Appendices

Appendix One - Terms of Reference

The Commissioner’s Terms of Reference for the review were to:

a. Examine New Zealand Police Communication Centre practice and compare with stated service delivery aims and objectives.

b. Review and provide recommendations on:

• The demand for Police services presented to the Communication Centres
• The capability of staffing and technological resources at each Communication Centre to meet current and predicted demand
• The interaction between Communication Centres and Districts (urban and rural response) including Service Level Agreements
• Relevant governance and management arrangements including:
• structures
• systems and processes
• initial and ongoing training, including call assessment. caller responsiveness, and decision-making quality and thresholds
• HR practices and support structures
• quantitative, qualitative and timeliness performance measures
• compliance with the New Zealand Police competency framework
• Health and Safety considerations for both CCSC and operational staff.

c. Review (a) and (b) above against international best practice.

d. Review any other Communication Centres matters found to be necessary by the panel, and agreed with the Commissioner.

e. Make recommendations and provide a final report to the Commissioner, New Zealand Police.

Appendix Two - Panel Member Biographies

Chief Superintendent Michael Corboy, New South Wales Police

Chief Superintendent Michael Corboy has worked in metropolitan and rural areas both in general duties and as a detective. He has a strong operational background and worked in some of the most difficult policing jurisdictions in New South Wales.

In 2001, Mr Corboy took up a position as Local Area Commander of St Mary’s in Western Sydney where, amongst his normal duties, he was forward commander for the Blue Mountains Fire during the devastating Christmas bush fires.

In 2002 he was appointed Centre Manager of Sydney Communications Centre covering the entire Sydney Metropolitan area with responsibility for radio and emergency telephony as well as the technical support for that network.

In 2004 he took over operational responsibility for Police Communications for New South Wales with six Police Communications Centres and more than 600 employees.

Chief Superintendent Corboy is a current member of the Australian National Emergency Communications Working Group and the Australian Emergency Services Advisory Committee.?

He has relieved as Assistant Commissioner of the Communications Command, which comprises the Communications Group, Police Assistance Line and the Business and Technology Command.

He also represents Police Communications in counter terrorist issues and chairs an industry group on spatial data. He holds positions on the Computer Aided Dispatch Steering Committee, the Mobile Data governance group, In-Car Video Committee and Standing Committee on Information Management.

He has recently returned from a tour of Police, Ambulance and Fire Communications Centres in the USA, Canada and UK with a NSW Government group.

Chief Superintendent Corboy has a strong background in industrial relations, has completed the Police Executive Leadership Programme and holds a Graduate Certificate in Applied Management. He is currently Commander of Public Affairs.

Superintendent Ruth Purdie, North Wales Police

Superintendent Purdie has more than 24 years service. She has worked for North Wales, Cheshire and Greater Manchester Police.

This has given her diverse policing experience dealing with both rural and metropolitan policing issues. She is currently a member of the steering panel for the HIMC Thematic on UK call handling standards.

She has a uniform operation background and during the past four years she has been the senior project manager for the implementation of new IT products within North Wales Police and was Project Executive for the successful national roll-out of CAD in 2003 linked to a mobile data solution for all officers.

Her current role as the divisional commander of the Operation Communications Division involves the management of staff at four communications centres in North Wales. Staff deal with calls for service in both English and Welsh.

Superintendent Purdie is also responsible for the implementation of the police communication project AIRWAVE, which will deliver improved officer communication and interaction with the communications centres.

In October 2005 North Wales Police will open a single communications centre.

Superintendent Purdie holds a First Class Honours Degree in Management and Education from Manchester University. She is a trained Police Negotiator (Metropolitan Police Course) and Silver Firearms and Public Order Commander. She is also a trained CRBN (chemical, radiological, biological or nuclear) Incident Commander.

Acting Deputy Chief Emory Gilbert, Toronto Police Service

As a member of Toronto Police for the past 33 years, Acting Deputy Chief Emory Gilbert has acquired extensive experience in general and specialised assignments.?

At present, he is responsible for Policing Support Command which is comprised of 15 specialised units such as Mounted and Police Dog Services, Emergency Task Force, Communications Services, Marine Unit, Intelligence Bureau, Homicide, Hold Up, Sex Crimes and Fraud Squads, to name a few.

Mr Gilbert has had considerable experience and training as a tactical officer, police explosives technician, hostage negotiator and operational/contingency planner.? He is a former member of the International Association of Bomb Technicians and Investigators and has taught at the Ontario and Canadian Police Colleges.

As the Unit Commander of Communications Support and later Communications Centre, Mr Gilbert has experience directing operations during periods of significant technological change: installation of a new E-911 phone system, Intergraph CAD, administrative phone and voice radio systems.

During the course of his service, Mr Gilbert has been involved in several special projects, Papal and Royal visits, Economic Summit, Special Olympics, implementation of a new 9.1.1. Integrated Communications System and development of a First Offenders Diversion Programme for those charged with solicitation of prostitutes.

In addition to his extensive police training at the Canadian and Ontario Police Colleges and the Federal Bureau of Investigation, Mr Gilbert holds a certificate and diploma in Law Enforcement Studies from Seneca College, and a certificate in Senior Police Administration from the Canadian Police College.? He is a graduate of the Police Leadership Programme offered at the University of Toronto, Rotman School of Management.

Kevin McKenna, PricewaterhouseCoopers Ltd

Kevin is the director of the Human Resources Services practice of PricewaterhouseCoopers in Auckland. He specialises in the people aspects of organisational change, HR due diligence, performance measurement and improvement. He leads a national team which provides services to New Zealand organisations in HR strategy development, remuneration, organisational change and performance improvement.

Kevin was previously PricewaterhouseCoopers' internal Director of HR. He led a national team of 13 HR managers and advisers providing HR services to partners and staff.

Before joining PricewaterhouseCoopers, Kevin served for 18 years in the Royal New Zealand Air Force (RNZAF) attaining the rank of Wing Commander. He joined the RNZAF initially as a psychologist but later completed a pilot’s course. After serving as the Senior RNZAF Psychologist he was appointed the Director of Strategic Human Resources for the New Zealand Defence Force (NZDF).

Kevin was the RNZAF's performance and human factors specialist on all accident Courts of Inquiry for 18 years. He has also acted as a specialist advisor in human factors and organisational psychology for the Transport Accident Investigation Commission since 1990.

Kevin has been a registered psychologist since 1983. He has a BSc in psychology, MA (Hons) in clinical psychology, and a Diploma in Business. Kevin was also made a Member of the New Zealand Order of Merit in 1999.

Appendix Three - List of Submissions

New Zealand Police Personnel

M Palma

P Jones

M Arnold-Kelly

S Drader

M Morris

M W Dryland

N Wilson

C J Cartwright

W Rodgers

L Kennedy

J Taaka

P George

P Gillbanks

S Anderton

G Knight

C Wright

J James

A D Alexander

M Quince

G Somerville

A P Rose

S Mather

D Todd

K Richards

N Reid

D Clifford

W Kemp

A K Waugh

W Gregory

D Moore

S Marner

I Fleury

J Fruean

C Dewe

M Wright

C Money

A Scott

R Sutton

C Douglas

J Sewell

A Tosswill

M Newport

J Peters

S Chung

M D Murphy

G McLean

N Blackburn

W E Meldrum

B Bently

A Brill

G MacDonald

L McClure

S More

D Townsend

A Corbett

K Klink

S Harrison

E Beavon

M Rackham

J S Fraser

T Harrison

R Kennedy

D Aukino

K Campbell

J Lovatt

L Tocker

S Dow

G J Painting

G Bradshaw

D Montgomery

G Allcock

C W Graham

C Sommers

A Jackson

K Kortegast

K Braae

G Templeton

S Willing

D Donaldson

S Thompson

L Jamieson

J Millar

G Brown

D Dalziell

Non-Police personnel

K Barnett

R Murcott - Land Information New Zealand

P Sidwell

S J Delaney

G N Cashmore

A Fulcher

A Paul

D G Heanley

N Mayes

G Sinclair

I Goodison

B Palmer

J Hawker

M H Brown

D Wood

N B Hawkins

M Nolan

L W Johansson

B Winstone

M Scannell

R W Ward - Taradale Community Policing Petition Committee

G Wood - North Shore City Council

L H Pratley

I Stonhill - Chair Neighbourhood Support New Zealand

G MacDonald - Northland Civil Defence and Emergency Group

M Potts - President of the NZ Security Officers Association

Executive Committee of Community Patrols of NZ

The Police Managers’ Guild

G O'Connor - The New Zealand Police Association

T Morley

J Johnston - Local Government NZ

Federated Farmers of New Zealand (Inc.)

Telecom New Zealand Ltd.

M Bentley

W Church

Waitakere City Council

W Thompson

Appendix Four - Consultation

The following Police managers and staff were consulted as part of the review process.

Commissioner R Robinson

Deputy Commissioner S Long - Operations

Deputy Commissioner L Provost - Resource Management

Assistant Commissioner H Broad - Planning, Development and Deployment

Superintendent J van der Heyden - O/C Commissioner’s Support Group

Superintendent M Wilson - National Manager Policing Development

Superintendent J Lyall - National Manager Communications Centres (Acting)

Superintendent P Rose - National Manager Organisational Performance

Superintendent D Trappitt - National Manager Policy, Planning and Evaluation

R Mendis - National Manager Information Technology Infrastructure

Inspector B Smalley - Manager Northern Communications Centre (Acting)

Inspector G Allcock - Manager Central Communications Centre

Inspector K Kortegast - Manager Southern Communications Centre

Communications Centre staff including Shift Managers, Team Leaders, Communicators and Dispatchers

J Legat - CCSC Policing Development Manager (Acting)

C Dewe - CCSC Performance Analyst

J Nicholl - HR Competency Framework Manager

Constable M Quince - Southern Communications Trainer

C Sommers - Workforce Coordinator

G Somerville - Workforce Coordinator

Superintendent V Rickard - District Commander Northland

Superintendent R Carson - District Commander North Shore/Waitakere

Detective Superintendent G Jones - District Commander Auckland (Acting)

Superintendent S Shortland - District Commander Counties Manukau

Superintendent P Munro - District Commander Waikato (Acting)

Superintendent G Smith - District Commander Bay of Plenty

Superintendent M Lammas - District Commander Central

Superintendent G Nicholl - District Commander Eastern

Superintendent R Pope - District Commander Wellington

Superintendent G O’Fee - District Commander Tasman

Superintendent S Manderson - District Commander Canterbury

Inspector B McGurk - District Commander Tasman (Acting)

Detective Superintendent M Burgess - District Commander Canterbury (Acting)

Inspector P Tasker - District Implementation Officer Bay of Plenty

J Sewell - Policing Development Manager Bay of Plenty

Inspector A McGregor - Area Commander Christchurch (Acting)

The panel, or members of, also met with the following individuals and organisations during the course of the review.

Hon G Hawkins - Minister of Police

M Shroff - Privacy Commissioner

B Stewart - Assistant Privacy Commissioner

Judge I Borrin and staff - Police Complaints Authority

K Marlow - Intergraph Corporation

G O’Connor - New Zealand Police Association

Staff and members of New Zealand Police Association

E Cooper - New Zealand Police Managers’ Guild

K Gordon - Ministry of Economic Development

C Pederson, C Petrie - Federated Farmers of New Zealand (Inc.)

J Goulter, B Buddicom, S Moulter - Telecom New Zealand Ltd.

I Pickard, P O’Driscoll - New Zealand Fire

Appendix Five - Priority Classifications

Priority One (P1) - Immediate Response 0-2 minutes unless NUA in text. 0-10 minutes response time.

Actual threat to life or property happening now, violence being used or threatened, serious offence/incident in progress and offenders present or leaving the scene, serious vehicle crashes (persons trapped/serious injury).

Priority Two (P2) - Timely Response dispatch 0 - 30 minutes.

Offenders present/held but not violent, suspicious activity not involving threat to any person, vehicle crashes but no serious injury, public order disturbance, distressed informant/victim, sudden deaths, evidence present and may be lost.

Priority Three (P3) - Managed Response dispatch 0 - 24 hours.

Police attendance is required when an appropriate resource is available, appointment made with caller.

Priority Four (P4) - No attendance required.

Circumstances at the event lead the dispatcher responsible to consider this event does not/no longer requires the dispatch of a resource to attend.

Appendix Seven - Excerpt from Mi-Quality Report (sic)

Staffing Levels

Staffing levels are the single most frequently mentioned issue in both submissions and interviews held with staff and management.

Mi-Quality assessed the staffing level requirements by:

• Utilising existing statistical information on; call volumes by time of day, call handling times, and shrinkage[16] (rostered staff factor).
• Applying the Erlang-C formula (this is a standard formula used to calculate the required staffing levels to deliver a specific service level based on a forecast call volume and call handling time).

...........

Mi-Quality modelled a number of different staffing scenarios based on:

• Current operational processes.
• Alternative structure options, including reducing the number of centres and removing non-emergency calls from the CCSC.
• Alternative operating processes, specifically keeping Communicator and Dispatcher functions separate 24 hours per day and forgoing the operating benefits currently gained by combining these functions at the quietest times.

It was difficult to analyse the data provided and accurately calculate staffing requirements due to:

• Limited data available.
• Staffing being determined to an extent by shift patterns, channel requirements etc.
• Different service levels for different queues.

Observations

I. The CCSC have worked hard to create an efficient staffing model, and have spent a great deal of time at both National and Centre level analyzing staffing requirements.

II. Budgeted headcount is a little lower than optimum.? Based on our calculations, and continuing with current operating practices we believe the following calculated headcount is required.? Please note that these figures are the minimum number of trained staff required to meet the required service levels.

Centre	Communicators		Dispatchers
	Budgeted	Calculated	Budgeted	Calculated
Northern	67	69	82	90
Central	23	27	47	49
Southern	22.5	26	47.5	49

NB.?The additional Dispatcher headcount for Wellington and Christchurch can be offset by relieving Communicators when at full staffing levels.

III. Recruitment is only allowed after the departure of a staff member, rather than in advance of reasonably predictable attrition rates.? This means that given the time between resignation, and a recruitment intake being recruited, trained and brought up to speed, the CCSC is continuously, and at times significantly, running below required staffing levels.? At the time of the review, two of the three centres were running below budgeted headcount.

IV. At times it is clear that service levels will not be met based on rostered staff, a situation that is then further aggravated by sick leave and un-planned absences.

V. At the time of the review, all three centres had staff either suspended or assigned to other duties whilst prolonged disciplinary processes were being carried out.

VI. The lack of a workforce management system is a major weakness, as staffing is not able to be truly demand based.

Recommendations

I. Increase headcount to the calculated levels shown in the above table.

II. Increase headcount budgets allow for recruitment in advance of forecast attrition, to ensure that the headcount figures are maintained at the minimum level calculated above.? This will result in a significant additional headcount requirement, calculated as follows:

• NorthComm - 10 FTE
• CentralComm - 5 FTE
• SouthComm - 4 FTE

Endnotes

[16] Shrinkage is the percentage of total time that a staff member will not be on duty, and includes holidays, breaks, training, sick leave and coaching.