Governance

Introduction

79. The Review Panel sees communications command as a core policing capability. How it is practised affects both command and management effectiveness, and relationships with the communities police serve.

80. As communication technologies advance, so does the need for police forces to utilise the technologies to detect, manage and reduce crime, as well as enhance their interactions internally with police; and with the public.

81. It is imperative to have a comprehensive communications strategy that underpins the broader policing strategy. Furthermore, strong command and governance structures need to be put in place for any communications function because of communications’ critical operational and public relations role.

Incorporation of Communications into New Zealand Police Strategic Planning

82. The Review panel considers that Police has not sufficiently developed an integrated and coherent communications strategy. Communications is not prominent in strategic planning processes and as a result, does not feature strongly enough in the Statement of Intent 2004/05 or Police Strategic Plan to 2006.

83. Disturbingly, as a first point of contact with police for many New Zealanders, the CCSC appears to be relegated to an operational support role rather than a core business operational function. The CCSC is not tied into the Crime and Crash Reduction Strategy; neither are considerations of the CCSC as a primary source of crime and crash intelligence.

84. From a public relations perspective, there is no apparent Police communications or contact strategy. As a result there are confused messages given by Police to the public on how they can be contacted.

85. The Review Panel believes that Police is currently missing a tremendous opportunity to use the CCSC in a more strategic way. From discussions with staff and a number of submissions received, the CCSC does not appear to be regarded as, or fully connected to. front line operations. Communications is not recognised for its value and potential and some staff perceive it as a secondary function, much maligned and not understood for its criticality.

The CCSC Purpose

86. There is a lack of clarity within Police on what the role and purpose of the CCSC is now and should be in the future. This is not unexpected given the fore-mentioned lack of strategic consideration the role communications has in? Police strategic and operations planning.

Unit and National Structure

87. The current national structure of the CCSC as identified in the 2004/2005 Business Plan is outlined below.

Governance, Command and Management

88. In theory, the CCSC is managed by a National Management Group (NMG) with the National Manager, (who leads the NMG,) reporting to the Deputy Commissioner: Operations.

89. The role of the NMG is purely focused on the operational management of the CCSC. It does not have a strategic role in guiding the direction of communications strategy and policy albeit might do this indirectly through the general advice it provides on CCSC policy and practice.

90. The NMG structure is, however, all but defunct since nine of its 18 positions are unfilled. The National Manager is also in an acting role. The role has become quite operationally focused for a number of reasons.

91. There is therefore no role or group, except for the Deputy Commissioner: Operations, charged with developing Communications strategically.

92. The Review Panel believes that a governance/command group needs to be urgently established to provide the strategic and operational direction for Police Communications of which the CCSC would be an important focus.

93. The current lack of leadership and management strength within the NMG also needs to be addressed as a priority. One of the first tasks of the new governing body should be to ratify the NMG structure and roles, and then seek to permanently fill those roles as soon as possible.

94. Consideration needs to be given to elevating the CCSC and communications generally, to a higher command level within Police.

95. There is a need to cultivate better relationships between Telecom, Police IT, Districts and the CCSC to develop shared skills and a multi discipline mindset in identifying needs and solving challenges to the benefit of Police and its mission. The skill sets must not work in isolation and this should help ensure a mutually beneficial working collaboration.

CCSC Policy and Procedures

96. With the lack of NMG staff and the ongoing issues and problems within the CCSC, the development of CCSC policies and procedures has become laboured. There is a lack of consistency in policy and practice across the three Centres.

97. From discussions with staff at each of the Centres, of even more concern to the Review Panel is the CCSC staff’s confusion on what their call handling performance targets are.

Risk Management

98. The CCSC has completed the standard risk assessment framework designed for New Zealand Police by AON Ltd. The methodology used is consistent with the joint Australian and New Zealand Standard AS/NZ 4360:1999. However, the last full assessment was undertaken in September 2003 even though it is recommended that this be undertaken annually. This should not merely be an administrative function but should be about how Police approaches all activities with the intent of identifying levels of risk to reputation, service delivery and public trust and confidence. This has both operational and strategic perspectives not merely a contingency based focus.

99. Significantly, although quarterly updates continue to be provided, these concentrate only on the top four residual risks identified in September 2003 and have not identified any emerging risks since. As just one example, depleted capability in the area of training has contributed to current performance levels and service failures, which led to this review being called.

100.  Clearly, the process has not been identifying risks as is its intended purpose. The absence of risks that are clearly identified in this review report, having been identified and reported via the CCSC risk management process, has meant that they have not been dealt with at the appropriate governance level.

Recommendations

101.  As a matter of urgency, a National Communications Board or similarly named group, be established, and

1. be composed of:

a. the Commissioner as chairperson

b. selected District Commanders

c. the National Policing Development Manager

d. the National IT Manager

e. the National Manager CCSC

f.any other representatives that the Commissioner considers appropriate.

2. be made responsible for:

a. defining the contact and communications expectations of the New Zealand public, and police officers

b. developing a communications/contact strategy, and resulting policies and practices

c. ensuring that the communications strategy is integrated into the broader policing strategy and plans

d. clarifying the purpose and role of CCSC, and the senior management roles within it,? in line with the communications strategy

e. providing direction to the National Manager and management group

f.ensuring effective operational integration of districts and CCSC

g. setting performance principles and objectives for CCSC

h. overseeing the risk management framework

i. establishing effective working relationships with emergency service partners and the IT Advisory Group (ITAG)

j. providing direction and sanction for future expenditure on IT and high cost items/initiatives to support the CCSC.