Appendix 3: Comparison against 2007 predicted signs of success

Response of the New Zealand Police to the Commission of Inquiry into Police Conduct: Final monitoring report
2007 predictions of what success would look like (Source: State Services Commission Survey of Police)2017 outcomes for the aspects we looked at
Complaints will be fewer, with complainants being happy with the manner in which their inquiries are handled. Total complaint events for all categories have increased slightly relative to population, from 3.9 per 10,000 people in 2011 to 4.7 in 2016. The Police do not keep data on complainant satisfaction. However, we are confident that most complaints are dealt with appropriately.
Training plans will be in place throughout all levels and will be applied consistently, with consequences for any non-compliance. The Police have a good training system, including monitoring of required training. Compliance does not seem to be a problem for the aspects we reviewed.
There will be more focus on internal standards and with more checks and balances and a proactive rather than reactive stance with respect to police integrity. The Police's values and Code of Conduct are strongly embedded, and the Police have largely shifted from a culture of following rules to one of following values. There are Professional Conduct Managers in each district and nationally, with active roles.
Public trust and confidence will improve and will be evidenced by survey results. Survey results show the proportion of New Zealanders who have "full" or "quite a lot" of trust in the Police has risen from 72% in 2008 to 77% in 2016.
Staff satisfaction will be high. The 2017 engagement survey showed 73% of police staff were satisfied with their jobs, compared to 69% of all public sector staff.
Our staff will have a strong customer focus. The Police have a strong and embedded victim focus, and the importance of good customer service is emphasised in strategy.
Middle and senior managers will be modelling good behaviour and professionalism. Engagement surveys and performance reviews show that most supervisors and managers behave consistently with the Police's values.
Police staff will be proud. This is not measured, but overall engagement survey results for the Police are similar to those for the public sector as a whole.
District leaders will have the tools and support as well as the leadership of the wider executive to enable them to deal effectively with issues like the Rotorua incident. The Police hold their staff to account for sexual misconduct and other inappropriate behaviour, both on and off duty. This includes criminal prosecution.
People problems will be dealt with more expeditiously, with performance being more actively managed. The Police have a range of systems and processes for dealing with poor performance and inappropriate behaviour. Performance management has improved since 2007, and a high-performance framework will be in place for all staff by the end of 2018.
Police personnel will understand policies and processes, operating these consistently across the organisation. Police staff receive training in relevant policies and processes, but there is some inconsistency in adult sexual assault investigation, quality, and practice across the organisation. There are some good audit systems to pick up on this inconsistency, and compliance has been increasing.
There will be a culture of unity. The 2017 engagement survey shows that 60% of police staff agreed that there is a sense of common purpose in the Police. Staff have confidence in their team. The Police are a more diverse organisation. There are some risks to internal cohesion based on perceptions of fairness in promotion and of how poor behaviour is dealt with.