Area Policing Plan 2004 / 2005 - New Zealand Police

Area Policing Plan 2004 / 2005 1

CONTENTS 

Foreword... ..........................................................................................Page 3 

Introduction..........................................................................................Page 4 

Professionalism and Ethics .................................................................Page 4 

Our Community ...................................................................................Page 5 

Statement of Purpose. ........................................................................Page 7 

Aim and Vision. ...................................................................................Page 8 

Goals ...................................................................................................Page 9 

Targets ................................................................................................Page 10 

Partnerships ........................................................................................Page 11-12 

Projects and Partnerships ...................................................................Page 13 

Actions.................................................................................................Page 14 

Total Crime..........................................................................................Page 15 

Burglary ...............................................................................................Page 17 

Theft ex Vehicle...................................................................................Page 19 

Liquor compliance and Public Place Safety........................................Page 21 

Family Violence...................................................................................Page 23 

Organised Crime .................................................................................Page 25 

Youth Offending and Victimisation ......................................................Page 26 

Road Safety.........................................................................................Page 28 

Airport Policing and Border Control.....................................................Page 30 

Responsiveness to Mäori....................................................................Page 31 

Youth. ..................................................................................................Page 32 

Benchmarking. ....................................................................................Page 33 

Organisational Development...............................................................Page 34 

Risk Management ...............................................................................Page 35 

Appendices..........................................................................................Page 37-39 


FOREWORD 

Policing today can seem complex, often clouded through the advent of criminology, sociology, crime sciences, 

community orientated policing, problem orientated policing, Intel lead or informed policing and so on. 

For police to contribute effectively to crime and crash reduction it is critical to interpret and translate theoretical 

information to create practical and effective strategies. 

Palmerston North police must work effectively and in collaboration with other key stakeholders to reduce crime 

and road crashes and increase crime resolution rates. 

This plan provides a clear reference point in terms of what we want to achieve throughout this year – and 

provides an outlook of our programme over a three-year period. 

The key to success is to ensure that we focus on what is important and ensure that our resources are agile in 

responding to community safety issues over which Police have some influence. 

Police must take ownership of issues that come to their attention and ensure that information is shared through 

the Intelligence Group mechanism. 

Through Intelligence led policing we can target our resources and attentions to defined risks and priorities. 

Policing by fact ensures that as an organisation we minimise the risk of goal diffusion. (Distraction) 

Furthermore Police have to regard their role more widely than conventional enforcement. All police should regard 

offending in a broad context where we seek both enforcement and prevention solutions to bring about sustainable 

crime reduction. Crime prevention initiatives, analysis, problem solving, building effective partnerships, early 

intervention and innovation need to be incorporated to all policing activity to reduce the impact of crime and road 

trauma. 

We are committed to developing a culture that is focused on continuous improvement and results. 

Key partner agency and ethnic group partnerships will be valued where there is a commitment to community 

safety. In our more recent history Mäori have emerged as an important partner for Police. The strengthening and 

importance of Iwi must be recognised in terms of what we can collectively contribute to community safety. 

Genuine working partnerships that maintain an outcomes focus will produce positive results for our community. 

Leadership is not imbued solely to those in our organisation who hold positions of authority. Our culture should 

encourage ideas and innovation from all staff and those who hold positions of authority need to be open and 

positive to suggestions that may yield organisational and service delivery improvements. 

Our culture is not one of mediocrity and it is a collective responsibility to ensure that we intervene early where 

poor or unethical performance surfaces among us. Our culture is one where commitment, professionalism and 

excellence are recognised. 

We need to ensure that we provide training to minimise risk for staff deployed in any operational setting. 

Furthermore we need to develop HR policies and practises that allow for individual and team development. 

Our community maintains high expectations of what we can and should achieve. They have invested in us so it is 

for us to ensure that we contribute positively to meet that expectation. 

(Inspector Pat Handcock, Area Commander) 


INTRODUCTION 

This plan outlines how the Palmerston North City Police Area will contribute to the City in the “year” 

commencing 1 July 2004. 

We will continue to operate within a Community Orientated Policing philosophy and will principally 

deliver our service through Intelligence led policing by; 

Understanding our social environment and being responsive to our communities 

Implementing policing strategies with an emphasis on both prevention and enforcement 

Targeting our resources to risk 

Establishing and creating productive partnerships 

Professionalism and Ethics 

New Zealand Police hold a unique position of 'trust' within our communities. 

Police (Personnel) are entrusted to enforce a wide range of laws and it is critical that all police staff 

discharge their duties with the utmost professionalism at all times. 

Suspect targeting operations involving recidivist offenders will periodically draw complaint from those 

subject to (or associated with) police attention. Threat of complaint intended to sanction Police staff 

should and will not deter police activities aimed at reducing the offending of known recidivist offenders. 

In our dealings with these people we will remain resolute and professional at all times. 

The very nature of police work will mean that ethical issues will surface regularly. Ethics are openly 

discussed at all levels of our organisation. 

Poor, unethical or unprofessional behaviours within our organisation will be proactively dealt with and 

will result in staff placement on Performance Management Plans. 

Referral and investigation of Police Complaint matters will be investigated and reported on within 

specified time frames. 


Our Community 

General Summary 

Palmerston North is a provincial city located in the lower North Island. 

Our geographical location has our city located at the centre of an axis that has contributing areas of 

Taranaki, Whanganui, Central plateau, Hawke's Bay, Tararua and Horowhenua. 

Although not located on State Highway 1, Palmerston North is a city easily accessible from other 

provincial and rural centres located within a 3 hour drive radius. 

Palmerston North boasts an International Airport, and tertiary institutions that cater for more than 15,000 

students. 

Linton Military Camp and the Air Force base at Ohakea also influence Palmerston North in terms of its 

unique qualities. 

The 2001 Census estimated Palmerston North’s population at 72,366. 

Statistics New Zealand has completed subsequent forecasts for Palmerston North which shows that our 

population rose to 77,500 as at June 2003. 

Population 78,000 (Est) 

Caucasian 85.2% Maori 13.5% 

Pacific 

Islands 

4.5% Asian 9.2% Other 0.7% 

Employment and impacting population issues 

Palmerston North City has an estimated workforce of 36,270 1 

The city also provides employment for many people who live outside its territorial boundary. 

Palmerston North City Council statistics reveal that 6,798 jobs are filled by persons commuting into 

Palmerston North. (i.e. they live outside the territorial boundary and are not counted in the Palmerston 

North City population) 

Conversely some 3,255 person's travel out of Palmerston North on to work 

. 

This results in a daily net gain in population of 3543 

Palmerston North has an 8.44% unemployment rate, and young people make up 4.34% of total 

unemployment. (1587 persons) 

Palmerston North City has a high ratio of young men making up 9.2% of the population. (National 

median = 6.65%) 52.2% of the young male population are beneficiaries 2 . 

1 Statistics New Zealand - Census 2001 


Palmerston North has a large retail industry where all major trading companies are represented. It also 

boasts a significant entertainment industry including restaurants, movie theatres, live theatre and a 

thriving liquor industry. 3 

The city also has the regional hospital servicing Horowhenua, Manawatu, Tararua, parts of Rangitïkei 

and Palmerston North. 

The region's Mental Health Services are also based within Palmerston North Hospital. 

Linton Military Camp features as a significant population entity. The camp and adjacent military 

accommodation is home for more than 1,500 personnel. 

Linton also accommodates the regional prison housing 278 inmates. (When at full capacity). 

2 Source - Victoria University via Office of the Commissioner, New Zealand Police 

3 In 2004 Palmerston North City Council had issued liquor licenses to 188 businesses. By national standards this rate has 

Palmerston North as most licensed city in New Zealand. 


STATEMENT OF PURPOSE 

The Palmerston North City police exists to reduce crime and road trauma, and thereby enhance 

community safety. 


OUR AIM 

A vision is important to our area 

Our vision describes the optimal state we will have achieved if we meet all of our goals. 

The New Zealand Police vision is... 

Safer Communities Together 

Palmerston North City (Council) also has a vision. This vision is… 

“Together we will make Palmerston North an exciting City in which to live, learn, work and play. Ours 

will be a caring community where differences are valued, education, research and knowledge will be our 

strengths. Our goal is to be a recognised leader in life long learning. We strive to be creative in work 

and skilful in business.” 

The Palmerston North City Police vision is: 

To be widely recognised as a professional organisation 

that contributes positively to achieve community safety 

through crime reduction and road safety 


OUR GOALS 

To . . . . .. 

Reduce overall crime 

Reduce burglary 

Reduce the incidence theft of vehicles and property from vehicles 

Reduce the incidence of disorder and public place violence 

Positively influence host responsibility throughout the liquor industry 

Reduce the incidence and seriousness of family violence 

Reduce repeat victimisation 

Effectively target recidivist offenders and organised crime 

Enhance road safety for all road users 

Reduce the incidence of offending and victimisation for youth 

Build Police capability through continuous improvement 

Build working community partnerships 


OUR TARGETS 

Goal achievement (Desired outcomes) has traditionally led to target setting. In all too many cases 

managers set targets that for various reasons are unrealistic and are rarely met. For this plan we have 

agreed that we will set minimum reduction percentages which ensures that the targets are attainable – 

and the challenge (for us all) is to better those targets for any given period. 

In 2004/05 our area crime targets are 

To reduce overall reported crime by 5% or better 

To reduce house burglaries by 5% or better 

To reduce theft ex cars by 5% or better 

To reduce unlawfully taken (stolen) motor vehicles by 5% or better 

To reduce violence by 5% or better 

To reduce family violence by 5% or better 

To reduce repeat victimisation by 10% or better 

To increase overall crime clearances/resolution rates annually by 1% or better 4 

In 2004/05 our area road policing targets are 

To reduce road accidents by 5% or better. 

To reduce our serious crash rate. 

To reduce our road fatalities. 

To deliver upon our contractual strategic traffic obligations. 

To maintain a productivity rate of 1 offence notice per hour or better. 

To increase restraint wearing compliance. 

To increase helmet wearing compliance. 

To reduce median speed on our roads. 

4 Our aim is to produce (or better) the 1% resolution rate consecutively over 3-5 year. (E.g. 5+%over 5yrs) 


Partnerships 

Historically Police have regarded themselves as 'crime fighters' or law enforcement officers, and have 

either by design or default carried the responsibility and a good deal of public accountability for 

community safety. There has been a strong emphasis on enforcement to the detriment of prevention. 

Studies of enforcement operations targeted to specific crimes suggest that enforcement alone provides 

short term benefits for crime reduction. 

In 2001 Police in Canberra, Australia, executed several operations targeting burglary through 'hot 

location' analysis and deployment against known recidivist offenders. (Operation Anchorage) 

Whilst the operations were celebrated, subsequent analysis demonstrated that the crime reduction 

gains were lost over a relatively short period. 

In our recent history there is a growing recognition that Police must work with other statutory 

organisations, key stakeholders and service providers as they also can contribute to reducing crime and 

improving road safety. 

Palmerston North City Police will work with appropriate groups and organisations executing both 

prevention and enforcement initiatives. We recognise that there is a need to balance prevention and 

enforcement and that we must create a synergy between both aspects. 

In diagram our approach is as follows. 



Projects and Partnerships 

A number of projects have been commenced during the 2003/04 year. 

The relationship between these projects and external key stakeholders is attached to this document as 

Appendix 1. 

Current Projects 

Prisoner Release programme 

Tertiary Student Safety project 

Asian/ethnic liaison project 

Family Violence programme 

Policing Area Clusters project 

Youth Offending Teams development project 

Policing Excellence programme 

Central Business District (CBD) CPTED project (PN City Council) 

CCTV Project (PN City Council) 

New Building project. 

LES/NIA Migration project. (Decommissioning of the Wanganui Computer) 


OUR ACTIONS(2004/05) 

2004/2005 is to be regarded as year one for the purpose of this plan. From July 2003 Palmerston 

North Police have been working on a number of strategies to improve police/community capability and 

curb the level of reported crime in the following categories. 

Burglary (With a major emphasis on house burglary) 

Theft ex Vehicle 

Public Place violence and disorder offending 

Liquor licensing 

Family violence co-ordination and repeat victimisation 

Organised Crime 

Road safety delivery 

Building Youth Services capability and partnerships. 

Continuous improvement in Intel services 

It is intended that Palmerston North Police provide continuity with existing strategies for the 

2004/05 year as these categories (above) of offending are regarded as the most invasive of 

crimes and (or) offending and are included to the behaviours of the majority of our offenders. 

Several of the categories require significant resource commitment, so reducing offending in 

these categories is essential to convert reactive Police time to proactive activity. 

The following pages provide specific actions and measures relating to each of these categories. The 

documented strategic or tactical options are (to a degree) generic and do not represent all actions that 

are considered and included to local action plans. 5 

5 Action planning is to be used within Palmerston North City as a means of documenting actions, assignment of 

responsibility and the setting of timelines and review dates for specific areas of attention. 


Total Crime 

Information – Internal 

Police - 

Intel 

Scan/Analyse/Response/Assess 

Information External – 

Community stakeholders 

and partnerships 

Enforcement 

• Determine appropriate 

response through weekly 

monitoring and briefing 

• Task workgroups 

Prevention 

• Identify and target known recidivist offenders • Directed patrolling to hot locations 

• Prosecution and appropriate bail opposition • Community education programmes throughout hot locations. 

• Strict bail compliance checks (DPR) • Appropriate victim advice to reduce risk of repeat victimisation 

• DNA and fingerprint programme • Public education through cinema and print media 

• Youth strategies 

• Police operations (Liquor compliance) 

• Youth Education programmes delivered 

• Build YOTS capability 

• Operation 'Juvie' • Promote Operation SNAP 

• Build capability and provide relevant information to NHS and 

CPNZ 

• Prison release project • Tertiary student education project 

• Organised Crime Operations • Support/advice to appropriate CPTED projects 

• 

• 

• 

• 

• CCTV (CBD) Project 

Evaluate results daily 

Collate weekly 

Measure against category 

benchmarks 

Re-task according to 

evaluation 


Performance Measures 

Reported Crime 


14000 

14000 

12000 

12000 

10000 

10000 

8000 

8000 

6000 

6000 

4000 

4000 

2000 

2000 

0 

0 

Palmerston 

Palmerston 

North 

North 

- 

- 

Total 

Total 

Crime 

Crime 

9517.1 

9517.1 

FY98- FY99- FY00- FY01- FY02- FY03- TGT 


99 00 01 02 03 04 04-05 

99 00 01 02 03 04 04-05 

FY98-99 

FY98-99 

FY99-00 

FY99-00 

FY00-01 

FY00-01 

FY01-02 

FY01-02 

FY02-03 

FY02-03 

FY03-04 

FY03-04 

TGT 04-05 

TGT 04-05 

To reduce total crime by 5% or better during 2004/05 year. ( 9517 offences) 

Target for 2004/05 

To reduce repeat victimisation by 10% 

 

 

Compliance with victims of offences legislation 

Compliance with output classes (Statement of Intent) relating to victim notification 


Burglary 



Intel 





Enforcement 





Prevention 


• Prison release programme • Community education programmes throughout hot locations. 

• Prosecution and appropriate bail opposition • Appropriate victim advice to reduce risk of repeat victimisation 

• Strict bail compliance checks (DPR) • Public education through cinema and print media 

• DNA and fingerprint programme • Prevention programmes (Burglary Free) in primary schools 

• Youth strategies • Provide relevant information to NHS and CPNZ 

• Police operations • Promote Operation SNAP 

• • Tertiary student education programme 

• 

• 

• 

• 




benchmarks 


evaluation 





900 

900 

800 

800 

700 

700 

600 

600 

500 

500 

400 

400 

300 

300 

200 

200 

100 

100 

0 

0 

Reduce the incidence of burglary by 5% or better 

Reduce repeat victimisation by 10% or better 

Compliance with output classes 4 & 5 of the Statement 

of Intent 

Burglary 

Burglary 

(Commercial) 

(Commercial) 

602.3 

602.3 



99 00 01 02 03 04 04-05 

99 00 01 02 03 04 04-05 



1800 

1800 

1600 

1600 

1400 

1400 

1200 

1200 

1000 

1000 

800 

800 

600 

600 

400 

400 

200 

200 

0 

0 

FY98-99 

FY98-99 

FY99-00 

FY99-00 

FY00-01 

FY00-01 

FY01-02 

FY01-02 

FY02-03 

FY02-03 

FY03-04 

FY03-04 

TGT 04-05 

TGT 04-05 

Burglary 

Burglary 

(Dwelling) 

(Dwelling) 

1133.35 

1133.35 



99 00 01 02 03 04 04-05 

99 00 01 02 03 04 04-05 

FY98-99 

FY98-99 

FY99-00 

FY99-00 

FY00-01 

FY00-01 

FY01-02 

FY01-02 

FY02-03 

FY02-03 

FY03-04 

FY03-04 

TGT 04-05 

TGT 04-05 


Theft ex Car 



Intel 





Enforcement 





Prevention 


• Prison release programme • Vehicle owner education programmes throughout hot locations. 

• Prosecution and appropriate bail opposition • Appropriate victim advice to reduce risk of repeat victimisation 


• DNA and fingerprint programme • Prevention programmes (Kia Kaha) in primary schools 

• Youth strategies • Provide relevant information to NHS and CPNZ 

• Targeted Police operations • Tertiary student education programmes 

• Evaluate results daily 

• Collate weekly 

• Measure against category 

benchmarks 

• 


evaluation 



To reduce reported offending by 5% or better 

To reduce repeat victimisation by 10% or better 



2000 

2000 

1800 

1800 

1600 

1600 

1400 

1400 

1200 

1200 

1000 

1000 

800 

800 

600 

600 

400 

400 

200 

200 

0 

0 

Theft 

Theft 

ex 

ex 

Car 

Car 

1419.3 

1419.3 



99 00 01 02 03 04 04-05 

99 00 01 02 03 04 04-05 

FY98-99 

FY98-99 

FY99-00 

FY99-00 

FY00-01 

FY00-01 

FY01-02 

FY01-02 

FY02-03 

FY02-03 

FY03-04 

FY03-04 

TGT 04-05 

TGT 04-05 


Liquor compliance and public place safety 


Police 

Intel 









Enforcement 

Prevention 

• Rolling operations to target liquor outlets • Directed patrolling to hot locations 

• Target high risk individuals and groups • Work with PNCC to advise and support CPTED initiatives. 

• Prosecution and appropriate bail opposition 

• Work with PNCC and other stakeholders to complete the CCTV 

project 


• Enforce local liquor ban for the CBD • Prevention programmes (Kia Kaha) in primary schools 

• Continue with Operation 'Juvie' • Tertiary student education programmes 

• 

• Link Safe City Hosts to Directed Patrol strategies. 

(Persons/places) 

• 

• 

• 

• 




benchmarks 


evaluation 



Reduce Public Place violence by 5% or better 

Maintain or increase the number of prosecutions (From 2003/04 year) for breaches of the CBD liquor ban 

Complete a minimum of 12 rolling licensing and public place disorder operations during the year. 6 



450 

450 

400 

400 

350 

350 

300 

300 

250 

250 

200 

200 

150 

150 

100 

50 

100 

0 

50 

0 

Violence 

Violence 

Offences 

Offences 

- 

- 

Public 

Public 

Place 

Place 

287.85 

287.85 



99 00 01 02 03 04 04-05 

99 00 01 02 03 04 04-05 

FY98-99 

FY98-99 

FY99-00 

FY99-00 

FY00-01 

FY00-01 

FY01-02 

FY01-02 

FY02-03 

FY02-03 

FY03-04 

FY03-04 

TGT 04-05 

TGT 04-05 

Evidence of performance 

Filed action plans for licensing, public 

place disorder and Operation 'Juvie' 

operations 

Attendance and contribution to Safer 

Community Council meetings. 

Attendance and contribution to Liquor 

Liaison Committee meetings. 

Business objects performance tracking 

and analysis to demonstrate targeted 

enforcement and offending reductions 

are being achieved 

6 Must be documented by ACTION PLAN. Operations to include Youth Services, GDB, Strategic Crime, Community and CIB staff. 


Family Violence 



Intel 





Enforcement 





Prevention 

• Target recidivist and high risk offenders • Proactively support victims of family violence 

• Prosecution and appropriate bail opposition or conditions • Community Group assignment as victim contact (risk situations) 

• Strict bail compliance checks (DPR) • Appropriate and thorough referral to support agencies 

• Community Group assignment to monitor risk offenders • Support and participation in Strengthening Families collaborative. 

• Where appropriate assist key agencies in enforcing Court orders • Prevention programmes (Kia Kaha) in primary schools 

• Ensure Pol400 reporting is accurate and submission is timely • Support and participation YOTS collaborative 

• 

• Alignment of social services/victims support/YOTS/Police Child 

Abuse Team and Family Violence co-ordinator. 

• 

• 

• 

• 




benchmarks 


evaluation 



Reduce reported family violence by 5% or better 

Reduce repeat victimisation by 10% or better 

Attain 100% compliance with CSV1 reporting 

Community and Criminal Investigation follow-up for all family violence cases determined as high-risk (on the basis of indicators of lethality 

contained within Pol. 400 reporting processes. 

160 

140 

Recorded Family Violence 

142.5 


120 

100 

80 

60 

40 

20 

0 

FY98- 

99 

FY99- 

00 

FY00- 

01 

FY01- 

02 

FY02- 

03 

FY03- 

04 

TGT 

04-05 

FY98-99 

FY99-00 

FY00-01 

FY01-02 

FY02-03 

FY03-04 

TGT 04-05 


Organised Crime 



Intel 





Enforcement 

• Target offenders and prosecute pursuant to participation in 

criminal gang legislation 

Prevention 

• Proactively support victims of organised crime 

• Target recidivist and high risk offenders • Community Group assignment as victim contact (risk situations) 

• Prosecution and appropriate bail opposition or conditions • Appropriate and thorough referral to support agencies 

• Strict bail compliance checks (DPR) • Adhere to multi agency collaborative initiatives 

• Proactively investigate all reports of crime associated with 

organised crime groups/individuals. 

• Participate in Parole Board submissions 

• Where appropriate assist key agencies in enforcing Court orders • Zero media profile to be afforded to organised criminal groups 

• Maintain open information flow through Intelligence Group 

• Whole of policing focus on individuals aligned to organised 

criminal groups 





• 

• 

• 

• 

• Alignment of social services/victims support/YOTS/Police Child 

Abuse and Family Violence co-ordinator. 




benchmarks 


evaluation 


Youth Offending & Victimisation 



Intel 





Enforcement 





Prevention 

• Target recidivist youth offenders through DPR process 

• Seek appropriate bail/curfew conditions through prosecution or 

FGC process 

• Ensure high degree of internal collaboration between Child 

Abuse Team, Family Violence Co-ordinator and Youth Services 

to identify youths and families at risk. 

• Alignment of CYFS/ /YOTS/Strengthening Families/Police Child 

Abuse and Family Violence co-ordinator. 

• Strict bail compliance checks (DPR) • Appropriate and thorough referrals to support agencies 

• Maintain open information flow through Intelligence group 

• Identify and action appropriate youth offenders for DNA 

compulsion procedures 

• Support and build YOTS capability through the YOTS strategic 

plan 

• Youth Education programmes delivered to identified risks (By 

area and offending type) 

• Drive juvenile voluntary fingerprint programme. • Community Group assignment as victim contact (risk situations) 

• 

• Consult through Korowai Kahui options for Maori youth safety 

projects 

• 

• 

• 

• 




benchmarks 


evaluation 



100% DNA compulsion process completed for qualifying youth offenders 

Voluntary fingerprints 

Reducing youth offending by 2% for the performance reporting year. 


Road Safety 



Intel 





Enforcement 





Prevention 

• Target recidivist and high risk drivers • Risk targeted patrolling to high crash or risk locations 

• Prosecution and appropriate bail opposition or conditions 

• YES road safety programmes delivered to schools as per national 

guidelines 

• Strict bail compliance checks (DPR) • Engage with PNCC in terms of defining local risks 

• Allocate and deliver SA(P) hours to outputs as per LTSA contract • Support/recommend roading design interventions 

• Maintain productivity rates as per District benchmarks 

• Strict enforcement of 'Boy Racer' legislation 

• Usage of District Court process for high ION gathering offenders. 

(Imposition of disqualification vs. fines) 

• Intervention initiatives for risk drivers who continue to come to police 

attention. 

• 

• 

• 

• 




benchmarks 


evaluation 



Meet monthly hour's delivery targets as per contractual requirements. 

Meet annual hour's delivery targets across all delivery outputs. 

Meet Central District agreed productivity targets against output categories. 

• Restraints 1 ION/TON per hour 

• Speed 1 ION/TON per hour 

• Drink/drive .1 ION/TON per hour 

• Accident promoting offences 

1 ION/TON per hour 

• 365 day cycle helmet compliance campaign (Achieve same or better productivity from 2003/04) 

Complete all national campaigns as per the New Zealand Road Safety Programme. 

Complete all local campaigns in accordance with the requirements of the New Zealand Road Safety Programme 

Dedicated Road Policing Group to deliver 50% of strategic traffic hours (per contract) 

Evidence of Performance 

Reduced road crashes within the Palmerston North City territorial boundary 

Reduced injury and fatal crashes 

Increase in restraint compliance (Measure LTSA survey) 

Reduction of 'mean speed' per LTSA survey. 

Reduced drink drivers as per LTSA driver survey 


Airport Policing and Border Control 

International flight arrivals and departures have increased significantly at the Palmerston North 

International airport. 

Border security is a critical component of policing within Palmerston North. 

Presently the Airport caters for 32 arrivals/departures per week. During the summer months flights 

increase to 40 arrivals and departures. 

Police obligations to IAATA and border security require that each arrival and departure is resourced with 

two armed and trained Police staff. This obligation has been covered by the Palmerston North Police 

Community Group. 

As Palmerston North is a 'secondary' international airport, international flights are generally scheduled to 

arrive/depart early in the morning and late in the evening. This results in a labour intensive operation for 


Year One 

• Review all processes and Intelligence capability for airport coverage 

• Review rosters for Community Group staff to ensure appropriate coverage for all 

arrivals/departures. 

• Build intelligence capability and a strong interface with local and national intelligence networks 

• Meet all Firearms training requirements for airport personnel 

• All new staff rostered to work at the airport are to complete RNZP College 'Airport Course' 

• Build relationships with airport security partners - Customs, AVSEC, MAF, Airport Company 

Year Two and Three 

• Review and prepare resourcing business case to Office of the Commissioner to acquire 

staffing to ensure appropriate coverage - in recognition of airport/border control and national 

security mandates 


Responsiveness to Mäori 

History 

Across Central District, Mäori offending rates remain high at approximately 48.5% of total apprehensions. 

Mäori Youth offending is even higher where they account for 56.5% of total youth apprehensions. 

This disproportionate representation (in the absence of Palmerston North City statistics) must remain a 

concern for Police and our wider community. 

In recent years, Palmerston North City and Rural Area Police have worked with Korowai Kahui in 

developing a sudden death protocol and more recently have been working to educate community groups 

on the topic of 'P' (methamphetamine) abuse. During 2003 all staff within Palmerston North received 

training in Mäori sudden death protocol and Tikanga. 

Future 

Year One 

• Continue to attend and support Korowai Kahui 

• Continue with Mäori Sudden Death protocol training 

• Continue to develop Area relationship with District Mäori Liaison officer 

• Consult with Korowai Kahui exploring Mäori youth victimisation and offending reduction 

programmes 

• Align programmes/projects with YOTS and Family Violence projects 

• Ensure Youth education programmes are offered to and delivered in 'high needs' schools 


• Develop and implement Mäori youth strategy with a view of reducing Mäori representation in 

adverse social statistics 


Youth 

If New Zealand Police and aligned agencies want to achieve long term crime reduction and improved road 

safety the key will be to invest in projects designed to influence social culture through our communities' 

young people. 

Over the last 12 months Palmerston North Police have worked closely with representatives from 

Education, Child Youth and Family, and Health to strengthen the nationally mandated YOTS 7 

collaboration. 

This has resulted in the completion of a strategic plan which sets in place the priorities of the collaborative. 

There is a strong alignment between the YOTS strategic plan and this document. 

Year One 

• Develop partnerships and strategy through the YOTS collaborative 

• Through the YOTS collaborative explore Youth at Risk project opportunities 

• Seek to align Youth Services with Child Abuse Team and the Family Violence Co-ordinator to 

deal with common clients and/or 'at risk' families 

• Build effective referral and follow-up processes to ensure risk clients/families receive 

appropriate support or intervention. 

• Ensure Youth education programmes are offered to and delivered in 'high needs' schools 


• Align and support Youth at Risk projects to Korowai Kahui strategy 

7 Youth Offending Teams 


Benchmarking 

Area benchmarking provides Police with a clear view of historical offending and this can be used to set 

targets for consecutive years. 

Crime and crash benchmarks are to be set in accordance with this plan and are administered through the 

Intelligence Group. 

Area performance is reviewed, against category benchmarks, weekly through the 

management/strategy meeting held every Tuesday. 

Benchmarking needs to be considered in a broader context and Palmerston North has an opportunity to 

benchmark against other policing areas that have similar demographic, crime and traffic issues. 

New Zealand Police are in the early stages of preparing an Area Benchmarking 'Cluster' Project which 

has Palmerston North City in a cluster with Dunedin, Hagley/Ferrymead, Hamilton, Hornby, Papanui and 

Auckland City. 

Interestingly, with the exception of Wellington, the seven policing areas account for all major tertiary 

institutions throughout New Zealand. 

Benchmarking needs to be considered in a broad context where we seek improvement opportunities 

across all aspects of our organisation. 

Year One 

• Continue to monitor offending rates (strategic crime and overall crime) on a weekly basis 

against self imposed targets. 

• Continue to evaluate our performance through District performance management regime. 

• Consider and include examples of District 'best practise' to area practice and procedures. 

• Modify/implement new strategies to achieve crime and crash reduction. 

• Scope national policing Area 'Cluster' Benchmarking Project. (Including setting terms of 

reference, focus areas and defining desired outcomes against focus areas) 

• Commence 'cluster' benchmarking project within Palmerston North City. 


• Continued participation in District performance management process 

• Develop national policing area 'cluster' benchmarking project. 

• Seek new innovations/practises through national policing area 'cluster' benchmarking project. 


Organisational Development 

Palmerston North City will use the Policing Excellence framework as a guide to achieve organisational 

improvement across the seven categories of business excellence 8 . 

Year 1 

Leadership 

Develop Individual Professional Development Plans as part of the performance appraisal process 

Provide training for unit/squad 2I/C's to provide leadership depth across our organisation 

(Succession planning) 

Develop Field Training Officer's to provide mentoring opportunities for all trainee staff. 

Develop a permissive leadership style that encourages innovation and ownership of community 

safety initiatives. 

Strategic Planning 

Develop policing plans that provide a practical framework to improve public safety throughout our 

community 

Widely use action planning as a means of managing operations and initiatives. Action plans are to 

specify ownership of actions, timelines and review dates 

Formally review our performance at 6 monthly intervals. 

Customer and Market Focus 

Clearly identify key partners and service providers 

Develop strong relationships with the Palmerston North City Council and in particular City Future 

to ensure a strong alignment of community safety strategy 

Build relationships with local Iwi to align collective community safety initiatives 

Information and Analysis 

Develop benchmarking practises to include seasonal variations 

Develop Area reporting mechanisms that provide a weekly summary of performance against 

strategic crime categories and include other offence categories that impact upon total crime rates 

Develop strategic analysis capability with the Intelligence Group - through continuous improvement 

process 

Consistently communicate to all staff the practical application and implications of the resolutions 

process and guidelines 

8 Using the Baldridge criteria 


Human Resource Development 

It is essential for Palmerston North Police to develop our own staff capability so they are prepared and able 

to take leadership or supervisory roles 

Maintain bi-monthly NCO training days 

• To include training component to improve policing practises 

• To include exposure to Community Safety theory 

• To provide an opportunity to review performance and provide input to future directions for 

police. 

Development of Individual Professional Development Plans in conjunction with the performance 

appraisal process 

Regularly review resource allocation and deployment against emerging trends and community 

safety risks 

Develop a police culture that is agile in responding to emerging trends and community safety risks 

Process Management 

Review data entry processes/resource allocation to ensure alignment of resources to achieve 24 

hour target for entry of all strategic crime data to the NIA database 

Regularly review and modify any/all processes to ensure validity in context with today's policing 

requirements. 

Results 

Continued participation in District crime forecasting model 

Introduce Traffic and crash forecasting model 

Years 2 & 3 

Continued participation in Policing Excellence Programme. 

Risk Management 

Palmerston North City has for the last 12 months operated a formal risk management programme. 

Risks/and their management are listed in the appendices of this planning document. 

Documented risks are assessed and updated on a quarterly basis. 

The Area Risk Register is appended to this document at Appendix 2 



Appendix 1 


Appendix 2 

Risk Description 

Impact 

Family Violence 200 

House Burglary 

(Incidence continues to be above 

benchmark) 

Theft Ex Car 

(Incidence of which remains unpredictable 

– high one week and lower numbers the 

next) 

200 

200 

Bail conditions compliance 200 

Loss 

Likelihood 

Risk Management Register 

Control 

Effectiveness 

.50 55% 55 

RRS 

• 

• 

• 

• 

• 

Mitigation strategy 

Family Violence Co-ordinator appointed. 

All processes reviewed and changes implemented. 

Broad training of staff in new process completed. 

100% compliance in reporting of CSI and POL 1060 achieved (November). 

High risk offender/victim referrals commenced with Community Group. 

• Intel now using clear ‘hot spot’ analysis processes. 

• Better deployment to risk areas. 

• Utilising community volunteers to disseminate crime prevention material to risk areas. 

.75 55% 82.5 • Prison release monitoring. 

• Recidivist offender strategies. 

• Whole of policing approaches. 

• Weekly review. 

• Strategies driven by Intel. 

• Operations S/Sgt appointed 3/11/2003. 

• Covert camera deployment to Ashley Street car park 

.75 55% 82.5 • 11 apprehensions to date. 

.50 70% 70 

• Substantial publicity to use of covert cameras 

• Cinema 8 crime prevention project. Commenced early December. 

• TXC decreasing. 

• Strategies driven by Intel 

• Work in progress to ensure processes provide timeliness. 

• Drug testing (as part of bail conditions) project commenced. Legal precedents 

support this initiative. D/S/Sgt Sheridan and D/Sgt Moffatt assigned to complete this. 


Risk Description 

Impact 

Loss 

Likelihood 

Control 

Effectiveness 

RRS 

Mitigation strategy 

Primary Assistance Officer 

• Palmerston North City does not have anyone qualified to be the Primary Assistance 

Officer (OH&SA) – this is not only PNC but the district. 

• Managed by O/C Community Group 

Airport management (staffing) 

• Two business cases have been submitted previously to OoC. Nil success to date. 

Meeting legislative & operational 

• OoC currently examining Resource Allocation formulae – which may address this 

requirements is difficult due to insufficient 

issue. 

resources tagged specifically for flight 

400 

.75 45% 135 

• PM City revisiting structure and organisational alignment. Risk Manager to be 

arrival/ departure monitoring. Shortfalls are 

appointed from existing S/Sgt’s. 

made up from Community Group, YAS. 

Staff often work split shifts to meet demand. 

• S/Sgt Baird has completed draft roster for full consultation on Tuesday 13/01/2004. 

• Roster to involve community group with support from CIB and 2 x Youth Aid Staff. 

• Continued use of jailers to mitigate prisoner management risks. 

Watchhouse Prisoner and staff safety 

• Preliminary work commenced to introduce DAO prisoner assessment form. (to 

Usage of Jailers to monitor ‘at risk 

prisoners’ 

200 

.75 55% 82.5 provide written record of DAO visit and recommendations. This is being consulted 

with Mid Central Health. Expected to be implemented early in 2004 

• (S/Sgt Thurston) 

Typing Services – workload fluctuations 100 .75 55% 41.25 • Monitoring and management through D/S/Sgt and Senior Sergeant White.

Area Policing Plan 2004 / 2005 - New Zealand Police

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