fatal crashes attended and reported. |
34153 |
350 to 410 |
|
2,034 |
Number of serious injury crashes attended and reported. |
2,07154 |
2,000 to 2,200 |
|
7,985 |
Number of minor injury crashes attended and reported. |
8,39655 |
7,000 to 8,000 |
|
26,355 |
Number of non-injury crashes attended and reported. |
27,21756 |
25,000 to 29,000 |
|
453 |
Number of commercial vehicle crashes attended and reported, using the Large Bus and Truck Crash report, by Commercial Vehicle Investigation Unit. |
465 |
450 to 550 |
|
83,141 |
Number of traffic incidents, blockages and breakdowns attended. |
84,949 |
75,000 to 85,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
- - |
Percentage of crashes/casualties reported to Land Transport NZ on a traffic crash report (POL565) for: fatal crashes casualties resulting in hospitalisation for over one day. |
100% 61% |
100%57 70%58 |
|
- |
Delivery of crash services to be in accordance with identified best practice procedures as measured by a file sample survey conducted by Police. |
87% |
70%59 |
|
1 |
Number of complaints upheld against the Police relating to attendance at traffic emergencies and disasters. |
Nil |
Less than 5 |
|
100% |
Percentage of traffic flow supervision services and traffic management services for significant events delivered in accordance with operational plans developed in consultation with local authorities, Transit NZ and event organisers. |
97% |
100% |
|
69% |
Percentage of local authorities and Transit NZ regions, responding to an annual survey co-ordinated by Land Transport NZ, who are satisfied with Police consultation, co-operation and co-ordination regarding traffic management services. |
73% |
Equal to or better than 2004/05 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Timeliness |
|||
|
Percentage of crash reports sent to Ministry of Transport/Land Transport NZ within specified timeframes: |
|||
|
87% |
fatal crashes (email) within 24 hours of a death resulting from a vehicle crash (to Ministry of Transport) |
91% |
95% |
|
88.6% 89.8% |
fatal crash report (POL 550) within seven calendar days of a death resulting from a vehicle crash (to Ministry of Transport) traffic crash report (POL 565) for injury and fatal crashes sent within seven days of the end of the inquiry or no later than ten weeks after the crash, whichever is the earlier (to Land Transport NZ). |
90% 89% |
90% 95% |
Output 7.4 - Road Policing Resolutions
This output covers the management of sanctions, prosecution and court orders.
Performance Measures
|
Outturn 2004/05 |
Outturn 2005/06 |
Estimated Demand 2005/06 |
|
|
Quantity |
|||
|
19,535 |
Number of Court documents served and executed. |
19,460 |
20,000 to 22,000 |
|
Outturn 2004/05 |
Outturn 2005/06 |
Performance Standard 2005/06 |
|
|
Quality |
|||
|
100% |
Percentage of prima facie cases established for informations laid which proceed to prosecution. |
100% |
No less than 99% |
|
85% |
Percentage of files with victim impact statements on file as determined from a file sample survey. |
85% |
100% |
|
Nil |
Number of complaints upheld relating to the execution of road policing court documents. |
Nil |
Nil |
|
Timeliness |
|||
|
76% |
Percentage of Police prosecution files with victim impact statements where the statement is no older than 28 days, when this is required for sentencing as determined from a Police file sample survey. |
76% |
100% |
|
107 |
Number of hearings that do not proceed on the date agreed between the Police and Court for reasons that are the responsibility of the Police. |
93 |
Nil |
|
0% |
Percentage of speed offence notices issued later than 30 days after the camera photograph is taken. |
0% |
0% |
Output Expense Statement: Road Safety Programme for the year ending 30 June 2006
|
Outturn Actual 2004/05 |
Actual 2005/06 |
Budgeted Mains 2005/06 |
Budgeted Supplementary Adjusted 2005/06 |
|
|
$000 |
$000 |
$000 |
$000 |
|
|
Revenue |
||||
|
206,239 |
Revenue Crown |
211,994 |
215,788 |
213,855 |
|
576 |
Revenue Departments |
903 |
862 |
926 |
|
- |
Revenue Other |
- |
- |
2,074 |
|
206,815 |
Total Revenue |
212,897 |
216,650 |
216,855 |
|
209,264 |
Total Expenses |
207,015 |
216,650 |
216,855 |
|
(2,449) |
Net Surplus (Deficit) |
5,882 |
- |
- |
|
154,767 |
Output 7.1 Strategic Road Policing |
154,423 |
161,557 |
161,762 |
|
8,541 |
Output 7.2 Community Engagement on Road Safety |
8,242 |
8,634 |
8,634 |
|
31,971 |
Output 7.3 Road Policing Incident and Emergency Management |
30,854 |
32,321 |
32,321 |
|
13,985 |
Output 7.4 Road Policing Resolutions |
13,496 |
14,138 |
14,138 |
|
209,264 |
Total Output Expense |
207,015 |
216,650 |
216,855 |
for the Year Ended 30 June 2006
Statement of Accounting Policies
Statutory Authority
New Zealand Police (hereafter referred to as Police) is a Government Department as defined by section 2 of the Public Finance Act 1989 (PFA). These financial statements have been prepared pursuant to Section 35 of the PFA, in accordance with section 43 of the PFA.
Measurement System
The financial statements have been prepared on the historic cost basis, modified by the revaluation of certain assets as identified in the specific accounting policies below.
Budget Figures
The budget figures are those presented in the Budget Estimates (Main Estimates) as amended by Supplementary Estimates and any transfer made by Order in Council under Section 26A of the PFA.
Revenue
Police derives revenue through the provision of outputs to the Crown, and for services to third parties. Such revenue is recognised when earned and is reported in the financial period to which it relates.
Valuation of Current Assets
Cash is defined as including petty cash holdings and bank accounts.
Accounts receivable are stated at net realisable value.
Inventories are valued at the lower of cost (weighted average) and net realisable value.
Property, Plant and Equipment
Valuation
Land and buildings are recorded at fair value. 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.
Land and buildings are revalued at least every five years. Additions between revaluations are recorded at cost.
Beca Valuation Ltd revalued land and buildings as at 30 June 2006.
Any revaluation surplus arising on the revaluation of a class of asset is transferred directly to the asset revaluation reserve. A revaluation deficit in excess of the asset revaluation reserve balance for the class of fixed asset is recognised in the Statement of Financial Performance in the period in which it arises.
Capital work in progress is valued at historical cost and on completion will be transferred to the appropriate asset category.
Other property, plant and equipment is initially recorded at cost.
Individual items of equipment costing less than $5,000 are expensed in the year that they are purchased, with the exception of desktop computer equipment. All desktop computer equipment is capitalised.
Provision is made for any permanent impairment in the value of non-current assets.
Artefacts and relics held in the Police museum are recorded at nil value.
Depreciation
Depreciation is charged on a straight-line basis at the following rates:
|
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% |
Depreciation commences in the month of acquisition and is not charged in the month of sale.
Employee Entitlements
Provision is made in respect of Police’s liability for annual leave, shift workers’ leave, long service leave, retirement leave and time off in lieu. Provisions for annual leave, shift workers’ leave and time off in lieu have been measured on nominal values on an actual entitlement basis using current rates of pay.
Provisions for long service leave and retirement leave have been measured on an actuarial basis based on the present value of expected future entitlements.
Sponsorship
Funds provided by third parties for sponsorship of specific projects are initially recorded as revenue in advance and recognised as revenue at the point the expenditure associated is incurred.
Foreign Currency
Foreign currency transactions are converted to New Zealand dollars using the exchange rate at the date of the transaction. Where a forward exchange contract has been used to establish the price of a transaction, the forward exchange rate specified in that foreign exchange contract is used to convert that transaction to New Zealand dollars. Consequently, no exchange gain or loss resulting from the difference between the forward exchange contract rate and the spot exchange rate on the date of settlement is recognised.
Monetary assets and liabilities held or owing in foreign currency are translated to New Zealand dollars at the closing exchange rate. The resulting unrealised exchange gains or losses are recognised in the Statement of Financial Performance.
Financial Instruments
Police is party to financial instruments as part of its normal operations. Financial instruments used by Police consist of bank accounts, Crown receivables, accounts receivable, accounts payable and foreign currency forward contracts. Police enters into the foreign currency forward contracts to hedge currency transactions. Apart from foreign currency forward contracts, all financial instruments are recognised in the Statement of Financial Position. Revenue and expenses in relation to all financial instruments are recognised in the Statement of Financial Performance.
Cost Allocation
Definition of Terms
Activity Management System (AMS) is the system used to record time spent on tasks and activities by sworn and non-sworn personnel. There is a pre-defined relationship between each task and activity and specific output expenses.
Direct costs are costs that are causally linked to output expenses.
Indirect costs are all other costs. These include property occupancy, training, support, computer systems, depreciation and capital charge.
Method of Assigning Costs to Output Expenses
Costs are allocated to output expenses based upon the proportion of total productive hours recorded in AMS 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.
Taxation
Police is exempt from the payment of income tax in terms of the Income Tax Act 1994. Accordingly, no charge for income tax has been provided for.
Goods and Services Tax (GST)
All statements are GST exclusive. Accounts receivable and accounts payable in the Statement of Financial Position are GST inclusive. The amount of GST owing to or by the Inland Revenue Department at balance date, being the difference between Output GST and Input GST, is included in accounts payable or accounts receivable as appropriate.
Commitments
Future expenses and liabilities to be incurred on contracts that have been entered into at balance date are reported as commitments to the extent that they are equally unperformed obligations.
Operating Leases
Leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased items are classified as operating leases. Operating lease expenses are recognised on a systematic basis over the period of the lease.
Contingent Liabilities
Contingent liabilities are disclosed at the point at which the contingency is evident.
Comparative Information
Certain comparative information has been reclassified where necessary to conform with the presentation in the current year. In particular this relates to reclassification of current liabilities between Employee Entitlements and Accounts Payable.
Changes in Accounting Policies
There have been no changes in accounting policy. All policies have been applied on a basis consistent with previous periods.
for the Year Ended 30 June 2006
|
Actual |
Final Voted |
Actual |
||
|
2006 |
2006 |
2005 |
||
|
$000 |
$000 |
$000 |
||
|
Appropriations for Departmental Output Expenses |
||||
|
Policy Advice and Ministerial Servicing |
1,581 |
1,512 |
656 |
|
|
General Crime Prevention Services |
83,912 |
84,624 |
69,589 |
|
|
Specific Crime Prevention Services and Maintenance of Public Order |
73,588 |
82,488 |
73,598 |
|
|
Police Primary Response Management |
315,506 |
299,472 |
278,549 |
|
|
Investigations |
273,482 |
274,041 |
252,605 |
|
|
Case Resolution and Support to Judicial Process |
63,558 |
60,812 |
57,381 |
|
|
Road Safety Programme |
207,015 |
216,855 |
209,264 |
|
|
Total Appropriations for Departmental Output Expenses |
1,018,642 |
1,019,804 |
941,642 |
|
|
Appropriation for Other Expenses |
||||
|
Compensation for Confiscated Firearms |
- |
10 |
4 |
|
|
United Nations Drug Control Programme |
100 |
100 |
100 |
|
|
Total Appropriation for Other Expenses |
100 |
110 |
104 |
|
|
Appropriation for Capital Contribution from the Crown |
29,032 |
29,032 |
12,299 |
|
|
Appropriations for Non-Departmental Revenue Flows |
||||
|
Non-Tax Revenue Infringement Fees |
79,103 |
76,992 |
89,926 |
|
|
Sale of Unclaimed Property |
343 |
369 |
232 |
|
|
Forfeit to Crown |
166 |
- |
202 |
|
|
Investment Income |
5 |
- |
31 |
|
|
Total Appropriations for Non-Departmental Revenue Flows |
79,617 |
77,361 |
90,391 |
|
for the Year Ended 30 June 2006
|
Actual |
Budget |
Actual |
||
|
2006 |
2006 |
2005 |
||
|
Note |
$000 |
$000 |
$000 |
|
|
See Note 1 |
||||
|
Revenue |
||||
|
Crown |
997,148 |
997,148 |
928,644 |
|
|
Interest |
120 |
- |
1 |
|
|
Other Revenue |
2 |
21,601 |
22,656 |
13,764 |
|
Total Revenue |
1,018,869 |
1,019,804 |
942,409 |
|
|
Expenditure |
||||
|
Personnel |
3 |
732,929 |
715,121 |
680,444 |
|
Operating |
4 |
214,609 |
226,533 |
197,698 |
|
Depreciation |
5 |
48,788 |
53,834 |
42,047 |
|
Capital Charge |
6 |
22,316
|
24,316 |
21,453 |
|
Total Operating Expenses |
1,018,642 |
1,019,804 |
941,642 |
|
|
Surplus (Deficit) from Outputs |
227 |
- |
767 |
|
|
Less: Other Expenses |
7 |
- |
10 |
4 |
|
Net Surplus / (Deficit) |
|
227 |
(10) |
763 |
for the Year Ended 30 June 2006
|
Actual |
Budget |
Actual |
||
|
2006 |
2006 |
2005 |
||
|
Note |
$000 |
$000 |
$000 |
|
|
Taxpayers’ Funds as at 01 July |
279,284 |
279,285 |
268,479 |
|
|
Net Surplus (Deficit) |
227 |
(10) |
763 |
|
|
Total Recognised Revenues and Expenses for the Year |
227 |
(10) |
763 |
|
|
Asset revaluation reserve |
121,134 |
- |
- |
|
|
Provision for Repayment of Surplus to Crown |
(227) |
- |
(2,257) |
|
|
Capital Contribution |
29,032 |
29,032 |
12,299 |
|
|
Taxpayers’ Funds as at 30 June |
429,450 |
308,307 |
279,284 |
as at 30 June 2006
|
Actual |
Budget |
Actual |
||
|
Note |
2006 |
2006 |
2005 |
|
|
$000 |
$000 |
$000 |
||
|
Current Assets |
||||
|
Cash |
44,471 |
68,384 |
64,737 |
|
|
Accounts Receivable |
8 |
57,955 |
1,160 |
10,245 |
|
Prepayments |
3,567 |
5,437 |
4,075 |
|
|
Inventories |
9 |
38 |
180 |
42 |
|
Total Current Assets |
106,031 |
75,161 |
79,099 |
|
|
Less: Current Liabilities |
||||
|
Accounts Payable |
10,21 |
47,081 |
52,900 |
41,900 |
|
Other Accrued Expenses |
11 |
8,911 |
- |
8,950 |
|
Employee Entitlements |
12 |
90,990 |
90,569 |
82,364 |
|
Provision for repayment of Surplus to the Crown |
2,483 |
- |
2,257 |
|
|
Total Current Liabilities |
149,465 |
143,469 |
135,471 |
|
|
Working Capital |
(43,434) |
(68,308) |
(56,372) |
|
|
Non-Current Assets |
13 |
561,881 |
455,415 |
419,540 |
|
Less: Non-Current Liabilities |
||||
|
Employee Entitlements |
12 |
88,997 |
78,800 |
83,884 |
|
Net Assets |
429,450 |
308,307 |
279,284 |
|
|
Taxpayers’ Funds |
||||
|
General Funds |
14 |
429,450 |
308,307 |
279,284 |
|
Total Taxpayers’ Funds |
429,450 |
308,307 |
279,284 |
for the Year Ended 30 June 2006
|
Actual |
Budget |
Actual |
||
|
2006 |
2006 |
2005 |
||
|
Note |
$000 |
$000 |
$000 |
|
|
Cash Flows from Operating Activities |
||||
|
Cash provided from: |
||||
|
Supply of Outputs to: |
||||
|
- Crown |
948,224 |
997,148 |
972,029 |
|
|
- Others |
22,815 |
22,656 |
11,391 |
|
|
Interest |
120 |
- |
1 |
|
|
971,159 |
1,019,804 |
983,421 |
||
|
Cash was applied to: |
||||
|
Produce Outputs: |
||||
|
- Personnel |
710,652 |
715,121 |
669,720 |
|
|
- Operating |
216,247 |
216,033 |
203,028 |
|
|
- Capital Charge |
22,316 |
24,316 |
21,453 |
|
|
Other Expenses |
- |
10 |
4 |
|
|
949,215 |
955,480 |
894,205 |
||
|
Net Cash Flows from Operating Activities |
15 |
21,944 |
64,324 |
89,216 |
|
Cash Flows from Investing Activities |
||||
|
Cash provided from: |
||||
|
Sale of Non-Current Assets |
2,753 |
3,000 |
3,153 |
|
|
Cash was applied to: |
||||
|
Purchase of Non-Current Assets |
(73,995) |
(92,709) |
(74,399) |
|
|
Net Cash Flows from Investing Activities |
(71,242) |
(89,709) |
(71,246) |
|
|
Cash Flows from Financing Activities |
||||
|
Cash provided from: |
||||
|
Capital Contribution |
29,032 |
29,032 |
12,299 |
|
|
Cash was applied to: |
||||
|
Repayment of Surplus to the Crown |
- |
- |
- |
|
|
Capital Withdrawal |
- |
- |
- |
|
|
Net Cash Flows from Financing Activities |
29,032 |
29,032 |
12,299 |
|
|
Net Increase (Decrease) in Cash Held |
(20,266) |
3,647 |
30,269 |
|
|
Add Opening Cash |
64,737 |
64,737 |
34,468 |
|
|
Closing Cash as at 30 June |
44,471 |
68,384 |
64,737 |
|
|
Cash Balance Consists of |
||||
|
Cash at Bank |
43,497 |
68,384 |
64,084 |
|
|
Petty Cash |
738 |
- |
496 |
|
|
Overseas Posts |
236 |
- |
157 |
|
|
Total Cash |
44,471 |
68,384 |
64,737 |
for the Year Ended 30 June 2006
|
Output Expense |
Actual |
Appropriation |
Unappropriated Expenditure |
Unappropriated Expenditure |
|
2006 |
2006 |
2006 |
2005 |
|
|
$000 |
$000 |
$000 |
$000 |
|
|
Policy Advice and Ministerial Servicing |
1,581 |
1,512 |
69 |
- |
|
Police Primary Response Management |
315,506 |
299,472 |
16,034 |
414 |
|
Case Resolution and Support to Judicial Process |
63,558 |
60,812 |
2,746 |
- |
|
Road Safety Programme |
- |
- |
- |
968 |
This unappropriated expenditure has been approved by the Minister of Finance under Section 26 of the Public Finance Act 1989.
Explanations for Unappropriated Expenditure
Policy Advice and Ministerial Servicing
Delivery is 4.56% $69k over-appropriation
The over delivery in this output expense reflects the resource commitment by Police to the Ministry of Justice led Effective Interventions project initiated in late 2005 which was not factored into forecasts.
Police Primary Response Management
Delivery is 5.35% $16.034 million over-appropriation
This over delivery reflects the resource applied to meet the increased call demand in serious incidents handled by Communications Centres nationally which has necessitated additional resource commitments. Further resource was committed to address efficiency and effectiveness issues highlighted in the Independent Review of the Communications Centres.
Case Resolution and Support to Judicial Process
Delivery is 4.52% $2.746 million over-appropriation
This reflects the resource required to meet the Department of Corrections need for additional custodial services for remand and sentenced prisoners. This equates to 7.33 full time equivalent staff deployed by Police to provide escort and security services for over flow remand and sentenced prisoners housed in Police cells.
for the Year Ended 30 June 2006
|
Opening Balance |
Capital Increase |
Capital Distribution |
Cash Receipts |
Cash Expenditure |
Closing Balance |
|
|
$000 |
$000 |
$000 |
$000 |
$000 |
$000 |
|
|
Bequests, Donations and Appeals |
185 |
- |
(124) |
- |
- |
61 |
|
Reparation |
6 |
13 |
(12) |
- |
- |
7 |
|
Money in Custody |
1,594 |
2,433 |
(972) |
- |
- |
3,055 |
|
Found Money |
131 |
75 |
(40) |
- |
- |
166 |
|
Total |
1,916 |
2,521 |
(1,148) |
- |
- |
3,289 |
The Trust account holds funds retained by Police on behalf of other parties.
Bequests, donations and appeals are monies contributed by third parties for projects managed by Police.
Reparation is money received from offenders to be paid to victims.
Money in custody is monies seized during operations and money held for suspects in custody.
Found money is money that has been handed in by members of the public, that Police holds pending the rightful owner coming forward to claim it.
as at 30 June 2006
Police estimate contingent liabilities of $0.818 million at 30 June 2006 (30 June 2005: $5.918 million), being legal claims against Police lodged with the Crown Law Office, but which had not been settled. Previous experience with such claims is that the majority are unsuccessful in total and those which are resolved in favour of the claimant are for amounts substantially less than the amount claimed.
as at 30 June 2006
|
2006 |
2005 |
|
|
$000 |
$000 |
|
|
Capital |
||
|
Works |
||
|
Less Than One Year |
8,506 |
12,327 |
|
One to Two Years |
- |
- |
|
Total Works |
8,506 |
12,327 |
|
Motor Vehicles |
||
|
Less Than One Year |
15,996 |
14,032 |
|
Total Motor Vehicles |
15,996 |
14,032 |
|
Others |
||
|
Less Than One Year |
1,436 |
82 |
|
Total Other |
1,436 |
82 |
|
Total Capital |
25,938 |
26,441 |
|
Operating Accommodation Leases |
||
|
Less Than One Year |
11,407 |
9,461 |
|
One to Two Years |
10,515 |
8,183 |
|
Two to Five Years |
20,415 |
16,971 |
|
Greater Than Five Years |
46,324 |
26,605 |
|
Other Non-Cancellable Leases |
||
|
Less Than One Year |
52 |
23 |
|
One to Two Years |
36 |
19 |
|
Two to Five Years |
11 |
15 |
|
Greater Than Five Years |
- |
- |
|
Total Leases |
88,760 |
61,277 |
|
Other Operating |
||
|
Less Than One Year |
15,961 |
24,731 |
|
One to Two Years |
3,545 |
14,921 |
|
Two to Five Years |
3,231 |
4,065 |
|
Greater Than Five Years |
- |
- |
|
Total Other Operating |
22,737 |
43,717 |
|
Total Operating |
111,497 |
104,994 |
|
Total Commitments |
137,435 |
131,435 |
for the Year Ended 30 June 2006
|
Main Estimates |
Supplementary EstimateChanges |
Budget Total |
|
|
$000 |
$000 |
$000 |
|
|
1: Budget Composition |
|||
|
Revenue |
|||
|
Crown |
985,625 |
11,523 |
997,148 |
|
Other |
16,648 |
6,008 |
22,656 |
|
Total Revenue |
1,002,273 |
17,531 |
1,019,804 |
|
Expenditure |
|||
|
Personnel |
701,762 |
13,359 |
715,121 |
|
Operating |
222,361 |
4,172 |
226,533 |
|
Depreciation |
53,834 |
- |
53,834 |
|
Capital Charge |
24,316 |
- |
24,316 |
|
Total Output Operating Expenses |
1,002,273 |
17,531 |
1,019,804 |
|
Surplus (Deficit) from Outputs |
- |
- |
- |
|
Less: Other Expenses |
10 |
- |
10 |
|
Net Surplus (Deficit) |
(10) |
- |
(10) |
Major Budget Variations
Explanations for major variations from the initial Budget Estimates were outlined in the Supplementary Estimates. There was:
an increase in Crown revenue of $9.000 million arising from impacts associated with the Holidays Act 2003
an increase in Crown revenue of $2.500 million for operating cost maintenance pressures, in particular the impact of rising fuel prices
an increase in Crown revenue of $0.578 million associated with the implementation of Electronic bail
an increase in Departmental revenue of $2.992 million to account for various overseas policing assistance programmes
an increase in Departmental revenue of $1.900 million to meet the increased demand for remand prisoners.
|
2006
|
2005
|
||
|
$000
|
$000
|
||
|
2: Other Revenue |
|||
|
Accident Information |
381
|
365
|
|
|
Arms Licences |
5,780
|
3,802
|
|
|
Chargeable Police Services |
1,122
|
1,064
|
|
|
College: catering, facility hire and non police training |
509
|
702
|
|
|
Rentals |
1,150
|
1,128
|
|
|
Sponsorship |
402
|
292
|
|
|
State Sector Retirement Superannuation Scheme |
2,047
|
1,515
|
|
|
Holding of Corrections Prisoners |
4,827
|
4,151
|
|
|
Other |
5,383
|
745
|
|
|
Total Other Revenue |
21,601
|
13,764
|
|
|
3: Personnel |
|||
|
Accident Compensation Costs |
3,619
|
3,511
|
|
|
Fringe Benefit Tax |
1,659
|
1,394
|
|
|
Salaries / Wages |
639,525
|
591,822
|
|
|
Staff Insurance |
1,606
|
1,583
|
|
|
Staff Recruitment |
864
|
548
|
|
|
Staff Transport Assistance |
2,113
|
2,180
|
|
|
Superannuation |
76,761
|
73,131
|
|
|
Training |
3,349
|
3,375
|
|
|
Transfer / Removal Expenses |
2,645
|
2,599
|
|
|
Other |
788
|
301
|
|
|
Total Personnel |
732,929
|
680,444
|
|
4: Operating |
|||
|
Audit Fee |
252 |
244 |
|
|
Bad Debts Expense |
124 |
- |
|
|
Changes in Doubtful Debts Provision |
(54) |
93 |
|
|
Communications |
5,978 |
5,514 |
|
|
Computer Charges |
14,618 |
18,305 |
|
|
Equipment Rental |
14,353 |
16,521 |
|
|
Foreign Exchange Rate (Gain) Loss |
(52) |
11 |
|
|
Net (Gain) Loss on Sale of Non-Current Assets |
530 |
(207) |
|
|
Non-Capitalised Equipment Purchases |
20,265 |
15,435 |
|
|
Other Property / Equipment Expenses |
55,319 |
50,415 |
|
|
Other Services |
1,933 |
1,866 |
|
|
Physical Asset Write-offs |
(45) |
(148) |
|
|
Printing |
7,636 |
7,112 |
|
|
Professional Services |
42,423 |
36,923 |
|
|
Property Rental |
13,876 |
12,580 |
|
|
Third Party Expenses |
5,048 |
4,506 |
|
|
Travel |
17,519 |
15,900 |
|
|
Vehicle / Aircraft / Launch Rentals |
7,669 |
6,934 |
|
|
Other Operating |
7,217 |
5,694 |
|
|
Total Operating |
214,609 |
197,698 |
|
|
5: Depreciation |
|||
|
Buildings |
8,597 |
8,210 |
|
|
Plant and Equipment and Communication Assets |
24,624 |
23,746 |
|
|
Vessels |
148 |
146 |
|
|
Furniture and Fittings |
369 |
436 |
|
|
Motor Vehicles |
15,050 |
9,509 |
|
|
Total Depreciation |
48,788 |
42,047 |
6: Capital Charge
Police pays a capital charge to the Crown on its Taxpayers’ Funds as at 30 June and 31 December each year. The capital charge rate for the 2006 financial year was 8.0% (30 June 2005: 8.0%).
|
2006 |
2005 |
|
|
$000 |
$000 |
|
|
7: Other Expenses |
||
|
Compensation for Confiscated Firearms |
- |
4 |
|
Total Other Expenses |
- |
4 |
|
8: Accounts Receivable |
||
|
Trade Debtors |
1,894 |
3,290 |
|
Less: Provision for Doubtful Debts |
206 |
260 |
|
Net Trade Debtors |
1,688 |
3,030 |
|
Debtor Crown |
55,539 |
6,615 |
|
Sundry Debtors and Employee Debts |
728 |
600 |
|
Total Accounts Receivable |
57,955 |
10,245 |
|
9: Inventories |
||
|
Accoutrements/Other |
38 |
42 |
|
Total Inventories |
38 |
42 |
|
10: Accounts Payable |
||
|
Trade Creditors |
8,130 |
7,812 |
|
Accrued Expenses and Provisions |
22,254 |
19,512 |
|
PAYE Payable |
7,261 |
6,598 |
|
GST Payable |
9,436 |
7,978 |
|
Total Accounts Payable |
47,081 |
41,900 |
|
11: Other Accrued Expenses |
||
|
Sponsorship Reserve |
129 |
465 |
|
Accident Compensation and Accredited Employer Programme provisions |
8,782 |
8,485 |
|
Total Other Accrued Expenses |
8,911 |
8,950 |
|
12: Employee Entitlements |
||
|
Current Liabilities |
||
|
Accrued Salaries and Wages |
5,298 |
2,514 |
|
Annual Leave |
67,452 |
59,918 |
|
Long Service Leave |
1,800 |
1,300 |
|
Retirement Leave |
10,500 |
11,100 |
|
Shift Leave |
5,940 |
7,532 |
|
Total Current Portion |
90,990 |
82,364 |
|
Non-Current Liabilities |
||
|
Long Service Leave |
9,407 |
9,456 |
|
Retirement Leave |
79,590 |
74,428 |
|
Total Non-Current Portion |
88,997 |
83,884 |
|
Total Employee Entitlements |
179,987 |
166,248 |
An independent actuarial valuation was undertaken by Aon Consulting, New Zealand Ltd as at 30 June 2006 to estimate the present value of long service and retirement leave.
The key assumptions used in discounting to present values were:
Discount rate for the 2006 financial year 5.75% p.a. (30 June 2005: 5.75% p.a.).
Salary growth rate for the 2006 financial year 2.75% p.a. (30 June 2005: 2.75% p.a.).
|
2006 |
2005 |
|
|
$000 |
$000 |
|
|
13: Property, Plant and Equipment |
||
|
Land |
||
|
At Valuation |
132,787 |
71,425 |
|
Land Book Value |
132,787 |
71,425 |
|
Buildings |
||
|
At Valuation |
317,068 |
237,729 |
|
Accumulated Depreciation |
(29,333) |
(20,882) |
|
Buildings Book Value |
287,735 |
216,847 |
|
Furniture and Fittings |
||
|
At Cost |
16,222 |
15,397 |
|
Accumulated Depreciation |
(14,196) |
(13,828) |
|
Furniture and Fittings Book Value |
2,026 |
1,569 |
|
Plant and Equipment and Communication Assets |
||
|
At Cost |
358,816 |
328,767 |
|
Accumulated Depreciation |
(271,374) |
(248,316) |
|
Plant and Equipment and Communication Assets Book Value |
87,442 |
80,451 |
|
Motor Vehicles |
||
|
At Cost |
99,145 |
91,017 |
|
Accumulated Depreciation |
(48,300) |
(42,962) |
|
Motor Vehicles Book Value |
50,845 |
48,055 |
|
Vessels |
||
|
At Cost |
3,730 |
3,729 |
|
Accumulated Depreciation |
(2,684) |
(2,536) |
|
Vessels Book Value |
1,046 |
1,193 |
|
Total Property, Plant and Equipment |
||
|
At Cost and Valuation |
927,768 |
748,064 |
|
Accumulated Depreciation |
(365,887) |
(328,524) |
|
Total Property, Plant and Equipment Book Value |
561,881 |
419,540 |
Restrictions to Titles of Non-Current Assets
As at 30 June 2006 land and buildings of which Police has possession and use, but for which legal title is not completely established, amounted to $9.347 million (30 June 2005: $7.056 million) were included in these asset categories.
In most cases titles will be established by gazette notice which will formally vest the titles in Police.
All surplus Police land and buildings are subject to the Crown land disposal process as specified by the Public Works Act 1981.
Property Intended for Sale
At balance date Police was considering the sale of properties with a carrying value of $12.868 million. These properties have an estimated realisable value of $13.500 million (30 June 2005 $8.970 million). One of these properties has been declared surplus with the sale of this property being settle on 31 August 2006. This property sold at its carrying value with no resulting gain or loss on sale.
At Balance Date Capital Work in Progress Comprised the Following (included in Property, Plant and Equipment above):
|
2006
|
2005
|
|
|
$000
|
$000
|
|
|
Buildings |
29,323
|
27,402
|
|
Furniture and Fittings |
851
|
31
|
|
Plant and Equipment |
21,696
|
8,205
|
|
Other |
-
|
150
|
|
Total |
51,870
|
35,788
|
|
14: Taxpayers’ Funds |
||
|
General Funds |
||
|
Balance as at 1 July |
279,284
|
268,479
|
|
Net Surplus (Deficit) |
227
|
763
|
|
Capital Contributions |
29,032
|
12,299
|
|
Asset revaluation reserve |
121,134
|
-
|
|
429,677
|
281,541
|
|
|
Provision for Repayment of Surplus to the Crown |
(227)
|
(2,257)
|
|
General Funds as at 30 June |
429,450
|
279,284
|
|
15: Reconciliation of Net Surplus to Net Cash Flow from Operating Activities |
||
|
Net Surplus (Deficit) |
227 |
763 |
|
Add (Less) Non-Cash Items |
||
|
Depreciation |
48,788 |
42,047 |
|
Fixed Asset Revaluation |
- |
- |
|
48,788 |
42,047 |
|
|
Add (Less) Movements in Working Capital Items |
||
|
Accounts Payable |
(2,807) |
(4,649) |
|
Accounts Receivable |
1,214 |
(2,373) |
|
Employee Entitlements |
22,277 |
10,724 |
|
Debtor Crown |
(48,924) |
43,385 |
|
Inventories |
4 |
9 |
|
Prepayments |
508 |
(1,957) |
|
Other Accrued Expenses |
127 |
1,474 |
|
Net Working Capital Movements |
(27,601) |
46,613 |
|
Add (Less) Items Classified as Investing Activity |
||
|
Net (Gain) Loss on Sale of Non-Current Assets |
530 |
(207) |
|
Total Investing Activities Items |
530 |
(207) |
|
Net Cash Flows from Operating Activities |
21,944 |
89,216 |
16: Police Superannuation Scheme
The Police Superannuation Scheme is a defined contribution scheme. It was established under a Trust Deed dated 12 November 1992 and is open to all members of Police. As at 30 June 2006: 7,382 members (30 June 2005: 6,714 members) contributed to the scheme.
The scheme is administered by the appointed administration manager of the Global Retirement Trust, Mercer HR Consulting Ltd. Assets of the scheme are invested in the Global Retirement Trust and with Tactical Global Management.
Police contributes to the scheme at a fixed rate (being a percentage of the members’ salaries) as determined by the Trust Deed. Benefits paid out are limited to the value of contributions made and accumulated earnings (negative and positive). At no time will Police be required to contribute additional funds to meet benefit payments.
17: Financial Instruments
Police is party to financial instrument arrangements as part of its everyday operations. These include instruments such as bank balances, trade debtors, trade creditors and foreign exchange forward contracts.
Credit Risk
Credit risk is the risk that a third party will default on its obligations to Police, causing Police to incur a loss. In the normal course of its business, Police incurs credit risk from trade debtors and transactions with financial institutions and the New Zealand Debt Management Office (NZDMO).
Police does not require any collateral or security to support financial instruments with financial institutions that Police deals with, or with the NZDMO, as these entities have high credit ratings. For its other financial instruments, Police does not have significant concentrations of credit risk.
Fair Value
The fair value of all financial instruments is equivalent to the carrying amount disclosed in the Statement of Financial Position.
Currency Risk and Interest Rate Risk
Currency risk is the risk that the New Zealand dollar value of trade debtor and trade creditor balances denominated in foreign currencies, fluctuates due to changes in foreign exchange rates.
Police uses foreign exchange forward contracts to manage foreign exchange exposures. As at 30 June 2006 Police had one open contract valued at $1.099 million (30 June 2005: Nil).
Under Section 46 of the Public Finance Act 1989, Police cannot raise a loan without ministerial approval and no such loans have been raised. Accordingly, there is no interest rate exposure on funds borrowed.
Police has no significant exposure to interest rate risk on its financial instruments.
18: Related Party Transactions
Police is a wholly owned entity of the Crown. The Government is the major source of revenue.
Police entered into numerous transactions with other government departments, Crown agencies and State-owned enterprises on an arm’s length basis. Where these parties are acting in the course of their normal dealings with Police, related party disclosures have not been made.
Apart from those transactions described above, Police has not entered into any related party transactions.
19: Segmental Information
Police operates in one industry sector: the provision of policing services. Activities are primarily carried out from New Zealand. Police operates a number of overseas posts and deployments, however the annual cost of these activities is approximately 1.0% of Vote: Police.
20: Post Balance Date Events
There were no significant events subsequent to balance date that had a material impact on the financial statements.
21: Provisions
Work-Related Accidents
Police self-insures for ACC purposes. An independent actuarial assessment of ongoing costs relating to outstanding claims has been prepared by Davies Financial & Actuarial Limited, resulting in a provision for work-related accidents of $4.079 million (30 June 2005: $4.322 million).
|
Balance at the Beginning of Year |
Less Amount Used / Not Required |
Plus Additional Amount |
Balance at End of Year |
|
|
$000 |
$000 |
$000 |
$000 |
|
|
Work-Related Accidents |
4,322 |
(243) |
- |
4,079 |
|
Provision for Personnel Contract Settlements |
1,935 |
(1,496) |
2,725 |
3,164 |
|
Total |
6,257 |
(1,739) |
2,725 |
7,243 |
Statement of Accounting Policies
Measurement and recognition rules applied in the preparation of these non-departmental financial statements and schedules are consistent with generally accepted accounting practice and Crown accounting policies.
These non-departmental balances are consolidated into the Crown Financial Statements and therefore readers of these financial statements and schedules should also refer to the Crown Financial Statements for 2005/06.
Schedule of Revenue and Expenses for the Year Ended 30 June 2006
|
Actual |
Budget |
Actual |
|
|
2006 |
2006 |
2005 |
|
|
$000 |
$000 |
$000 |
|
|
Revenue |
79,617 |
77,361 |
90,391 |
|
Total Non-Departmental Revenue[1] |
79,617 |
77,361 |
90,391 |
|
Expenses |
100 |
100 |
100 |
|
Total Non-Departmental Expenses |
100 |
100 |
100 |
|
[1] Refer to the Statement of Appropriations on page 64 for the analysis of revenue. |
|||
Schedule of Assets and Liabilities as at 30 June 2006
|
Actual |
Budget |
Actual |
|
|
2006 |
2006 |
2005 |
|
|
$000 |
$000 |
$000 |
|
|
Current Assets |
|||
|
Cash |
6 |
- |
- |
|
Accounts Receivable |
- |
- |
- |
|
Total Non-Departmental Assets |
6 |
- |
- |
|
Funds held on behalf of Crown |
6 |
- |
- |
|
Total Non-Departmental Liabilities |
6 |
- |
- |
TO THE READERS OF NEW ZEALAND POLICE’SFINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2006
The Auditor-General is the auditor of New Zealand Police. The Auditor-General has appointed me, Grant J Taylor, using the staff and resources of Ernst & Young, to carry out the audit of the financial statements of New Zealand Police, on his behalf, for the year ended 30 June 2006.
Unqualified Opinion
In our opinion the financial statements of New Zealand Police on pages 37 to 77:
comply with generally accepted accounting practice in New Zealand; and
fairly reflect:
New Zealand Police’s financial position as at 30 June 2006;
the results of its operations and cash flows for the year ended on that date;
its service performance achievements measured against the performance targets adopted for the year ended on that date; and
the assets, liabilities, revenues, expenses, contingencies, commitments and trust monies managed by New Zealand Police on behalf of the Crown for the year ended 30 June 2006.
The audit was completed on 29 September 2006, and is the date at which our opinion is expressed.
The basis of our opinion is explained below. In addition, we outline the responsibilities of the Commissioner and the Auditor, and explain our independence.
Basis of Opinion
We carried out the audit in accordance with the Auditor-General’s Auditing Standards, which incorporate the New Zealand Auditing Standards.
We planned and performed the audit to obtain all the information and explanations we considered necessary in order to obtain reasonable assurance that the financial statements did not have material misstatements, whether caused by fraud or error.
Material misstatements are differences or omissions of amounts and disclosures that would affect a reader’s overall understanding of the financial statements. If we had found material misstatements that were not corrected, we would have referred to them in our opinion.
The audit involved performing procedures to test the information presented in the financial statements. We assessed the results of those procedures in forming our opinion.
Audit procedures generally include:
determining whether significant financial and management controls are working and can be relied on to produce complete and accurate data;
verifying samples of transactions and account balances;
performing analyses to identify anomalies in the reported data;
reviewing significant estimates and judgements made by the Commissioner;
confirming year-end balances;
determining whether accounting policies are appropriate and consistently applied; and
determining whether all financial statement disclosures are adequate.
We did not examine every transaction, nor do we guarantee complete accuracy of the financial statements.
We evaluated the overall adequacy of the presentation of information in the financial statements. We obtained all the information and explanations we required to support our opinion above.
Responsibilities of the Commissioner and the Auditor
The Commissioner is responsible for preparing financial statements in accordance with generally accepted accounting practice in New Zealand. Those financial statements must fairly reflect the financial position of New Zealand Police as at 30 June 2006. They must also fairly reflect the results of its operations and cash flows and service performance achievements for the year ended on that date. In addition, they must fairly reflect the assets, liabilities, revenues, expenses, contingencies, commitments and trust monies managed by New Zealand Police on behalf of the Crown for the year ended 30 June 2006. The Commissioner’s responsibilities arise from the Public Finance Act 1989.
We are responsible for expressing an independent opinion on the financial statements and reporting that opinion to you. This responsibility arises from section 15 of the Public Audit Act 2001 and the Public Finance Act 1989.
Independence
When carrying out the audit we followed the independence requirements of the Auditor-General, which incorporate the independence requirements of the Institute of Chartered Accountants of New Zealand.
Other than the audit, we have no relationship with or interests in New Zealand Police.
Grant J TaylorErnst & YoungOn behalf of the Auditor-GeneralWellington, New Zealand
Contribution by Output Expense
The total input or amount of activity Police produces by output expense is measured for staff timesheets. This enables Police to focus activities on achieving Government’s desired outcomes of reducing crime and increasing community safety.
|
Total Hours Contribution from Sworn and Non-Sworn Staff
|
||
|
2005/06
|
2004/05
|
Variance
|
|
20,889,917
|
20,664,329
|
225,588
|
|
Contribution by Output Expense
|
|||
|
2005/06 |
2004/05 |
Variance |
|
|
Output Expense |
% |
% |
% |
|
Policy Advice and Ministerial Servicing |
0.23 |
0.20 |
15.00 |
|
General Crime Prevention Services |
7.79 |
7.58 |
2.77 |
|
Specific Crime Prevention Services and Maintenance of Public Order |
6.39 |
6.64 |
(3.77) |
|
Police Primary Response Management |
33.39 |
31.30 |
6.68 |
|
Investigations |
27.80 |
27.91 |
(0.39) |
|
Case Resolution and Support to Judicial Process |
6.52 |
6.31 |
3.33 |
|
Road Safety Programme |
17.88 |
20.06 |
(10.87) |
Output Expense Variances
There are no significant variances. Explanations of unappropriated expenditure can be found on page 68.
Amendments to Performance Measures and Targets
No additional performance measures or targets were introduced.
Appropriations Administered Vote: Police Summary of Appropriations for the Year Ended 30 June 2006
|
Department Output Expenses |
Main Estimates Appropriation |
Supplementary Estimates Change |
Changed by Order in Council |
Total Appropriations |
Actual Outturn |
Section 26C validating legislation |
|
$000 |
$000 |
$000 |
$000 |
$000 |
$000 |
|
|
Policy Advice and Ministerial Servicing |
1,490 |
22 |
- |
1,512 |
1,581 |
69 |
|
General Crime Prevention Services |
83,352 |
1,272 |
- |
84,624 |
83,912 |
- |
|
Specific Crime Prevention Services and Maintenance of Public Order |
78,018 |
4,470 |
- |
82,488 |
73,588 |
- |
|
Police Primary Response Management |
295,185 |
4,287 |
- |
299,472 |
315,506 |
16,034 |
|
Investigations |
270,116 |
3,925 |
- |
274,041 |
273,482 |
- |
|
Case Resolution and Support to Judicial Process |
57,462 |
3,350 |
- |
60,812 |
63,558 |
2,746 |
|
Road Safety Programme |
216,650 |
205 |
- |
216,855 |
207,015 |
- |
|
Total Appropriation Departmental Output Expenses |
1,002,273 |
17,531 |
- |
1,019,804 |
1,018,642 |
18,849 |
|
Other Expenses to be incurred by the Department |
10 |
- |
- |
10 |
- |
- |
|
Other Expenses to be incurred by the Crown |
100 |
- |
- |
100 |
100 |
- |
|
Capital Contributions |
29,632 |
(600) |
- |
29,032 |
29,032 |
- |
|
Total Appropriations |
1,032,015 |
16,931 |
- |
1,048,946 |
1,047,774 |
18,849 |
Interception Warrants
In accordance with the provisions of Section 29 of the Misuse of Drugs Amendment Act 1978 the following information is provided relating to the use of powers under the Misuse of Drugs Act 1975:
|
2005/06 |
2004/05 |
2003/04 |
|
|
Section 14 (Interception Warrants) |
|
|
|
|
Number of applications made |
49 |
39 |
14 |
|
Number of applications granted |
49 |
39 |
14 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
*Number of persons warrants |
43 |
64 |
29 |
|
Number of premises warrants |
22 |
18 |
8 |
|
Number of warrants which authorised entry onto private premises |
21 |
22 |
11 |
|
**Average duration of warrants including renewals (days) |
36 |
23 |
33 |
|
Number of persons prosecuted |
158 |
127 |
40 |
|
Number of persons convicted |
43 |
33 |
13 |
|
Number of persons still under prosecution |
115 |
94 |
23 |
|
Number of prosecutions instituted against Police (including former members) for offences against Section 23 |
Nil |
Nil |
Nil |
|
Section 15A (Interception Warrants) |
|
|
|
|
Number of applications made |
11 |
7 |
4 |
|
Number of applications granted |
11 |
7 |
4 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of persons warrants |
11 |
16 |
9 |
|
Number of premises warrants |
9 |
10 |
1 |
|
Number of warrants which authorised entry onto private premises |
7 |
19 |
2 |
|
Average duration of warrants including renewals – in days |
42 |
33 |
89 |
|
Number of persons prosecuted |
65 |
5 |
26 |
|
Number of persons convicted |
17 |
5 |
4 |
|
Number of persons still under prosecution |
48 |
Nil |
22 |
|
Number of prosecutions instituted against Police (including former members) for offences against Section 23 |
Nil |
Nil |
Nil |
|
Section 18 (Renewal of Warrants) |
|
|
|
|
Number of applications made |
4 |
2 |
9 |
|
Number of applications granted |
4 |
2 |
9 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of persons warrants |
4 |
2 |
9 |
|
Number of premises warrants |
Nil |
Nil |
Nil |
|
Number of warrants which authorised entry onto private premises |
Nil |
Nil |
8 |
|
Section 19 (Emergency Permits) |
|
|
|
|
Number of applications made |
Nil |
Nil |
1 |
|
Number of applications granted |
Nil |
Nil |
1 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of interceptions recorded |
Nil |
Nil |
10 |
In accordance with the provisions of Section 312Q of the Crimes Amendment Act (No 2) 1997 the following information is provided:
|
2005/06 |
2004/05 |
2003/04 |
|
|
Section 312B |
|
|
|
|
Number of applications made |
1 |
7 |
4 |
|
Number of applications granted |
1 |
7 |
4 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of persons warrants |
1 |
28 |
22 |
|
Number of premises warrants |
Nil |
52 |
9 |
|
Number of warrants which authorised entry onto private premises |
1 |
15 |
1 |
|
Average duration of warrants including renewals - in days |
Nil |
20 |
28 |
|
Number of persons prosecuted |
Nil |
43 |
40 |
|
Number of persons convicted |
Nil |
22 |
Nil |
|
Number of persons still under prosecution |
Nil |
21 |
40 |
|
Number of prosecutions instituted against Police (including former members) for offences against Section 23 |
Nil |
Nil |
Nil |
|
Section 312CA |
|
|
|
|
Number of applications made |
17 |
17 |
11 |
|
Number of applications granted |
17 |
17 |
11 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of persons warrants |
17 |
28 |
12 |
|
Number of premises warrants |
1 |
6 |
1 |
|
Number of warrants which authorised entry onto private premises |
24 |
17 |
4 |
|
Average duration of warrants including renewals in days |
19 |
24 |
24 |
|
Number of persons prosecuted |
35 |
14 |
9 |
|
Number of persons convicted |
6 |
8 |
Nil |
|
Number of persons still under prosecution |
29 |
6 |
29 |
|
Number of prosecutions instituted against Police (including former members) for offences against Section 23 |
Nil |
Nil |
Nil |
|
Section 312F (Renewal of warrants) |
|
|
|
|
Number of applications made |
1 |
Nil |
Nil |
|
Number of applications granted |
1 |
Nil |
Nil |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of persons warrants |
1 |
Nil |
Nil |
|
Number of premises warrants |
Nil |
Nil |
Nil |
|
Section 312G (Emergency Permits) |
|
|
|
|
Number of applications made |
1 |
1 |
Nil |
|
Number of applications granted |
1 |
1 |
Nil |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of interceptions recorded |
1 |
Nil |
Nil |
|
Section 216B(3) (Emergency Permits) |
|
|
|
|
Number of applications made |
Nil |
Nil |
Nil |
|
Number of applications granted |
Nil |
Nil |
Nil |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Number of interceptions recorded |
Nil |
Nil |
Nil |
* One physical warrant counted as 1 warrant, regardless of number of subjects or premises included
** Duration regarded as actual duration of interception, not duration granted.
Call Data Warrants
In accordance with the provisions of Section 10R of the Telecommunications (Residual Provisions) Act 1987 the following information is provided:
|
Call Data Warrants |
2005/06 |
2004/05 |
2003/04 |
|
Section 10A |
|
|
|
|
Number of applications made |
230 |
187 |
81 |
|
Number of applications granted |
230 |
187 |
81 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Average duration – in days |
31 |
26 |
45 |
|
2005/06 |
2004/05 |
2003/04 |
|
|
Section 10K |
|
|
|
|
Number of applications made |
5 |
23 |
12 |
|
Number of applications granted |
1 |
23 |
12 |
|
Number of applications refused |
Nil |
Nil |
Nil |
|
Average duration - in days |
30 |
30 |
29 |
Road Blocks
During 2005/06 no roadblocks were implemented using provisions of Section 317B of the Crimes Act 1961.
Bodily Samples60
In accordance with the provisions of Section 76 of the Criminal Investigations (Bodily Samples) Act 1995 the following information is provided:
|
Bodily Samples |
2005/2006
|
|
|
(a) |
The number of occasions on which a blood sample has been taken with the consent of a person given in response to a databank request |
4
|
|
(ab) |
The number of occasions on which a buccal sample has been taken with the consent of a person given in response to a databank request |
7,995
|
|
(b) |
The number of applications for compulsion orders by type – suspect databank compulsion orders |
18 134 |
|
(c) |
The number of applications referred to in paragraph (b) that were – suspects – granted suspects – refused databank compulsion orders – granted databank compulsion orders – refused |
16 2 134 Nil |
|
(ca) |
The number of occasions on which a blood sample has been taken pursuant to a compulsion order |
2
|
|
(cb) |
The number of occasions on which a buccal sample has been taken pursuant to a compulsion order |
42
|
|
(cc) |
The number of occasions on which a blood sample has been taken pursuant to a databank compulsion notice |
22
|
|
(cd) |
The number of occasions on which a buccal sample has been taken pursuant to a databank compulsion notice |
1,810
|
|
(ce) |
The number- (i) databank compulsion notice hearings requested (ii) DNA Profile Databank (Part 3) orders made; and (iii) the number of orders made that the databank compulsion notice is of no effect in respect to those hearings |
16 86 Nil
|
|
(d) |
The number- (i) occasions on which a DNA profile obtained under Obtaining Bodily Samples from Suspects (Part2) has been used as evidence against a person in trial, and (ii) persons referred to in subparagraph (i) in respect of whom a conviction has been entered as a result of the trial |
7 7
|
|
(da) |
The number- (i) occasions on which a DNA profile obtained under a DNA Profile Databank (Part 3) procedure has been used in support of an application for a suspect compulsion order under Obtaining Bodily Samples from Suspects (Part 2); and (ii) suspect compulsion orders granted in respect of those |
5 5 |
|
(e) |
The number of occasions on which any member of the police has used or caused to be used force to assist a suitably qualified person to take: a fingerprick pursuant to a compulsion order a fingerprick pursuant to a databank compulsion notice a buccal sample pursuant to a compulsion order a buccal sample pursuant to a databank compulsion notice |
Nil 1 Nil Nil |
|
(ea) |
The number of occasions on which a buccal sample has been taken as a result of a Obtaining Bodily Samples from Suspects (Part 2A) request |
1
|
|
(f) |
The total number of DNA profiles stored on a DNA profile databank at the end of the period under review; and number of bodily samples obtained by consent number of bodily samples obtained pursuant to a compulsion order number of bodily samples obtained pursuant to a databank compulsion notice |
63,572 53,623 203 9,746 |
|
(g) |
The number of occasions on which a DNA profile obtained from evidence at the scene of an offence or in connection with an offence is matched with a DNA profile obtained under Obtaining Bodily Samples from Suspects (Part 2) procedure |
237
|
|
(h) |
The number of occasions on which a DNA profile obtained from evidence at the scene of an offence or in connection with an offence is matched with a DNA profile on the DNA profile databank obtained under a DNA Profile Databank (Part 3) procedure |
1,904
|
Good Employer Requirements
Police has reported on many of the good employer initiatives under the heading ‘Equal Employment Opportunities Plan’ in Part 8. Other Police initiatives include:
Good and Safe Working Conditions
The main collective employment agreements for sworn and non-sworn staff are being negotiated. As at 30 June 2006 bargaining is still underway. While a timeframe for resolution is not available, in the event negotiations are not successful in obtaining an agreement for sworn members, a final offer arbitration procedure is invoked by the Department of Labour Mediator.
Police is a member of the Accident Compensation Commission’s Accredited Employer Programme. During 2005/06 Police have reviewed a number of policies and procedures as part of its ongoing commitment to improve the health and safety of Police staff. This includes investigation into the supply of footwear as safety equipment, an improved accident reporting system, and increased employee involvement in health and safety forums.
Impartial Selection of Suitably Qualified Persons for Appointment
During 2005/06 626 recruits graduated from the Royal New Zealand Police College (this included 96 ex UK Police Officers) and 469 non-sworn staff (not including casuals) started work with New Zealand Police.
Police reviewed their appointment procedures for all internal vacancies and have implemented a robust and transparent new process including competency based interviewing of all shortlisted applicants.
Some of the initial recruitment standards of sworn staff have also been reviewed and altered to bring them in line with other international best practice.
Leadership and Management Development
The development of a framework for the delivery of leadership and management development programmes for all ranks and non-sworn positions, as well as for women, Māori, Pacific and members from other ethnicities has been implemented. This framework is aligned to the Police values and core competencies and will ensure that effective leadership and management are demonstrated at all levels of policing.
Outstanding leadership and management capability, within a values and competency based context, is a critical factor in building effective police services, and will enable Police to better deliver on its key strategic outcomes to have:
confident, safe and secure communities
less actual crime and road trauma, fewer victims
a world class Police service.
This framework is designed to assist Police meet the challenges facing them by equipping its members with the appropriate leadership and management skills and capabilities, which will enable them to:
demonstrate effective leadership and management at all levels
work within an ethical and values-based context
develop and reach their full potential both individually and as members of a team, and as a consequence will
contribute to increasing the levels of work satisfaction and commitment.
Pilot development programmes have been introduced and include:
mentoring programmes for senior members
succession planning
individual development plans for senior managers
structured development programmes for members of various District Senior Management Teams
assessment against various NZQA national qualifications for all ranks
structured development programme for Sergeants
specific development programme for women
specific development programme for Constables who work with Māori, Pacific or other ethnic communities.
An inter-agency group to consider leadership and management development best practice and strategic direction meets on a monthly basis and is supported by the Leadership Development Centre and State Services Commission.
A Career Development pathway is also being developed. The focus of the career pathway is to provide members with a tool which will identify specific development opportunities and qualifications required, as well as information on what members need to do to achieve their career goals.
Equal Employment Opportunities Plan
Equal Employment Opportunities (EEO) and Diversity Areas of Focus 2005/06
Police is committed to equal employment opportunities and diversity as a long-term strategic response to addressing discrimination and celebrating difference within the workplace, and to meet the needs of individuals within the organisation.
EEO and diversity are critical elements of People in Policing: A Five-Year Human Resources Strategy to 2006, which acknowledges the increasing cultural diversity of the New Zealand community. The strategy outlines the objective of having a Police environment, which fully reflects EEO, Māori Responsiveness, and diversity needs.
National Major Areas of Focus for 2005/06
People in Policing: A Five Year Human Resources Strategy to 2006 has a focus on policing capability and integrity through commitment to Police values and competencies. The strategy encourages a flexible, diverse and adaptive workforce capable of meeting the needs of individuals and recognising the increasing cultural diversity of the New Zealand community. Work includes ongoing benchmarking and standards, and effective reporting and monitoring of achievements. Examples of key initiatives:
increasing staff understanding of Māori culture and practices with the annual Kia Puawai (Police Management Conference)
achieving specific targets for women, Māori and Pacific peoples in Police by 2010 with a milestone in 2005
continuing to encourage other ethnic groups to join Police with a milestone in 2006
establishing liaison with diverse communities.
A major focus is the continued development of police capability and performance in Human Resources: EEO and Diversity, in order to have the ability to report on achievements, identify weaknesses and build on a philosophy of continuous improvement.
Work areas include the development of policy and practices integrating the human resources core values which are embedded in Police’s Competency Framework. Work is to include the ongoing benchmarking and setting of standards and the effective reporting and monitoring of achievements.
National Major Initiatives 2005/06
Increase the numbers of Māori, Pacific peoples, Asian peoples, women and other ethnic groups.
Develop and implement an improved policy and process based on good practice principles for the management of discriminatory practices (including sexual, gender, racial harassment and workplace bullying).
Administer and monitor the Women in Policing Plan.
Support and liase with the Australasian Centre for Police Research for research conducted on workplace bullying and stress/burnout among Police Officers.
Continue to implement national training for Sexual Harassment Contact Officers.
Develop measures and reporting systems and improve policies, services and arrangements in line with the Commissioner’s Australasian Women in Policing Advisory Committee.
Work/Life Balance Project.
Maintain and evaluate Police network/newsletter activities for:
Women in Policing Network
EEO Liaison Officers
Disability Network
Gay and lesbian staff through Diversity Liaison Officers.
Strategies for the Development of District Capability
Promotion and management of the integration of EEO policy and practice into district activities. To raise the profile of all EEO networks in districts a three day seminar was held at the college which included EEO Liaison Officers, National Women in Policing representatives and District Liaison Officers. This combined seminar resulted in all EEO networks working together to celebrate - learn - integrate. Our EEO networks are working together to ensure all staff are appreciated and included.
Establishment, support and maintenance of effective district consultative mechanisms, including reporting lines with management.
Management of EEO training, review and reporting in order to reduce and eliminate discriminatory practices and celebrate difference.
Maintenance of training, including refresher training for District Sexual Harassment Contact Officers.
Maintenance of reporting lines and systems, including the sexual harassment database and ethnicity data.
Women in Policing Plan.
Assisting District EEO networks to ‘break down barriers – build stepping stones’.
Recruitment and Appointment
Recruitment strategies designed to attract Māori, Pacific and ethnic peoples were undertaken:
implemented individual district initiatives with national application
followed up with specific recruiting seminars for Māori, Pacific and ethnic peoples after high profile Police recruiting initiatives at such events as ASB Cultural Festival, National Kapa Haka competition, PACIFICally Wellington, Pasifika, Kilikiti and Ban the Bash
working jointly with the Police’s advertising agency to ensure media strategies, public relations and advertising are focused in the right areas to attract diverse groups. Comprising of print, radio, on-line and some strategic use of television advertising, the objective of the campaign is to strengthen targets for ethnic minorities and women over time so that the Police profile reflects society more closely. However other more specific objectives have also been set as follows:
to demonstrate ethnic and minority diversity
to demonstrate job diversity and fulfilment
to show the Police as a progressive organization
Police recruitment profile enhanced by Ethnic Responsiveness Strategy and ethnic community consultation meetings.
These initiatives were supported by the Iwi Liaison Officers’ Network, Pacific Liaison Officers’ Network, and the Ethnic Liaison Officers’ Network.
Police Staffing Targets for Women, Māori and Pacific Peoples
Recording an individual’s ethnicity within the Police database is voluntary and many officers have indicated an association with more than one culture. Police did not achieve the results against the specific EEO and diversity milestones for 2005. However progress is being made towards the 2010 targets. Changes in the past twelve months in relation to the ethnicity and gender breakdown of Police is outlined in the Organisational Information section of this report.
With regard to senior management positions, Māori representation exceeded the 2005 milestone targets and Pacific peoples’ representation was very close to the 2005 milestone targets. The percentage of women in senior management positions increased from 10.2% to 10.7%, again exceeding the 2005 milestone of 7.5%.
Effective Consultation with and Representation by Women
In order to improve the degree of consultation with and representation by women, Police participates in and coordinates several networks. Examples of key achievements include:
the Women in Policing Plan was commenced with the development of a template to gather quarterly information from districts and services centres. The template is populated by the Human Resources area of the Office of the Commissioner with core statistics about women. Districts and services centres are asked to explain any significant changes in statistics and to describe any initiatives to address changes and to achieve Women in Policing Plan objectives
women's leadership training course for sworn women called Achieving High Energy, High Performance. The two day leadership and management development programme was designed to enable women to become confident achievers and support them to reach their potential by developing and enhancing key skills and confidence
the name of the National Women's Consultative Committee has been changed to reflect the changing requirements for Women in Police. The Women in Policing Network raises the profile of women in Police and invites all members of Police to be involved with their local networks to ensure we are breaking down barriers which may be stopping women from joining Police, staying in Police or achieving their career goals. We have identified the sometimes significant contribution of males in Police who support, encourage and instigate the breaking down of barriers for women in Police. The face to face seminar at the college this year was combined for the first time with EEO Liaison Officers and Diversity Liaison Officers participating in the three day conference. Our mission is still “to assist the organisation to achieve excellence in policing by realising the potential of women through maximising opportunities, removing barriers and valuing diversity”, but as the Women in Policing Network we invite all Police members to assist us in achieving our mission. During the 2005/06 year, the Women in Policing Network held eight network meetings either via video conference or face-to-face
to widen the support of Women in Policing networks in Districts we showcase a District each month. A representation of women from the selected District are invited to the conference to share their journey with us. The District Commander and HR Manager from that District are invited to attend. Showcases are very successful and Police acknowledge the courage of the women who have taken part
of our 32 trained Diversity Liaison Officers 19 are women
participated in the Commissioners' Australasian Women in Policing Advisory Committee, the primary women's issues advisory group to Commissioners in Australasian policing jurisdictions. A strategic plan for the next four years has been developed. The three key directions are Women Leading Innovative Partnerships, Capitalising on Emerging Technologies and Decision Makers Driving Cultural Change.
Implementation of Policies, Procedures and Strategies
Sworn women attrition rate decreased from 66 full time equivalents to 49 full time equivalents, an attrition rate of 3.9% which is lower than the overall sworn rate. Sworn women working less than full time increased from 164 to 198.
Elimination of Discriminatory Practices
A total of three sexual harassment complaints were recorded and resolved to an agreed outcome during 2005/06. National training courses on prevention were delivered to Sexual Harassment Contact Officers and District Complaint Coordinators.
A new workplace behaviour policy is currently in draft form. The new policy will incorporate the sexual harassment policy and will include all forms of discrimination under the Human Rights Act 1993.
Supporting People with Disabilities
Police employed a total of ten staff on the Mainstream Employment Programme, the same as the previous year. Significant work has been done through District EEO networks to advertise the benefits of the Mainstream Programme and this will continue in 2006/07. The 30th Anniversary of the Mainstream Programme was celebrated by Police on International Disability Day in December 2005 with districts hosting their Mainstream participants and Disability Network members. A certificate was given to all Mainstream participants to celebrate the programme.
EEO Liaison Officers have been combined with the Disability network to add support for our Disability Network members and to ensure all districts have a representative on the Disability Network. This ensures the actions and initiatives for the Disability Implementation Plan has support from each District. There have been six EEO Liaison Officer/Disability Network video conferences in 2005/06.
The activities in the 2005/06 Disability Implementation Plan were either completed or commenced for continuation in 2006/07.
Gay, Lesbian, Bi-Sexual, Transgender and Intersex Communities (GLBTI)
Examples of key achievements include:
we now have 32 trained Diversity Liaison Officers (DLOs) throughout our Districts. The DLOs provide operational advice and establish effective communication and partnerships between Police and GLBTI communities. There were eight DLO video conferences over the 2005/06 year plus a three day training course at the Royal New Zealand Police College for new DLOs and a two day refresher course for existing DLOs
inclusiveness training continued to be delivered around the country. The training raises awareness of issues faced by the GLBTI communities and aims to create an inclusive workplace for staff and enhance responsiveness
the Ten Percent newsletter is produced by the EEO & Diversity Office for all police staff, with the aims of supporting the inclusiveness of gay and lesbian staff in NZ Police and improving policing service to the GLBTI community. Three Ten Percent newsletters were produced in 2005/06
Police attended Auckland's 'Big Gay Out' Festival, Wellington Gay and Lesbian Fair and Canterbury's Pride Week and three DLOs appeared on television documentaries talking about their DLO role.
EEO Liaison Officers
EEO Liaison Officers provide advice and coordinate implementation of all EEO initiatives in their district. Nationally the EEO & Diversity Office is working with District EEO Liaison Officers to raise their profile, support them to incorporate all EEO Networks in their districts and assist in further building an inclusive district that breaks down barriers and celebrates all staff. EEO Liaison Officers met six times by video conference and attended a three day combined seminar with Women in Policing national representatives and District Liaison Officers in April 2006.
Australia and New Zealand Equal Opportunity Consultative Committee
The objectives of the Australia and New Zealand Equal Opportunity Consultative Committee (ANZEOCC) is to influence leadership and management of diversity in Australasian policing. Australia and New Zealand Equal Opportunity Consultative Committee work included showcasing and sharing jurisdictional initiatives, and progression of actions in the ANZEOCC Strategic Plan. Meetings were held by telephone conference with one face-to-face meeting in February 2006 hosted by New Zealand in Wellington.
Staff Numbers: Full Time Equivalents (FTEs)
|
As at 30 June 2006
|
As at 30 June 2005
|
|||||
|
|
Sworn
|
Non-sworn
|
Total
|
Sworn
|
Non-sworn
|
Total
|
|
Northland |
278
|
50
|
328
|
268
|
50
|
318
|
|
North Shore Wāitakere |
647
|
132
|
779
|
620
|
127
|
747
|
|
Auckland City |
639
|
143
|
782
|
645
|
141
|
786
|
|
Counties Mānukau |
684
|
154
|
838
|
647
|
134
|
781
|
|
Auckland Metro Crime and Operations Support |
199
|
54
|
253
|
204
|
48
|
252
|
|
Waikato |
514
|
93
|
607
|
510
|
92
|
602
|
|
Bay of Plenty |
549
|
96
|
645
|
516
|
86
|
602
|
|
Eastern |
360
|
60
|
420
|
349
|
55
|
404
|
|
Central |
636
|
109
|
745
|
623
|
108
|
731
|
|
Wellington |
726
|
163
|
889
|
745
|
144
|
889
|
|
Tasman |
289
|
54
|
343
|
276
|
51
|
327
|
|
Canterbury |
845
|
131
|
976
|
817
|
123
|
940
|
|
Southern |
513
|
92
|
605
|
486
|
90
|
576
|
|
Office of the Commissioner |
83
|
201
|
284
|
73
|
179
|
252
|
|
Training |
121
|
136
|
257
|
111
|
114
|
225
|
|
Licensing and Vetting |
1
|
21
|
22
|
1
|
21
|
22
|
|
Prosecutions |
132
|
81
|
213
|
139
|
72
|
211
|
|
Communications |
65
|
368
|
433
|
69
|
305
|
374
|
|
Police Infringement Bureau |
12
|
90
|
102
|
14
|
93
|
107
|
|
Commercial Vehicle Investigation Unit |
91
|
19
|
110
|
90
|
16
|
106
|
|
Crime |
50
|
85
|
135
|
44
|
87
|
131
|
|
Information and Technology |
8
|
210
|
218
|
9
|
190
|
199
|
|
Legal |
4
|
15
|
19
|
4
|
16
|
20
|
|
National Tactics Service Centre |
74
|
-
|
74
|
65
|
-
|
65
|
|
Overseas Deployment Group |
39
|
6
|
45
|
46
|
2
|
48
|
|
Corporate Service Centre |
18
|
1
|
19
|
14
|
2
|
16
|
|
Sub Total |
7,577
|
2,564
|
10,141
|
7,385
|
2,346
|
9,731
|
|
Recruits |
186
|
-
|
186
|
143
|
-
|
143
|
|
Total |
7,763
|
2,564
|
10,327
|
7,528
|
2,346
|
9,874
|
Notes:
1. Figures are given on a Full Time Equivalent basis, i.e. staff working on a part-time basis are summed to an equivalent of a full-time member.
2. Numbers do not include staff on leave without pay.
3. Non-sworn includes warranted traffic officers and temporary staff, but excludes casuals.
4. Corporate service centre reflects staff on final retirement leave.
5. Due to the consolidation of the numbers some minor rounding variances can occur between staff numbers in this report. This rounding does not affect the overall position or the integrity of the numbers reported.
Staff by Gender
|
As at 30 June 2006
|
As at 30 June 2005
|
|||||
|
Sworn |
Non-sworn |
Total |
Sworn |
Non-sworn |
Total |
|
|
Female |
1,262 |
1,714 |
2,976 |
1,186 |
1,594 |
2,780 |
|
Male |
6,503 |
848 |
7,351 |
6,341 |
751 |
7,092 |
|
Total |
7,765 |
2,562 |
10,327 |
7,527 |
2,345 |
9,872 |
|
% Female |
16.3% |
66.9% |
28.8% |
15.8% |
68.0% |
28.2% |
Notes:
1. Figures are given on a Full Time Equivalent basis, i.e. staff working on a part-time basis are summed to an equivalent of a full-time member.
2. Numbers do not include staff on leave without pay.
3. Non-sworn includes warranted traffic officers and temporary staff, but excludes casuals.
4. Due to the consolidation of the numbers some minor rounding variances can occur between staff numbers in this report. This rounding does not affect the overall position or the integrity of the numbers reported.
Staff by Ethnicity
Sworn
|
As at 30 June 2006
|
As at 30 June 2005
|
|||||
|
Male
|
Female
|
Total
|
Male
|
Female
|
Total
|
|
|
New Zealand European / Pakeha |
4,451
|
899
|
5,350
|
4,307
|
836
|
5,143
|
|
New Zealand Māori |
676
|
145
|
821
|
644
|
141
|
785
|
|
European |
940
|
130
|
1,070
|
896
|
113
|
1,009
|
|
Pacific Peoples |
253
|
32
|
285
|
234
|
30
|
264
|
|
Asian Peoples |
63
|
13
|
76
|
51
|
10
|
61
|
|
Other |
23
|
9
|
32
|
22
|
6
|
28
|
|
Not Specified |
683
|
107
|
790
|
769
|
123
|
892
|
Non-sworn
|
Non-sworn |
As at 30 June 2006
|
As at 30 June 2005
|
||||
|
Male
|
Female
|
Total
|
Male
|
Female
|
Total
|
|
|
New Zealand European / Pakeha |
368
|
820
|
1,188
|
380
|
841
|
1,221
|
|
New Zealand Māori |
33
|
95
|
128
|
29
|
94
|
123
|
|
European |
55
|
128
|
183
|
54
|
135
|
189
|
|
Pacific Peoples |
13
|
57
|
70
|
13
|
60
|
73
|
|
Asian Peoples |
14
|
25
|
39
|
14
|
19
|
33
|
|
Other |
7
|
6
|
13
|
5
|
7
|
12
|
|
Not Specified |
387
|
688
|
1,075
|
284
|
544
|
828
|
Notes:
1. Staff are given the option of recording up to two ethnic groups. If a staff member has chosen to do this they will be counted in both groups, and therefore the numbers in this table do not equate to numbers in other tables.
2. Figures are given on a Full Time Equivalent basis, i.e. staff working on a part-time basis are summed to an equivalent of a full-time member.
3. Numbers do not include staff on leave without pay.
4. Non-sworn includes warranted traffic officers and temporary staff, but excludes casuals.
Ethnicity Profile of Police and the New Zealand population
|
Police Profile as at 30 June 2006 |
Police Profile as at 30 June 2005 |
NZ Population - 2001 Census |
|
|
New Zealand European / Pakeha |
77.2% |
78.1% |
75.2% |
|
New Zealand Māori |
11.3% |
11.1% |
14.7% |
|
Pacific Peoples |
4.2% |
4.1% |
6.5% |
|
Asian Peoples |
1.4% |
1.2% |
6.6% |
|
European |
14.8% |
14.7% |
4.9% |
|
Other Ethnic Groups |
0.5% |
0.5% |
0.7% |
Notes:
1. Staff are given the option of recording up to two ethnic groups. If a staff member has chosen to do this they will be counted in both groups, and therefore the percentages in this table will add to more then 100%.
2. Figures are given on a Full Time Equivalent basis, i.e. staff working on a part-time basis are summed to an equivalent of a full-time member.
3. Numbers do not include staff on leave without pay.
4. Population statistics are from the 2001 Census and include all of the people who stated each ethnic group, whether as their only ethnic group or as one of several ethnic groups. Where a person reported more than one ethnic group, they have been counted in each applicable group.
Sworn Staff by Rank and Gender
|
As at 30 June 2006
|
As at 30 June 2005
|
|||||||
|
Males |
Females |
Total |
% Female |
Males |
Females |
Total |
% Female |
|
|
Commissioner |
1
|
-
|
1
|
0.0%
|
1
|
-
|
1
|
0.0%
|
|
Deputy Commissioner |
1
|
-
|
1
|
0.0%
|
1
|
-
|
1
|
0.0%
|
|
Assistant Commissioner |
3
|
-
|
3
|
0.0%
|
4
|
-
|
4
|
0.0%
|
|
Superintendent |
43
|
3
|
46
|
6.5%
|
39
|
3
|
42
|
7.1%
|
|
Inspector |
188
|
11
|
199
|
5.5%
|
190
|
11
|
201
|
5.5%
|
|
Senior Sergeant |
323
|
18
|
341
|
5.3%
|
324
|
18
|
342
|
5.3%
|
|
Sergeant |
1,058
|
96
|
1,154
|
8.3%
|
1,025
|
88
|
1,113
|
7.9%
|
|
Constable |
4,741
|
1,092
|
5,833
|
18.7%
|
4,629
|
1,032
|
5,661
|
18.2%
|
|
Matron |
-
|
2
|
2
|
100.0%
|
-
|
2
|
2
|
100.0%
|
|
Temporary Constable |
-
|
-
|
-
|
-
|
16
|
1
|
17
|
5.9%
|
|
Recruits |
145
|
41
|
186
|
22.0%
|
113
|
30
|
143
|
21.0%
|
|
Total |
6,503
|
1,263
|
7,766
|
16.3%
|
6,342
|
1,185
|
7,527
|
15.7%
|
Non-sworn staff by equivalent rank and gender
|
As at 30 June 2006
|
As at 30 June 2005
|
|||||||
|
Males |
Females |
Total |
% Female |
Males |
Females |
Total |
% Female |
|
|
Deputy Commissioner |
- |
1 |
1 |
100.0% |
- |
1 |
1 |
100.0% |
|
Assistant Commissioner |
4 |
1 |
5 |
20.0% |
3 |
1 |
4 |
25.0% |
|
Superintendent |
4 |
2 |
6 |
33.3% |
5 |
1 |
6 |
16.7% |
|
Inspector |
58 |
38 |
96 |
39.6% |
51 |
20 |
71 |
28.2% |
|
Senior Sergeant |
17 |
16 |
33 |
48.5% |
7 |
14 |
21 |
66.7% |
|
Sergeant |
82 |
72 |
154 |
46.8% |
62 |
59 |
121 |
48.8% |
|
Constable |
173 |
123 |
296 |
41.6% |
153 |
113 |
266 |
42.5% |
|
Not Equivalent to Sworn Rank |
510 |
1,461 |
1,971 |
74.1% |
471 |
1,385 |
1,856 |
74.6% |
|
Total |
848 |
1,714 |
2,562 |
66.9% |
752 |
1,594 |
2,346 |
68.0% |
Notes:
1. Figures are given on a Full Time Equivalent basis, i.e. staff working on a part-time basis are summed to an equivalent of a full-time member.
2. Numbers do not include staff on leave without pay.
3. Non-sworn includes warranted traffic officers and temporary staff, but excludes casuals.
4. Non-sworn equivalent ranks are based on remuneration bands not necessarily their position within the organizational structure.
5. Due to the consolidation of the numbers some minor rounding variances can occur between staff numbers in this report. This rounding does not affect the overall position or the integrity of the numbers reported.
Remuneration
The number of Police members who received total remuneration61 during 2005/06 with a gross cost of more than $100,000 in $10,000 bands was as follows:
|
Total Remuneration Band |
Total Personnel
|
Notes • These numbers are not mutually exclusive • All staff in these categories are included in the Total Personnel column |
||||
|
Left Police [1]
|
Overseas [2]
|
Grievance [3]
|
Remuneration Authority [4]
|
|||
|
$100,000 - $110,000 |
198
|
7
|
67
|
|||
|
$110,000 - $120,000 |
77
|
3
|
26
|
2
|
||
|
$120,000 - $130,000 |
60
|
6
|
19
|
|||
|
$130,000 - $140,000 |
28
|
1
|
11
|
|||
|
$140,000 - $150,000 |
19
|
4
|
9
|
|||
|
$150,000 - $160,000 |
8
|
1
|
3
|
|||
|
$160,000 - $170,000 |
8
|
3
|
3
|
|||
|
$170,000 - $180,000 |
3
|
2
|
2
|
1
|
||
|
$180,000 - $190,000 |
5
|
|||||
|
$190,000 - $200,000 |
8
|
1
|
1
|
|||
|
$200,000 - $210,000 |
5
|
|||||
|
$210,000 - $220,000 |
3
|
1
|
1
|
|||
|
$220,000 - $230,000 |
11
|
2
|
1
|
|||
|
$240,000 - $250,000 |
4
|
1
|
1
|
|||
|
$270,000 - $280,000 |
1
|
1
|
||||
|
$320,000 - $330,000 |
1
|
1
|
||||
|
$570,000 - $580,000 |
1
|
1
|
1
|
|||
|
$680,000 - $690,000 |
1
|
1
|
1
|
|||
|
Total |
441
|
32
|
145
|
3
|
5
|
|
Notes:
The values reported in this table are consistent with the provisions of the Companies Act 1993, and are based on the total remuneration paid to each employee by New Zealand Police in the 2005/06 year.
[1] Staff who left Police during the financial year and were paid contractual entitlements.
[2] Staff who received additional allowances relating to their overseas postings.
[3] Staff who in addition to their normal remuneration received a payment in settlement of a personal grievance.
[4] Staff whose remuneration was determined by the Remuneration Authority, for at least part of the year.
Legal Responsibilities
Police administers the following legislation:
Police Act 1958
Police Regulations 1992
United Nations (Police) Act 1964
Police (United Nations) Regulations 1964
Arms Act 1983
Arms Regulations 1992
Crimes and Misconduct (Overseas Operations) Act 2004.
Committees Serviced by the National Crime Service Centre 2005/06
Police is represented on the following committees:
Combined Law Agency Group (CLAG)
Domestic based network of Government agencies with law enforcement functions. The network has national and regional groups comprising 14 charter agencies and 8 further supporting agencies. Groups meet regularly to facilitate the sharing of Licensing and resources to combat organised, transnational and complex crime in New Zealand.
NZ Financial Action Task Force (FATF) Working Group
A Working Group comprising Ministry of Justice, Reserve Bank, Police, Ministry of Foreign Affairs and Trade, Ministry of Economic Development, New Zealand Customs Service, Inland Revenue Department that provides policy advice on anti money laundering/counter terrorist financing to NZ Government.
Asia-Pacific Group on Money Laundering
An FATF Regional Style Body comprising of 32 member and 8 observer jurisdictions from the Asia-Pacific region that facilitates the adoption, effective implementation and enforcement of internationally accepted standards against money laundering and the financing of terrorism.
International Drug Enforcement Conference (IDEC) / Transnational Targeting Network (TTN)
The New Zealand Police are active partners in both the International Drug Enforcement Conference and the Transnational Targeting Network which focuses on high impact transnational crime syndicates. International Drug Enforcement Conference is a global conference driven by the DEA and is split in regions. New Zealand is a part of the Far Eastern Working Group, along with Australia and various Asian countries. This group meets quarterly for the purpose of sharing Licensing and identifying targets.
Asia Pacific Drug Enforcement Conference (ADEC)
The Asia Pacific Drug Enforcement Conference is held each year, where top officials in charge of drug law enforcement in the Asia Pacific region gather to exchange information related to the drug situation and international drug smuggling and trafficking organisations. This conference is attended each year by a NZ police representative (liaison officer Bangkok) or member from the National Drug Licensing Bureau (NDIB).
Interagency Committee on Drugs (IACD)
The Interagency Committee on Drugs is a joint agency committee set up under the National Drug Policy to improve the cross departmental approach on matters of drugs.
Australian National Precursor Working Group (NWG)
The Australian National Precursor Working Group is a collaboration of senior level delegates from national law enforcement, forensic services, health, industry, judiciary and prosecutorial areas to foster united proactive measures to combat the diversion of precursor chemicals into the production of illicit drugs. The NDIB “Precursor and ATS analyst” was appointed to this group in late 2005 and provides a link between the New Zealand and Australian efforts to combat chemical diversion, including trends and developments. As a result of this link, examples of how this international cooperation can assist, recent work in Australia on clandestine laboratory site remediation is being used by the Ministry of Health to consider the development of a strategy for site remediation in New Zealand.
Pharmacy Guild, Pharmacy Council and New Zealand Chemical Industry Council
NDIB are working with the Pharmacy Guild, Pharmacy Council and the New Zealand Chemical Industry Council. Police is also in the very early stages of considering the possible application of a pseudoephedrine sales monitoring ‘model’ developed by the Queensland Pharmacy Guild.
Management Controls
The Commissioner is responsible for the establishment and maintenance of a system of internal control designed to provide reasonable assurance as to the integrity and reliability of financial reporting.
Police management control systems provide assurance that all financial transactions undertaken are recorded correctly and are within statutory authority. These systems properly record the use of all public financial resources.
Police maintain a comprehensive framework of financial management policies and procedures which are supported by six monthly internal control confirmations from districts.
In addition to these policies and procedures, Police uses General Instructions, Policy Pointers and other forms of guidance to manage internal control requirements e.g. the use of firearms, exhibit cash, international travel and other sensitive items.
Throughout the year, regular district and service centre audits are performed and feedback on the operations of the management controls is provided to management and the Assurance Committee (previously the Audit Committee).
Summary of National Recorded and Resolved Crime, by Category
For the year ending 30 June 2006
|
Crime Category |
Recorded 2005/06 |
Recorded 2004/05 |
Recorded 2003/04 |
Percent Variance 04/05 to 05/06 |
Percent Variance 03/04 to 04/05 |
Resolved 2005/06 |
Resolved 2004/05 |
Resolved 2003/04 |
Percent Resolved 2005/06 |
Percent Resolved 2004/05 |
Percent Resolved 2003/04 |
|
|
Violence |
||||||||||||
|
Grievous Assaults |
4,077 |
3,418 |
3,351 |
19.3% |
2.0% |
3,498 |
2,844 |
2,817 |
85.8% |
83.2% |
84.1% |
|
|
Group Assemblies |
408 |
479 |
446 |
-14.8% |
7.4% |
322 |
363 |
353 |
78.9% |
75.8% |
79.1% |
|
|
Homicide |
105 |
80 |
100 |
31.3% |
-20.0% |
97 |
72 |
94 |
92.4% |
90.0% |
94.0% |
|
|
Intimidation / Threats |
12,579 |
10,994 |
10,901 |
14.4% |
0.9% |
10,499 |
9,156 |
9,139 |
83.5% |
83.3% |
83.8% |
|
|
Kidnapping and Abduction |
268 |
184 |
214 |
45.7% |
-14.0% |
202 |
126 |
150 |
75.4% |
68.5% |
70.1% |
|
|
Minor Assaults |
12,894 |
12,931 |
13,045 |
-0.3% |
-0.9% |
10,276 |
10,421 |
10,654 |
79.7% |
80.6% |
81.7% |
|
|
Robbery |
2,600 |
2,170 |
1,835 |
19.8% |
18.3% |
1,102 |
877 |
699 |
42.4% |
40.4% |
38.1% |
|
|
Serious Assaults |
17,713 |
15,685 |
15,620 |
12.9% |
0.4% |
15,172 |
13,273 |
13,236 |
85.7% |
84.6% |
84.7% |
|
|
Total |
50,644 |
45,941 |
45,512 |
10.2% |
0.9% |
41,168 |
37,132 |
37,142 |
81.3% |
80.8% |
81.6% |
|
|
Sexual |
||||||||||||
|
Abnormal Sex |
26 |
12 |
13 |
116.7% |
-7.7% |
17 |
6 |
7 |
65.4% |
50.0% |
53.8% |
|
|
Immoral Behaviour |
350 |
271 |
270 |
29.2% |
0.4% |
269 |
178 |
187 |
76.9% |
65.7% |
69.3% |
|
|
Immoral Behaviour / Miscellaneous |
82 |
101 |
144 |
-18.8% |
-29.9% |
39 |
56 |
110 |
47.6% |
55.4% |
76.4% |
|
|
Sexual Affronts |
581 |
614 |
604 |
-5.4% |
1.7% |
323 |
328 |
290 |
55.6% |
53.4% |
48.0% |
|
|
Sexual Attacks |
2,409 |
2,189 |
2,148 |
10.1% |
1.9% |
1,428 |
1,196 |
1,262 |
59.3% |
54.6% |
58.8% |
|
|
Total |
3,448 |
3,187 |
3,179 |
8.2% |
0.3% |
2,076 |
1,764 |
1,856 |
60.2% |
55.3% |
58.4% |
|
|
Drugs and Anti-Social |
||||||||||||
|
Disorder |
22,133 |
22,007 |
24,491 |
0.6% |
-10.1% |
19,992 |
19,651 |
22,169 |
90.3% |
89.3% |
90.5% |
|
|
Drugs (Cannabis Only) |
15,298 |
14,654 |
18,271 |
4.4% |
-19.8% |
14,472 |
13,869 |
17,147 |
94.6% |
94.6% |
93.8% |
|
|
Drugs (New Drugs) |
3,217 |
2,145 |
1,983 |
50.0% |
8.2% |
3,072 |
2,012 |
1,799 |
95.5% |
93.8% |
90.7% |
|
|
Drugs (Not Cannabis) |
1,756 |
1,481 |
1,995 |
18.6% |
-25.8% |
1,332 |
1,235 |
1,839 |
75.9% |
83.4% |
92.2% |
|
|
Family Offences |
292 |
423 |
522 |
-31.0% |
-19.0% |
214 |
321 |
410 |
73.3% |
75.9% |
78.5% |
|
|
Family Offences Continued |
4,518 |
4,387 |
4,545 |
3.0% |
-3.5% |
4,091 |
3,878 |
3,964 |
90.5% |
88.4% |
87.2% |
|
|
Gaming |
17 |
23 |
82 |
-26.1% |
-72.0% |
12 |
14 |
73 |
70.6% |
60.9% |
89.0% |
|
|
Sale of Liquor Act 1989 |
7,086 |
5,984 |
6,488 |
18.4% |
-7.8% |
6,906 |
5,798 |
6,350 |
97.5% |
96.9% |
97.9% |
|
|
Vagrancy Offences |
165 |
126 |
119 |
31.0% |
5.9% |
150 |
115 |
107 |
90.9% |
91.3% |
89.9% |
|
|
Total |
54,482 |
51,230 |
58,496 |
6.3% |
-12.4% |
50,241 |
46,893 |
53,858 |
92.2% |
91.5% |
92.1% |
|
|
Dishonesty |
||||||||||||
|
Burglary |
60,882 |
56,513 |
60,630 |
7.7% |
-6.8% |
10,097 |
9,582 |
10,893 |
16.6% |
17.0% |
18.0% |
|
|
Car Conversion etc |
38,623 |
33,012 |
36,034 |
17.0% |
-8.4% |
8,887 |
7,272 |
8,353 |
23.0% |
22.0% |
23.2% |
|
|
Dishonesty Miscellaneous |
445 |
332 |
325 |
34.0% |
2.2% |
145 |
113 |
181 |
32.6% |
34.0% |
55.7% |
|
|
Fraud |
11,890 |
13,015 |
17,568 |
-8.6% |
-25.9% |
6,471 |
5,998 |
8,495 |
54.4% |
46.1% |
48.4% |
|
|
Receiving |
3,012 |
2,271 |
2,582 |
32.6% |
-12.0% |
2,926 |
2,194 |
2,478 |
97.1% |
96.6% |
96.0% |
|
|
Theft |
126,302 |
118,570 |
126,150 |
6.5% |
-6.0% |
27,543 |
26,453 |
29,005 |
21.8% |
22.3% |
23.0% |
|
|
Total |
241,154 |
223,713 |
243,289 |
7.8% |
-8.0% |
56,069 |
51,612 |
59,405 |
23.3% |
23.1% |
24.4% |
|
|
Property Damage |
||||||||||||
|
Destruction of Property |
46,945 |
40,771 |
42,605 |
15.1% |
-4.3% |
14,906 |
12,680 |
13,392 |
31.8% |
31.1% |
31.4% |
|
|
Endangering |
292 |
181 |
267 |
61.3% |
-32.2% |
217 |
142 |
220 |
74.3% |
78.5% |
82.4% |
|
|
Total |
47,237 |
40,952 |
42,872 |
15.3% |
-4.5% |
15,123 |
12,822 |
13,612 |
32.0% |
31.3% |
31.8% |
|
|
Property Abuse |
||||||||||||
|
Animals |
292 |
316 |
369 |
-7.6% |
-14.4% |
188 |
184 |
205 |
64.4% |
58.2% |
55.6% |
|
|
Arms Act Offences |
3,088 |
2,677 |
2,625 |
15.4% |
2.0% |
2,570 |
2,223 |
2,226 |
83.2% |
83.0% |
84.8% |
|
|
Littering |
295 |
265 |
386 |
11.3% |
-31.3% |
202 |
195 |
289 |
68.5% |
73.6% |
74.9% |
|
|
Post / Rail / Fire Service Abuse |
3,575 |
3,871 |
4,393 |
-7.6% |
-11.9% |
1,962 |
2,214 |
2,544 |
54.9% |
57.2% |
57.9% |
|
|
Trespass |
10,532 |
11,884 |
12,625 |
-11.4% |
-5.9% |
8,060 |
8,954 |
9,636 |
76.5% |
75.3% |
76.3% |
|
|
Total |
17,782 |
19,013 |
20,398 |
-6.5% |
-6.8% |
12,982 |
13,770 |
14,900 |
73.0% |
72.4% |
73.0% |
|
|
Administration |
||||||||||||
|
Against Justice |
10,220 |
9,545 |
10,250 |
7.1% |
-6.9% |
9,549 |
8,672 |
9,228 |
93.4% |
90.9% |
90.0% |
|
|
Against National Interest |
16 |
9 |
5 |
77.8% |
80.0% |
9 |
4 |
3 |
56.3% |
44.4% |
60.0% |
|
|
Births / Deaths & Marriages |
11 |
9 |
5 |
22.2% |
80.0% |
3 |
6 |
1 |
27.3% |
66.7% |
20.0% |
|
|
By – Law Breaches |
707 |
1,133 |
1,085 |
-37.6% |
4.4% |
603 |
1,033 |
951 |
85.3% |
91.2% |
87.6% |
|
|
Immigration |
592 |
1,260 |
1,056 |
-53.0% |
19.3% |
528 |
1,212 |
1,030 |
89.2% |
96.2% |
97.5% |
|
|
Justice (Special) |
170 |
20 |
750.0% |
157 |
17 |
92.4% |
85.0% |
|||||
|
Racial |
6 |
6 |
2 |
0.0% |
200.0% |
3 |
0 |
2 |
50.0% |
0.0% |
100.0% |
|
|
Total |
11,722 |
11,982 |
12,403 |
-2.2% |
-3.4% |
10,852 |
10,944 |
11,215 |
92.6% |
91.3% |
90.4% |
|
|
Grand Total |
426,469 |
396,018 |
426,149 |
7.7% |
-7.1% |
188,511 |
174,937 |
191,988 |
44.2% |
44.2% |
45.1% |
Proportion of Total Recorded Crime by Category
|
Offence Category |
2005/06 |
2004/05 |
2003/04 |
|
Violence |
11.9% |
11.6% |
10.3% |
|
Sexual |
0.8% |
0.8% |
0.7% |
|
Drugs and Anti-Social |
12.8% |
12.9% |
12.7% |
|
Dishonesty |
56.5% |
56.5% |
58.3% |
|
Property Damage |
11.1% |
10.3% |
9.4% |
|
Property Abuses |
4.2% |
4.8% |
4.9% |
|
Administrative |
2.7% |
3.0% |
3.7% |
|
Total |
100% |
100% |
100% |
|
|
|||
Recorded Crime per 10,000 Population by Category
|
Crime Type |
2005/06 |
2004/05 |
2003/04 |
|
Violence |
|
|
|
|
Grievous Assaults |
9.9 |
8.4 |
8.3 |
|
Group Assemblies |
1 |
1.2 |
1.1 |
|
Homicide |
0.3 |
0.2 |
0.2 |
|
Intimidation / Threats |
30.6 |
26.9 |
27 |
|
Kidnapping and Abduction |
0.7 |
0.5 |
0.5 |
|
Minor Assaults |
31.3 |
31.6 |
32.3 |
|
Robbery |
6.3 |
5.3 |
4.5 |
|
Serious Assaults |
43 |
38.4 |
38.6 |
|
Total |
123 |
112.5 |
112.5 |
|
Sexual Offences |
|
|
|
|
Abnormal Sex |
0.1 |
0 |
0 |
|
Immoral Behaviour |
0.9 |
0.7 |
0.7 |
|
Immoral Behaviour / Miscellaneous |
0.2 |
0.2 |
0.4 |
|
Sexual Affronts |
1.4 |
1.5 |
1.5 |
|
Sexual Attacks |
5.9 |
5.4 |
5.3 |
|
Total |
8.4 |
7.8 |
7.9 |
|
Drugs and Anti-Social Offences |
|
|
|
|
Disorder |
53.8 |
53.8 |
60.6 |
|
Drugs (Cannabis Only) |
37.2 |
35.8 |
45.2 |
|
Drugs (New Drugs) |
7.8 |
5.2 |
4.9 |
|
Drugs (Not Cannabis) |
4.3 |
3.6 |
4.9 |
|
Family Offences |
0.7 |
1 |
1.3 |
|
Family Offences Continued |
11 |
10.7 |
11.2 |
|
Gaming |
0 |
0.1 |
0.2 |
|
Sale of Liquor Act 1989 |
17.2 |
14.6 |
16 |
|
Vagrancy Offences |
0.4 |
0.3 |
0.3 |
|
Total |
132.3 |
125.1 |
144.6 |
|
Dishonesty |
|
|
|
|
Burglary |
147.9 |
138.2 |
149.9 |
|
Car Conversion etc |
93.8 |
80.8 |
89.1 |
|
Dishonesty Miscellaneous |
1.1 |
0.8 |
0.8 |
|
Fraud |
28.9 |
31.8 |
43.4 |
|
Receiving |
7.3 |
5.6 |
6.4 |
|
Theft |
306.8 |
290.1 |
311.9 |
|
Total |
585.7 |
547.3 |
601.5 |
|
Property Damage |
|
|
|
|
Destruction of Property |
114 |
99.7 |
105.3 |
|
Endangering |
0.7 |
0.4 |
0.7 |
|
Total |
114.7 |
100.1 |
106 |
|
Property Abuse |
|
|
|
|
Animals |
0.7 |
0.8 |
0.9 |
|
Arms Act Offences |
7.5 |
6.5 |
6.5 |
|
Littering |
0.7 |
0.6 |
1 |
|
Postal / Rail / Fire Service Abuses |
8.7 |
9.5 |
10.9 |
|
Trespass |
25.6 |
29.1 |
31.2 |
|
Total |
43.2 |
46.5 |
50.5 |
|
Administration |
|
|
|
|
Against Justice |
24.8 |
23.4 |
25.3 |
|
Against National Interest |
0 |
0 |
0 |
|
Births / Deaths and Marriages |
0 |
0 |
0 |
|
By – Laws Breaches |
1.7 |
2.8 |
2.7 |
|
Immigration |
1.4 |
3.1 |
2.6 |
|
Justice (Special) |
0.4 |
0 |
|
|
Racial |
0 |
0 |
0 |
|
Total |
28.5 |
29.3 |
30.6 |
|
All Offences Total |
1,035.9 |
968.6 |
1,053.6 |
Total Recorded and Resolved Offences
|
Fiscal Year |
Total Recorded Offences |
Total Resolved Offences |
Resolution Rate |
% Variation in Recorded Offences |
Recorded Offences per 10,000 pop |
|
1996/97 |
482,831 |
178,140 |
36.90% |
1.60% |
1,284 |
|
1997/98 |
465,834 |
177,687 |
38.10% |
-3.50% |
1,228 |
|
1998/99 |
455,552 |
174,576 |
38.30% |
-2.20% |
1,195 |
|
1999/00 |
432,354 |
174,611 |
40.40% |
-5.10% |
1,129 |
|
2000/01 |
424,286 |
182,137 |
42.90% |
-1.90% |
1,093 |
|
2001/02 |
436,315 |
182,468 |
41.80% |
2.80% |
1,108 |
|
2002/03 |
447,146 |
195,502 |
43.70% |
2.50% |
1,127 |
|
2003/04 |
426,149 |
191,988 |
45.10% |
-4.70% |
1,054 |
|
2004/05 |
396,018 |
174,937 |
44.20% |
-7.10% |
969 |
|
2005/06 |
426,469 |
188,511 |
44.20% |
7.70% |
1,036 |
Total Recorded and Resolved Violent and Sexual Attacks
|
Fiscal Year |
Total Recorded Offences |
Total Resolved Offences |
Resolution Rate |
% Variation in Recorded Offences |
Recorded Offences per 10,000 pop |
|
1996/97 |
23,721 |
16,889 |
71.20% |
0.90% |
63 |
|
1997/98 |
23,803 |
16,838 |
70.70% |
0.30% |
63 |
|
1998/99 |
23,887 |
16,731 |
70.00% |
0.40% |
63 |
|
1999/00 |
23,615 |
17,027 |
72.10% |
-1.10% |
62 |
|
2000/01 |
25,119 |
18,217 |
72.50% |
6.40% |
65 |
|
2001/02 |
25,797 |
18,512 |
71.80% |
2.70% |
65 |
|
2002/03 |
25,635 |
18,831 |
73.50% |
-0.60% |
65 |
|
2003/04 |
25,020 |
18,823 |
75.23% |
-2.50% |
62 |
|
2004/05 |
24,825 |
18,238 |
73.47% |
-0.80% |
61 |
|
2005/06 |
27,175 |
20,097 |
73.95% |
9.50% |
66 |
Total Recorded and Resolved Burglary Offences
|
Fiscal Year |
Total Recorded Offences |
Total Resolved Offences |
Resolution Rate |
% Variation in Recorded Offences |
Recorded Offences per 10,000 pop |
|
1996/97 |
82,169 |
10,001 |
12.20% |
5.40% |
218 |
|
1997/98 |
78,918 |
8,990 |
11.40% |
-4.00% |
208 |
|
1998/99 |
78,527 |
8,752 |
11.10% |
-0.50% |
206 |
|
1999/00 |
71,842 |
10,287 |
14.30% |
-8.50% |
188 |
|
2000/01 |
61,347 |
10,579 |
17.20% |
-14.60% |
158 |
|
2001/02 |
60,676 |
9,700 |
16.00% |
-1.10% |
154 |
|
2002/03 |
60,816 |
10,845 |
17.80% |
0.20% |
153 |
|
2003/04 |
60,630 |
10,893 |
18.00% |
-0.30% |
150 |
|
2004/05 |
56,513 |
9,582 |
17.00% |
-6.80% |
138 |
|
2005/06 |
60,882 |
10,097 |
16.60% |
7.70% |
148 |
Total Recorded and Resolved Burglary Dwelling Offences
|
Fiscal Year |
Total Recorded Offences
|
Total Resolved Offences
|
Resolution Rate
|
% Variation in Recorded Offences
|
Recorded Offences per 10,000 pop
|
|
1996/97 |
49,721 |
5,545 |
11.20% |
5.40% |
132 |
|
1997/98 |
48,563 |
5,071 |
10.40% |
-2.30% |
128 |
|
1998/99 |
50,537 |
5,053 |
10.00% |
4.10% |
133 |
|
1999/00 |
44,276 |
6,037 |
13.60% |
-12.40% |
116 |
|
2000/01 |
37,772 |
6,543 |
17.30% |
-14.70% |
97 |
|
2001/02 |
36,092 |
5,517 |
15.30% |
-4.40% |
92 |
|
2002/03 |
37,376 |
6,481 |
17.30% |
3.60% |
95 |
|
2003/04 |
38,619 |
6,843 |
17.70% |
2.30% |
96 |
|
2004/05 |
36,032 |
5,817 |
16.10% |
-6.70% |
88 |
|
2005/06 |
39,946 |
6,291 |
15.70% |
10.90% |
97 |
Total Recorded and Resolved Unlawful Taking/Car Conversion Offences
|
Fiscal Year |
Total Recorded Offences |
Total Resolved Offences |
Resolution Rate |
% Variation in Recorded Offences |
Recorded Offences per 10,000 pop |
|
1996/97 |
32,640 |
4,183 |
12.80% |
7.40% |
87 |
|
1997/98 |
31,384 |
4,020 |
12.80% |
-3.80% |
83 |
|
1998/99 |
28,565 |
3,767 |
13.20% |
-9.00% |
75 |
|
1999/00 |
23,708 |
3,904 |
16.50% |
-17.00% |
62 |
|
2000/01 |
20,184 |
3,828 |
19.00% |
-14.90% |
52 |
|
2001/02 |
21,284 |
4,187 |
19.70% |
5.40% |
54 |
|
2002/03 |
22,072 |
4,524 |
20.50% |
3.70% |
56 |
|
2003/04 |
22,097 |
4,516 |
20.40% |
-7.10% |
55 |
|
2004/05 |
20,860 |
4,127 |
19.80% |
-5.60% |
51 |
|
2005/06 |
24,089 |
4,823 |
20.00% |
15.50% |
59 |
Note: The definition for this measure has been widened since the last Annual Report to include Theft Of Motor Vehicles, for the Crimes Act 1961 Section 223
Total Recorded and Resolved Theft Ex-Car Offences
|
Fiscal Year |
Total Recorded Offences |
Total Resolved Offences |
Resolution Rate |
% Variation in Recorded Offences |
Recorded Offences per 10,000 pop |
|
1996/97 |
58,813 |
3,500 |
6.00% |
5.50% |
156 |
|
1997/98 |
54,990 |
3,043 |
5.50% |
-6.50% |
145 |
|
1998/99 |
56,788 |
2,987 |
5.30% |
3.30% |
149 |
|
1999/00 |
47,430 |
2,933 |
6.20% |
-16.50% |
124 |
|
2000/01 |
47,196 |
3,291 |
7.00% |
-0.50% |
122 |
|
2001/02 |
53,019 |
3,535 |
6.70% |
12.30% |
135 |
|
2002/03 |
53,743 |
4,558 |
8.50% |
1.40% |
135 |
|
2003/04 |
49,482 |
4,075 |
8.20% |
-7.90% |
122 |
|
2004/05 |
47,288 |
3,267 |
6.90% |
-4.40% |
116 |
|
2005/06 |
52,997 |
3,879 |
7.30% |
12.10% |
129 |
Recorded Violence Offences Involving Firearms
|
Fiscal Year |
Arms Act Offences |
Crimes Act and Summary Offences Act |
Total |
|
1996/97 |
3,280 |
747 |
4,027 |
|
1997/98 |
3,263 |
700 |
3,963 |
|
1998/99 |
2,934 |
641 |
3,575 |
|
1999/00 |
2,596 |
654 |
3,250 |
|
2000/01 |
2,397 |
659 |
3,056 |
|
2001/02 |
2,402 |
626 |
3,028 |
|
2002/03 |
2,643 |
683 |
3,326 |
|
2003/04 |
2,625 |
652 |
3,277 |
|
2004/05 |
2,677 |
636 |
3,313 |
|
2005/06 |
3,088 |
690 |
3,778 |
Total Recorded Assaults on Police
|
Fiscal Year |
Crimes Act Assaults |
Other Assaults |
Total Assaults on Police |
Weapons
|
|||
|
Firearms |
Stabbing Cutting Weapon |
Other Weapons |
Total Weapon |
||||
|
1996/97 |
229 |
1,676 |
1,905 |
36 |
5 |
56 |
97 |
|
1997/98 |
234 |
1,690 |
1,924 |
23 |
6 |
42 |
71 |
|
1998/99 |
193 |
1,685 |
1,878 |
13 |
2 |
42 |
57 |
|
1999/00 |
216 |
1,749 |
1,965 |
19 |
5 |
35 |
59 |
|
2000/01 |
210 |
1,787 |
1,997 |
18 |
7 |
41 |
66 |
|
2001/02 |
250 |
1,900 |
2,150 |
30 |
17 |
45 |
92 |
|
2002/03 |
248 |
1,820 |
2,068 |
27 |
48 |
9 |
84 |
|
2003/04 |
284 |
1,769 |
2,053 |
30 |
5 |
40 |
75 |
|
2004/05 |
298 |
1,571 |
1,869 |
37 |
6 |
44 |
87 |
|
2005/06 |
331 |
1,789 |
2,123 |
22 |
7 |
55 |
84 |
Summary of Recorded Incidents626364
|
|
2005/06 |
2004/05 |
2003/04 |
Variation % from 04/05 - 05/06 |
Variation % from 03/04 - 04/05 |
|
Incidents |
|
|
|
|
|
|
Alarm Sounding |
13,611 |
15,021 |
15,622 |
-9% |
-4% |
|
Blockage / Breakdown on Highway |
24,563 |
20,259 |
18,325 |
21% |
11% |
|
Car / Person Acting Suspiciously |
74,075 |
71,340 |
68,722 |
4% |
4% |
|
Domestic Dispute |
37,051 |
30,692 |
25,235 |
21% |
22% |
|
Drunk into Custody / Detox |
15,630 |
14,241 |
14,739 |
10% |
-3% |
|
Sudden Death |
4,905 |
5,622 |
5,566 |
-13% |
1% |
|
Traffic Incident |
60,386 |
62,882 |
61,819 |
-4% |
2% |
|
Vehicle Collision |
45,809 |
42,002 |
40,851 |
9% |
3% |
|
Other Incident Reports |
175,177 |
171,614 |
167,400 |
2% |
3% |
|
Total Incidents |
451,207 |
433,673 |
418,279 |
4% |
4% |
|
Services |
|
|
|
|
|
|
Advise Relatives |
67 |
114 |
134 |
-41% |
-15% |
|
Arrest Warrant |
22,039 |
32,203 |
31,715 |
-32% |
2% |
|
Firearm Licensing |
1,33462 |
29 |
4,500% |
0% |
|
|
Found Property |
47,694 |
52,973 |
58,956 |
-10% |
-10% |
|
Licence Applications |
4,849 |
4,542 |
5,525 |
7% |
-18% |
|
Liquor Licensing Vetting |
17,515 |
22,135 |
26,901 |
-21% |
-18% |
|
Lost Property |
48,673 |
53,656 |
61,445 |
-9% |
-13% |
|
Missing Person |
15,446 |
16,303 |
15,057 |
-5% |
8% |
|
Other Requests for Service |
72,38863 |
182,333 |
174,796 |
-60% |
4% |
|
Public Relations |
17,967 |
15,708 |
13,622 |
14% |
15% |
|
Recover Vehicle |
14,845 |
12,154 |
12,972 |
22% |
-6% |
|
Summons |
26,116 |
36,141 |
37,195 |
-28% |
-3% |
|
Warrants of Seizure |
1,309 |
2,121 |
2,001 |
-38% |
6% |
|
Total Services |
290,242 |
430,412 |
440,319 |
-33% |
-2% |
|
Preventative |
|
|
|
|
|
|
Crime Prevention Advice |
14 |
60 |
63 |
-77% |
-5% |
|
Keys Taken |
51 |
65 |
91 |
-22% |
-29% |
|
Other School Talks |
16 |
36 |
31 |
-56% |
16% |
|
Turnover |
270 |
701 |
2,978 |
-61% |
-76% |
|
Watching/Observations |
6,008 |
202 |
20 |
2874% |
910% |
|
Total Preventative |
6,359 |
1,064 |
3,183 |
498% |
-67% |
|
Bail Checks |
85,33564 |
|
|
|
|
|
Total All Incidents |
833,143 |
865,149 |
861,781 |
-4% |
0% |
Summary of National Recorded Road Offences and Infringements by Category
|
Offence / Infringement Category |
2005/06 |
2004/05 |
2003/04 |
|
Drink / Drive Offences |
27,408 |
26,697 |
25,496 |
|
Dangerous / Reckless Driving Offences |
7,570 |
6,602 |
6,162 |
|
Unsafe Use of Vehicle Infringements |
24,583 |
25,206 |
26,522 |
|
Careless / Inconsiderate Driving or Overtaking Offences |
11,527 |
11,397 |
11,411 |
|
Speeding - general |
299,427 |
363,949 |
394,940 |
|
Speeding – trailer, towing, heavy motor vehicle |
10,073 |
14,167 |
13,177 |
|
Failure to Stop / Give Way |
39,704 |
44,840 |
49,165 |
|
Failure to Obey Officer / Fulfill Duties |
18,558 |
17,956 |
19,549 |
|
Vehicle Licence |
17,044 |
18,742 |
18,375 |
|
Driving While Disqualified Offences |
9,788 |
9,061 |
8,653 |
|
Driver Licence |
269,481 |
281,381 |
283,555 |
|
Certificate of Fitness |
113,878 |
107,265 |
107,898 |
|
Driver Hours / Log Book |
3,117 |
3,375 |
4,594 |
|
Seat Belt |
64,257 |
77,897 |
89,671 |
|
Safety Helmet |
946 |
676 |
631 |
|
Passenger / Recovery / Rental Service Vehicle |
1,863 |
2,206 |
1,726 |
|
Vehicle Condition |
21,238 |
26,888 |
26,410 |
|
Vehicle Noise / Loading |
4,976 |
5,606 |
6,468 |
|
Bicycle |
2,617 |
3,012 |
3,142 |
|
Cycle Helmet |
8,305 |
9,551 |
10,038 |
|
Pedestrian & Other |
1,002 |
850 |
758 |
|
Stock & Vehicle By-Law Offences |
44 |
56 |
82 |
|
Local Body By-Law Infringements |
242 |
958 |
1,368 |
|
Other Transport Offences |
6,094 |
6,151 |
8,130 |
|
Sub Total |
963,742 |
1,064,489 |
1,117,921 |
|
Speeding - Speed Camera |
394,585 |
416,492 |
479,164 |
|
Total |
1,358,327 |
1,480,981 |
1,597,085 |
Traffic Enforcement
|
Fiscal Year |
Speed Camera Offences |
Traffic Offences / Infringements |
|
1996/97 |
363,578 |
513,563 |
|
1997/98 |
373,094 |
564,461 |
|
1998/99 |
393,679 |
634,874 |
|
1999/00 |
440,195 |
560,427 |
|
2000/01 |
523,362 |
655,046 |
|
2001/02 |
458,622 |
803,639 |
|
2002/03 |
488,714 |
992,995 |
|
2003/04 |
479,164 |
1,117,921 |
|
2004/05 |
416,492 |
1,064,489 |
|
2005/06 |
394,585 |
963,742 |
Summary of Complaints Against Police
|
Complaints Against Police |
2005/06 |
2004/05 |
2003/04 |
|
Total Number of Complainants |
1,813 |
1,995 |
2,073 |
|
Total Number of Complaints Accepted for Investigation |
2,281 |
2,539 |
2,481 |
|
Percentage Variation of Complaints Over the Previous Year |
-11.3% |
2.3% |
11.6% |
|
Number of Investigations Completed |
957 |
1,629 |
2,247 |
|
Complaints Conciliated |
199 |
239 |
70 |
|
Complaints Not Upheld |
586 |
616 |
788 |
|
Upheld Complaints |
101 |
113 |
178 |
|
Upheld Complaints as a Percentage of Completed Investigations |
10.6% |
6.9% |
4.5% |
|
Still Under Investigation |
1,324 |
1,324 |
1,144 |
|
Complaints per 1,000 Recorded Offences, Incidents, Traffic Offences / Infringements |
0.01 |
0.01 |
0.01 |
Public Satisfaction65
Annual public satisfaction survey results were generated at the conclusion of the 2005/06 year to assess the general public’s satisfaction with Police services, and their trust and confidence in Police generally. The survey results are based on a sample of approximately 100 randomly selected respondents from each Police district. The results were combined to give a sample size of approximately 1,200 for each quarter and an approximate total of 4,800 for the fiscal year.
|
Very Satisfied / Satisfied
|
|||
|
2005/06 |
2004/05 |
2003/04 |
|
|
All Contact |
58% |
69% |
75% |
|
Crime Related Contact |
72% |
62% |
72% |
|
Other Contact |
78% |
83% |
80% |
Public Trust and Confidence66
|
2005/06
|
2004/05
|
2003/04
|
|
|
Full / Quite a Lot of Trust and Confidence |
70%
|
67%
|
76%
|
Communications Service Centres
|
Communications Service Centres |
111 Calls Answered Within 10 Seconds |
General Calls Answered Within 30 Seconds |
|
Northern |
85.0% |
67.0% |
|
Central |
85.0% |
64.0% |
|
Southern |
89.0% |
81.0% |
|
National |
86.0% |
70.0% |
Performance Indicators – All Offences67
|
2005/06 |
2004/05 |
Variation |
Percent Variation |
|
|
Sworn Staff * at June (Actual) |
7,577 |
7,384 |
193 |
2.55% |
|
Mean Monthly Staff * (Actual) |
7,389 |
7,317 |
72 |
0.97% |
|
Recorded Offences (Excluding Traffic) |
426,467 |
396,018 |
30,449 |
7.14% |
|
Resolved Offences (Excluding Traffic) |
188,511 |
174,93767 |
13,574 |
7.20% |
|
Traffic Offences & Infringements |
1,358,327 |
1,480,981 |
-122,654 |
-9.03% |
|
*Excluding recruits |
All Offences68
|
Fiscal Year |
Percent of Offences Resolved (Excluding Traffic) |
Recorded Offences per Member (Excluding Traffic) |
Resolved Offences per Member (Excluding Traffic) |
Traffic Offences & Infringements per Member |
|
1996/97 |
36.90% |
72.1 |
26.6 |
130.9 |
|
1997/98 |
38.10% |
68.2 |
26 |
137.3 |
|
1998/99 |
38.30% |
64.9 |
24.9 |
146.6 |
|
1999/00 |
40.40% |
61.1 |
24.7 |
154.2 |
|
2000/01 |
42.90% |
61.2 |
26.3 |
170.1 |
|
2001/02 |
41.80% |
63 |
26.4 |
182.3 |
|
2002/03 |
43.70% |
63 |
27.5 |
208.8 |
|
2003/04 |
45.10% |
58.5 |
26.4 |
219.2 |
|
2004/05 |
44.20%68 |
54.1 |
23.9 |
202.4 |
|
2005/06 |
44.20% |
57.7 |
25.5 |
183.8 |
Performance Indicators – All Incidents69
|
Fiscal Year |
2005/06 |
2004/05 |
Variation |
Percent Variation |
|
Sworn Staff* at June (actual) |
7,577 |
7,384 |
193 |
2.55% |
|
Mean Monthly Staff* (actual) |
7,389 |
7,317 |
72 |
0.97% |
|
Incidents Attended |
846,215 |
865,149 |
-18,934 |
-2.24% |
|
Incidents Where Attendance Sufficed |
341,943 |
324,409 |
17,534 |
5.13% |
|
Incidents Documented |
406,37069 |
540,740 |
-134,370 |
-33.07% |
|
*Excluding recruits. |
All Incidents
|
Fiscal Year |
Percentage of Incidents Where Attendance Sufficed |
Percentage of Incidents Documented |
|
1996/97 |
27.7% |
72.3% |
|
1997/98 |
34.9% |
65.1% |
|
1998/99 |
37.1% |
62.9% |
|
1999/00 |
37.5% |
62.5% |
|
2000/01 |
39.0% |
61.0% |
|
2001/02 |
39.0% |
61.0% |
|
2002/03 |
38.5% |
61.5% |
|
2003/04 |
36.7% |
63.3% |
|
2004/05 |
37.5% |
62.5% |
|
2005/06 |
40.4% |
48.0% |
Performance Indicators – Youth Aid
|
2005/06 |
2004/05 |
2003/04 |
|
|
Offences by Children and Young Persons Dealt With per Youth Aid Officer |
237 |
235 |
258 |
|
Offences Referred to FGCs or Youth Court per Youth Aid Officer |
65.2 |
40.8 |
42.8 |
|
Percentage of Children and Young Persons Dealt With by Police Only |
72.6% |
82.7% |
83.4% |
|
Percentage of Children and Young Persons Dealt With by Family Group Conference or Youth Court |
27.4% |
17.3% |
16.6% |
Performance Indicators – Fingerprints
|
Performance Indicators |
2005/06 |
2004/05 |
Percentage Variation |
|
Automated Fingerprint Identification System (AFIS) Database |
583,699 |
563,116 |
3.7% |
|
Prisoner Fingerprints Received |
86,444 |
80,011 |
8.0% |
|
Total Voluntary Prints Received |
3,393 |
4,470 |
-24.1% |
|
Fingerprints Confirming Other Identity |
1,191 |
1,672 |
-28.8% |
|
Scene of Crime Prints Received |
29,184 |
27,695 |
5.4% |
|
Identifications from Scene of Crime Prints |
7,659 |
7,082 |
8.1% |
|
Identifications by Crime Type |
|||
|
Burglary |
2,664 |
2,454 |
8.6% |
|
Fraud |
549 |
680 |
-19.3% |
|
Unlawful Taking of Motor Vehicle |
2,128 |
1,726 |
23.3% |
|
Crime Against the Person |
618 |
593 |
4.2% |
|
Drug Offence |
731 |
774 |
-5.6% |
|
Other Property and Miscellaneous Offences |
972 |
855 |
13.7% |
1 www.policeact.govt.nz is the central source for project information and developments.
2Office of the Auditor-General, Wellington (February 2006) New Zealand Police: Dealing with dwelling burglary - follow up audit.
3“Ethnic” refers to the group of people whose ethnic heritage distinguishes them from the majority of other people in New Zealand including European, Māori and Pacific peoples.
4 New Zealand National Survey of Crime Victims 2001.
5Refers to group of people whose ethnic heritage distinguishes them from the majority of other people in NZ, including European, Māori and Pacific peoples. They include people from Asia, Middle East, Africa, Continental Europe and Latin America.
6The neutral respondents rated 27% therefore the total respondents either neutral, satisfied or quite satisfied was 85%.
7Individual district responses to this standard varies dependant upon the data capability of the associated victim support offices within each district.
8Alternative action includes structured Youth Aid activity, custodial clearance, clearance on grounds of mental illness / disability and other approved action.
9Approved programmes are Dare to make a Choice, DARE Report, Tena Kowhiria (Dare to make a Choice Te Reo Māori), DARE General, Primary Keeping Ourselves Safe, Secondary Keeping Ourselves Safe, Kia Kaha (Bullying) Violence Prevention General, and other Crime Prevention Programmes.
10A contact is at least 30 minutes activity with the school spent on the delivery of Keeping Ourselves Safe.
11This includes the two Crime Prevention Unit programmes.
12The programmes delivered by the 12 policing districts are over and above that specifically appropriated to national programmes.
13This includes vetting of teachers and other education sector employees (to meet the requirements of the Education Standards Act) and of people offering homestays to overseas students (for the Code for the Pastoral Care of International Students). There is also a continuing demand for the vetting of people involved in the care of children, young persons and other vulnerable people.
14Demand increased in line with expectations due to the re-licensing of expired 10 year licenses.
15This fee is payable where an application is received prior to the expiry of the license. In the case of the renewal of an expired license, a fee of $210 plus GST is charged, as per regulation.
16Bail / parole checks include Police Bail, Court Bail, Parole Checks, Youth Bail / Plan and Sentencing Orders.
17A 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.
18This covers Cabinet approved deployments to overseas policing operations in the South Pacific, time provided to secretarial services to the Pacific Island Chiefs of Police and other specific services to support South Pacific nations in developing policy and networking best practice ideas in crime reduction.
19Measure to be reviewed. Positive feedback was received from NZAID, the primary agency that Police work through in terms of overseas deployment.
20As part of the Government New Initiatives funding and in line with the Communications Centre improvement programme, work is underway to redesign a customer satisfaction survey which aligns to the proposed performance framework. It was not possible to complete the survey design within the timeframe available and it is therefore not possible to report on this measure for the 2005/06 year.
21This output does not include traffic crashes - see output 7.3.
22This output was incorrectly stated in the 2005/06 Statement of Intent - correct description provided here.
23This outturn measures the crime and incident related calls that have come into police communication centres. Other calls for service via police watchhouse or direct to patrolling staff may not be included in this count.
24The output includes bail checks. Note that the bail check process is being revised and the new process is being implemented nationally. This process counts one bail check event per offender rather than a separate event per bail check.
25Taken from those respondents to the Police Public Satisfaction Survey who have made calls to Police undertaken by MM Research.
26Includes the theft of motor vehicles.
27References to “fingerprints” includes palmprints and footprints.
28Includes theft of motor vehicles.
29Due to system changes this statistic is unavailable in 2005/06.
30Attended in some circumstances at the victim’s request and for minor historical burglaries, may mean complaints have been taken over the telephone.
31This measure counts the number of prosecutions by offender and excludes traffic prosecutions.
32Due to information system changes the 2004/05 figure represents approximately a half year of data collected in respect of diversions undertaken.
33The change in the 2005/06 result reflects a change in the specific recording practices around bail and bail checks.
34The majority of these offences occur at the time of arrest and before the arrested person is placed into a secure facility.
35All deaths in custody are subject to independent Police Complaints Authority overview.
36New measure introduced in 2005/06.
37New measure introduced in 2005/06.
38New measure introduced in 2005/06.
39The results for 2005/06 were low due to issues with equipment availability and failures. These are being addressed in the 2006/07 year.
40New measure introduced in 2005/06.
41New measure introduced in 2005/06.
42New measure introduced in 2005/06.
43New measure introduced in 2005/06.
44New measure introduced in 2005/06.
45This standard is on a scale of: achieved/partly achieved/not achieved.
46New measure introduced in 2005/06.
47New measure introduced in 2005/06.
48These programmes are: Stepping out, Riding By, Out and About, Changing Gear, Safe Wheels, Dare to Drive to Survive.
49Due to system changes this cannot be measured in 2005/06.
50New measure introduced in 2005/06.
51This programme has been reviewed but cannot be completed until new national cycle training guidelines are fully developed.
52New measure introduced in 2005/06.
532005 calendar year data.
542005 calendar year data.
552005 calendar year data.
562005 calendar year data.
57New measure introduced in 2005/06.
58New measure introduced in 2005/06.
59New measure introduced in 2005/06.
60This return reflects seven of the 12 districts. Due to amendments to the legislation, Police’s recording systems and processes have not kept up to date and these figures are therefore incomplete. The recording systems and processes will be addressed in the 2007/08 Statement of Intent.
61Total Remuneration in this context is defined by the Companies Act 1993.
62A separate code was established towards the end of 2004/05 for Firearm Licensing. Prior to this, depending on the nature of these incidents they were included under other recording categories, eg other incidents.
63In previous years Bail Checks were included in this category. Bail Checks are now coded as a separate item as shown in the table.
64In previous years Bail Checks were included under ‘Other Requests for Service’.
65 Conducted by MM Research.
66 Conducted by MM Research. Public trust and confidence reflects “Full / quite a lot of trust and confidence”.
67The number of Resolved Offences (Excluding Traffic) was incorrectly shown in the 2004/05 Annual Report as 195,502.
68The % of Resolved (excluding Traffic) Offences was incorrectly shown in the 2004/05 Annual Report as 45.10%.
69This decrease is the result of changes in the recording practices for Incidents and eliminates potential duplication of records.