Transforming
Intelligence 2021
Programme Plan
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Introduction
Background
New Zealand Police (NZP) Intelligence has an excellent reputation for its quality service delivery and
high standard of professionalism. The National Operating Model for NZP Intelligence was deployed
over 10 years ago, and established the fundamental operating structures and underpinning
frameworks that remain critical to the foundations of the Intelligence function today.
NZP Intelligence is a key contributor to supporting NZP’s mission of being the safest country, through
delivering quality, relevant, and timely Intelligence products to optimise decision making across Our
Business to achieve the targets. Intelligence is a key contributor to the Critical Command Information
(CCI) Strategy which supports the deployment model.
Over the last ten years a number of Intelligence functions, roles, and structures have changed in
response to changing threat landscapes and shifting priorities. While Intelligence has continued to
evolve and adapt, there are aspects of the current operating model which have not kept pace with
change and are now no longer fit for purpose.
In 2017, Tāmaki Makaurau undertook an Intelligence review to ensure Intelligence was aligned and
equipped to deliver to the Tāmaki Makaurau transformation programme, the preferred model
included centralised functional units within Area Intelligence Units. This review is a foundational
element to the Transforming Intelligence 2021 (Ti21) programme and will act as a guide to support
the implementation plan of the Ti21 work streams.
Ti21 will review the operating model to ensure Intelligence people, products and processes are best
aligned to support Our Business. The Ti21 programme work streams are focused on enabling
Intelligence to deliver quality Intelligence outputs in the rights areas.
Programme Intentions
The Ti21 programme aspires to support NZP Intelligence to become the world’s best Police Intelligence
capability through:
The design and delivery of a new and revised Intelligence operating model and framework for
NZP Intelligence (including the Tāmaki Makaurau model).
The development and deployment of Target Development Centres (TDCs) which provide
operational Intelligence support, refined and precise targeting packages, and early warning
through effective, proactive and comprehensive scanning.
A refresh of our national collections framework that ensures consistency and synergy across
collections in NZP Intelligence in standards and implementation of collections tradecraft.
The delivery of a transformed National Security (NatSec) approach for managing persons and
groups of NatSec concern enabling a richer understanding of our NatSec environment.
The development of an Open Source Intelligence (OSINT) capability to provide greater
visibility of the online environment.
The development of a performance measure framework and quality assurance process for
Intelligence to instil a culture of continuous improvement.
The delivery of the required Intelligence Systems to support the Ti21 programme and work
streams.
The delivery of new Intelligence training to our people so they have the skills required to
operate our new systems and tools and effectively deliver Intelligence.
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Intelligence units are clear about our purpose and the contribution we
make to the organisation’s mission, vision and goals, by delivering high
value services.
Intelligence units are committed to a nationally consistent business
model that supports innovation, sharing of best practice, and
integration across silos and geography.
Intelligence leaders build centres of technical excellence, and create
team cultures that are focused on delivering valuable and valued
service to the organisation
Intelligence staff have high levels of skill and are adept at transferring
existing skills to new criminal and social challenges.
Intelligence leaders set, enable and expect Intelligence staff to model
our vision, aspirations and values, and an engaged workforce holds
each other to account.
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Deliverables, Benefits and Measures
The below chart shows the key deliverables, benefits and measures for each Ti21 project. A more in-depth view of this can be found in the A3s for each project.
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Scope
In Scope
This programme includes:
A refresh of the Intelligence framework and model in relation to the people, processes,
systems, tools, products and structures. Each work stream A3 (see Appendix) includes its own
project scope to ensure the outcomes we seek in each area are clear and that work is de
conflicted.
Out of Scope
This programme excludes:
Upgrades to RIOD and TSN is out of scope
The Intelligence role/contribution to P21
Intelligence activities that contribute to business as usual
New Zealand Diploma in Intelligence Analysis
Interdependencies
The programme dependencies include the progression of work in key focus areas for NZP. These
include:
Tamaki Makarau programme
EBP and Intelligence integration
Implementation of Target Development Centres
RIOD upgrade
TSN upgrade
Precision Policing Teams
Integration with APEC2021 Security Programme
Co-operation from NZ Intelligence community
Expectation of business as usual output
Measurement of current performance
Access to other resources/holdings such as Human Source Management Unit information
The Ti21 programme will have interdependences between the nine work streams, detailed analysis
within each project will identify these.
Programme Assumptions
Programme assumptions include:
The Ti21 core programme team will be funded through to the end of the programme, with
the associated RAT being returned for reassignment to Districts/Service Centre.
Resources will be available as agreed to deliver the transformation programme via work
streams and projects (both project based and SME resources).
Critical Success Factors
To achieve success, this programme must:
Engage human resources, legal and policy throughout the implementation of this programme
Engage Intelligence systems and NZP ITC in the procurement of new IT capabilities that meet
National Security requirements
Effective communication with the project team, programme owner, programme manager and
project leads
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Issue Management Procedure
Strategy
Issues will be managed alongside risks.
Escalation
Issues will be escalated from the Work stream Leads to the Programme Manager where appropriate
and managed from here. They may also be escalated to the Business Sponsor if required. Escalations
are in light of the same escalation procedure as risks (as above in Risk Management Procedure section).
Controls
Issues will be monitored in the weekly and monthly reporting to ensure mitigations are in place and
are effective. Escalation will continue until an issue is resolved.
Stakeholder Engagement and Communications
The Ti21 Programme is aiming to “tailor how we communicate to develop the required relationship”.
Different communication methods are recommended for different quadrants in the stakeholder
matrix. The range of audiences for the Ti21 programme is broad and detailed below.
Communications will align with the milestones outlined in the Ti21 delivery roadmap and the project
charters for the eleven work streams. Milestones are the expected catalyst for planned
communications activity.
We intend to build and maintain awareness of the intent for Ti21 through collaborative engagement
with Districts, service centres, and other key stakeholders to demonstrate the progress and
momentum using appropriate communications channels to reach targeted audiences.
Objectives
The overarching objective of Ti21 is for New Zealand Police to become the world’s best Police
intelligence capability.
Ti21 will achieve this objective by delivering the following objectives:
Enhanced collections tradecraft – Ti21 will drive process improvements to embed consistent
excellence in tradecraft across the business, firmly aligned to Our Business and our group
purpose.
Engaged partners, internationally networked – Ti21 will produce easily consumable insights
that impact on our partners, so mutual support is guaranteed, even across distance and
professional boundaries.
Enhanced expertise and capability – Ti21 will strengthen Intelligence proficiency by investing
in specialist capability, strengthening organisational design, and improving delivering new
systems.
Confident use of advanced data techniques and tools – Ti21 will learn from, and contribute
to, evidence-based policing; and actively embrace modern techniques and tools, including in
the digital and cyber realms.
Deliver a precise and predictive targeting picture – Ti21 will develop new approaches to
identify high risk identities and groups, and accurately identify threats through efficient and
effective intelligence collection and processing.
Approach
The communication plan details the different communication activity associated with Ti21. The
content of the messages will support the Ti21 key messages and the delivery of the work streams Ti21.
The messages will provide progress updates or targeted information that is appropriate for the
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Media Centre
Media and public
Forums, workshops
Face to face meetings
Channels to district staff
All District staff
Information Management
Storage
High level, signed off versions of key Programme documentation will be scanned and alongside work
in progress documentation on the NIC drive.
Information Availability and Security
The NIC drive is locked down at various levels:
Top level – Access to everything below
Work stream Level – Access to that work stream only
Project Level – Access to specific projects within a work stream only.
Access levels will be managed by the Ti21 Project Analyst and ICT Helpdesk.
Change Control Procedure
The Programme will follow the EPMO Change Control process. The details of which can be found here:
https://tenone.police.govt.nz/page/manage-proposed-change-projects
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