DECISIONS DOCUMENT
PROJECT BALANC
the
E
Act
under
Organisational Alignment
Information
Central District
Released
Official
December 2016
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Released
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Project Balance Revised Proposal | Page 3
OVERVIEW
1. This document outlines the revised organisational structure for Central District, fol owing a round of
consultation with staff conducted in the second half of November 2016.
2. The impetus for Project Balance includes:
• Police like all public sector organisations must manage within means.
• The current organisation structure is not sustainable in that it identifies more positions than
the provision to Central District.
• The District needs to ensure that its resources are in the right place to meet demand and
deliver Policing services across a network of locations and communities.
3. There are five underlying objectives for Project Balance outlined in the consultation document.
• manage the number of positions to RAT. Project Balance begins with 673 and ends with 673
Constabulary positions.
• recognise the fundamental transformation of Policing through the Policing Excellence (PE)
1
Act
change programme by aligning the District structure to the National Police structure.
the
• respond to existing and emerging demand and risks so that resources are best deployed to
meet the needs across communities that we serve.
• is evidence based in terms of requirements for Policing service delivery and provide equitable
and fair distribution across communities.
under
• reflects the strategic priorities of the Police; our mission to be the safest country requires the
commitment of Police to ensure that our people are having the greatest impact they can to
make New Zealand the safest country. Information
4. Central District is responsible for the delivery of Policing services in line with
Our Business (inside cover)
which outlines our aspirations to deliver outstanding results for the people of New Zealand.
Released
5. In achieving our mission to be the safest country, Police need to identify and plan for challenges and
Official
opportunities in our operating environment. Project Balance is vitally important in terms of managing
within baseline and also addressing emerging challenges and the evolving nature of crime, victimisation
and social harm.
1
http://www.police.govt.nz/about-us/publication/policing-excellence-overview-30-june-2013
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CONSULTATION
6. On 14th of November a consultation document was released to staff proposing a series of changes to
the structure within Central District.
7. The consultation document was disseminated to staff via 12 formal consultation meetings across the
District where the proposed structures, potential affects, and processes were outlined to staff. In
addition managers were available to discuss the proposal with staff.
8. The proposals in the consultation document provided an opportunity to consult with staff and gave
staff an avenue to contribute to the decision-making process.
9. Staff submissions closed on 28th of November 2016 to
[email address].
• A total of 71 questions were received during the consultation phase and answers published on
the District Bulletin Board in nine separate Q&A updates.
• A subsequent update to the Q&A’s for questions identified as part of the submissions or
received at the close of the submission period identified an additional 8 questions and
Act
responses, was published after 28th November. the
• 75 submissions were received totalling 340 pages. Some were representative of stations or
groups, and most from individuals.
10. The quality of submissions was high with many detailed submissions and proposals for changes and
improvements to the proposals.
under
Information
Consideration
11. There were a wide range of issues raised in submissions and these were considered by the District
Governance Group. The District Governance
Released group meet to consider the submissions on the 1st
December 2016 and again on the 8th of December 2016.
Official
12. As a direct result of the submissions a number of changes were made to the proposal and this
document sets out the revised organisational structure.
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13. The changes are reflected in the requirement for an additional 10 positions above the 673 positions in
the RAT for Central.
14. Table 1 sets out the identified additional positions for Central District which offset originally proposed
reductions as a result of consultation.
TABLE 1
ADDITIONAL RAT POSITIONS
LOCATION/POSITION
RAT
Waitara
+3
Dannevirke
+2
Pahiatua
+1
Taumarunui Rural
+1
Raetihi
+1
Woodvil e
+1
Bul s
+1
District
10
Act
15. These additional positions should not be considered as any more or less “secure” than the positons that
the
are nominated as falling within RAT. The identification of this set of positions is somewhat arbitrary
and could equal y be described in any number of other sets of positions.
16. If Central District is required to reduce constabulary positions to RAT at any time in the future, all
under
positions will need to be revaluated at the time, taking into consideration the operating environment
and the current strategic direction of Police.
Information
Released
Official
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GENERAL THEMES
17. The following sections identify general submission themes.
Living within Means
18. Many submitters identified the value that particular positions have or suggestions which would require
(significant) additional positions across the District.
19. The decision to disestablish a position does not mean that the contribution that position makes to the
organisation is not valuable. In each and every case there are cogent and persuasive submissions in
support of positions. Ideal y, these positions could be in the organisational chart; and we can think of
many other positions that we would like to have.
20. However, we have to establish a structure with the number of positions that we have; we cannot
exceed that number.
21. The decision to disestablish a position reflects that it has not been possible to identify funding for that
position within the boundary of
Constabulary RAT positions afforded to the Distric
Actt.
the
22. Again, if all of the desires for positions were totalled, or if all our communities were resourced at the
level of the most favourably resourced communities, this would far exceed the available capacity of
Constabulary RAT positions. Every community deserves the best service we can provide, however, not
under
at the expense of others.
23. This inevitably means that difficult decisions have to be made about where staffing resources are
placed for the best overall benefit of the District.
Information
24. The District acknowledges that the structures outlined in this decision document create chal enges for
individuals and for some areas of our business which may result in changes to the way that various
Released
groups currently work.
Official
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Public Consultation
25. In the main we propose minimal changes with the potential to impact communities and service delivery
therefore we are not proposing to consult external y.
26. A common theme in both the Q&A’s submitted and in the final submissions was in regard for the need
for Police to consult with communities and other stakeholders.
27. As identified in the Project Balance Proposal document, Constabulary numbers for resourcing for Areas
(and Stations) is likely to attract considerable community and stakeholder scrutiny.
28. Whilst there is an internal and external inclination to focus on Constabulary resources assigned directly
to a Station this poorly reflects modern Policing. Approached from the perspective of a single
community or station has the potential to fail to address the basic premise that every victim deserves
equitable access to Policing services.
29. Many of the initial proposals are revised as a direct consequence of feedback from our staff.
the Act
Police Model
30. Submitters also frequently identified that some positons were more
under
valuable than others (e.g., that Road Policing should be reduced in
favour of PST, or that Prevention resourcing should be increased).
31.
Information
The Police model recognises that Police make investment decisions
across a range of functions including prevention, response,
investigation and resolution. Broadly, these reflect the investment
levels that Government make in Police (i.e., as represented in
Released
Vote:Police appropriations).
Official
32. An important component of Project Balance is that the investment in
a particular component of the Police model cannot be at the
detriment of other parts of the Police model.
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SPECIFIC CONSIDERATIONS
Theme
Changes made as a result of submissions
1/2/3 Stations
The appropriate sizing of stations were reviewed and an
A number of submissions were
additional 3 positions are identified as required to
made in regard to proposed
maintain current deployment.
1/2/3 person station sizes. These
identified:
• Bulls +1
•
a)
Rural Community Constable based at Taumarunui to
the need to maintain
cover wider than Ohura
resources in many of the
• Woodville +1
locations where reductions
were proposed;
Station
Proposed
Confirmed
b) potential reductions, usual y
Bul s
1
2
to support positions in
Eketahuna
1
1
Eltham
2
2
another location.
Foxton Beach(1)
1
1 (CPC)
Huntervil e
1
1
Inglewood
2
2
the Act
Kimbolton
1
1
Manaia(2)
1
1
Mokau
1
1
National Park
2
2
Norsewood
1
1
Ohura(3)
0
1
under
Okato
1
1
Opunake
2
2
Patea
2
2
Pongaroa
1
1
Information
Raetihi
1
1
Shannon
1
1
Waiouru
2
2
Released Waverley
1
1
Woodvil e
1
2
Official (1) Foxton Beach designated as a CPC and the position is retained locally
and deployed as part of a Foxton / Foxton Beach sub-area.
(2) Although a position is identified as Manaia the position is assigned to
Opunake and the Opunake station has responsibility for Manaia.
(3) The position for Ohura is transferred into a Rural Community Policing
position providing additional resource for Ohura and rural policing
based at Taumarunui.
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Theme
Changes made as a result of submissions
CPC Designations
Designations were reviewed and the following changes
In addition, the proposal that
made.
some of these stations were
Proposed Confirmed
designated as Community
Foxton Beach
CPC
CPC
Policing Centres attracted a
Inglewood
CPC
2 Person Station
number of submissions.
Pongaroa
CPC
1 Person
Raetihi
CPC
2 Person Station
The designation of all 1/2/3 person stations may be
considered in the future when positions become vacant
based on deployment needs at that time.
Waitara
The existing service delivery model of 1+5 for PST and 1
The largest number of
Community Constable at Waitara is reinstated.
submissions were received in
regard to the proposal to deliver
The proposed investment of dedicated prevention
positions at Waitara (1 Prevention Sgt, 2 Community
response services for Waitara as
Constables, 1 Youth Aid Officer) is retracted.
part of the PST for New
Plymouth.
the Act
Sgt Stations
The proposed sizing of stations were reviewed and:
Submissions were made in regard
• Additional funding sought for 3 positions
to the inconsistency of resourcing
(Dannevirke +2, Pahiatua +1).
across similar demand Sgt
• It is proposed that the YAS/SCO position at Marton
Stations.
be disestablished and reinvested in Marton as a PST
under
position.
• The proposal to pool Waitara PST with New
Plymouth PST is retracted (discussed above).
Information
Station
Proposed
Confirmed
Dannevirke
1+4
1+6
Foxton(1)
1+6
1+6
Released Otaki
1+6
1+6
Marton
1+5
1+6
Official Ohakune
1+5
1+5
Taihape
1+5
1+5
Pahiatua
1+3
1+4
Waitara
Included within
1+5
provision for
PST for New
Plymouth
(1) Including Foxton Beach position.
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Theme
Changes made as a result of submissions
Feilding
The proposal is redrawn to make clear that the level of
A number of submissions
resourcing for PST staffing at Feilding is unchanged. The
expressed concern about
pre-existing model for Feilding had three sections of 4
a) the loss of services to Feilding PST staff (12 PST staff) and this level of resourcing is
through the proposal to pool retained in the proposed structure.
response resources with
Palmerston North PST in a
The other affects for Feilding are reporting line changes
Manawatu North PST pool.
for Investigations, STU, and Youth which now report to
b) Workability of resourcing
supervision in other locations which does not directly
level
impact the service delivery for Feilding.
District Coordinator SAR
It was originally proposed that this role be
A large number of submissions
disestablished and the responsibility be devolved to
were received in opposition to
Area based portfolio holders.
the disestablishment of the
position and the devolvement of In response to the feedback, it is proposed that this
responsibility to portfolio holding responsibility (along with the responsibility for other
NCOs in Areas.
specialist squads) be transferred to the existing S/Sgt
Act
role reporting to District Manager Operations. This may
the
require the devolvement of administrative and project
responsibilities currently held by this role (to DCC, Area
S/Sgts).
AHRO
The inconsistency across Areas reflects the different
Submissions were received
capacities in each Area to identify a consistent
under
identifying :
approach.
a) inconsistency of approach
across Areas (different
The intent of the proposed structure is to clearly assign
portfolio holders in
the responsibility for the AHRO portfolio. It is an Area
Information
Whanganui and Taranaki, and decision how the work is shared across a number of
an identified position for
roles (including Community, Custody, and TAG).
Manawatu) Released
b) the desirability of identified
positions in all Areas Official
c) the possibility of supporting
the administration of the role
centrally (e.g., in the CASE
group)
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Theme
Changes made as a result of submissions
STU
The District organisational chart identifies 98 specialist
Submissions were received
road policing positions, of which, 36 are STU positions.
identifying that:
a) STU should report directly to In the proposal, the explicit resourcing of these as
the Road Policing group
dedicated specialist positions is affirmed but no
b) different area based
changes are proposed at this time in terms of reporting
al ocations, which then would lines.
free up positions for other
Policing duties
YAS/SCO
Additional re-analysis of data supports the proposed
Submissions were received that
distributions of YAS/SCO Officers, although a change is
identified
identified for the Marton SCO/YAS position.
a) in-equality in the
SCO
distribution of positions
Area
Schools Enrolled(1) Decile Proposed
between (and across) Areas
(1)
1-3(1)
b) The value of additional
Manawatu
114
27,380
6,843
5
positions
Whanganui
86
12,387
5,676
4
c) Forthcoming changes to age
Taranaki
95
20,253
2,146
3
Act
jurisdiction
the
(1) fr
om www.educationcounts.govt.nz/statistics/schooling/student-
d) Supervisory span for
numbers/6028
Manawatu North supervisor
YAS
Area
YAS
Decile Proposed
CASES
1-3(1)
Manawatu
447
6,843
2+8
under
Whanganui
286
5,676
1+5
Taranaki
377
2,146
1+7
• Marton YAS/SCO position proposal for
Information
disestablishment (reinvested in Marton PST)
• Taihape YAS position to have responsibility for
Rangitikei and Ohakune YAS matters.
Released • Whanganui SCO’s to have responsibility for
Rangitikei SCO delivery.
Official The Government decision to increase the age of
jurisdiction for Youth Court to include 17 years olds
from 2019 will be revisited when this is implemented.
This will also require a detailed understanding of the
impact on workload of this change.
SCO’s in Manawatu are realigned to the prevention
supervisor in Feilding to reduce the number of direct
reports for the Manawatu North YAS Supervisor and to
provide consistent supervision.
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Theme
Changes made as a result of submissions
Inquests
The feedback was considered, and it is noted that
Submissions were received
advocacy responsibility is identified as formally being
identifying the need to retain
with PPS.
capacity in Areas and the need
The proposal to manage Coronial requirements
for local liaison with Coroners.
central y is unchanged.
Case (CJSU/ISU/FMC)
Two CJSU sections are drawn, with ISU remaining as a
Submissions were received
separate team.
identifying different structures
than the three section model
Functional splitting of responsibilities for JAT,
Disclosure, OIA, and Coronial across CJSU teams, and
proposed.
rostering, is a management decision.
SGT Position Taumarunui
A Prevention Sgt position is drawn on the organisation
Submissions were received
chart funded from a reduction in the proposed increase
identifying the need to retain a
in the court section at Whanganui.
Sergeant position at Taumarunui.
Custody
A Position of Custody/Court Manager is proposed in
Act
Submissions identified that:
Levin.
the
a) Custody at Levin needs to be
formally recognised and
This also responds to submissions regarding the
staffed
desirability for an O/C Station positon / existing
b) Custody in Palmerston
Operational support Sgt position at Levin, with Court
North should be managed
managed out of existing resources.
under
by a NCO
c) Lack of clarity over the
The proposal to manage Custody at Palmerston North is
distinction between Court
that this be done within the existing PST capacity,
Information
and Custody sections
replicating the model at New Plymouth and Whanganui.
Court Orderly
With proposed changes at New Plymouth (from a
d)
Custody section to a Court Section), the model wil be
Released
Desirability of identified
court liaison role
aligned across Palmerston North, Whanganui and New
Plymouth with each location running a Court section.
Official Respective organisation charts have been labelled to
reflect this. With AVL there may be greater capacity for
staff in these sections to provide more coverage into
Police custody rather than Courts although this will
require benefits to flow from AVL technology.
Responsibility for Court Liaison is recognised within the
Court section.
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Theme
Changes made as a result of submissions
TCU/OCU Supervisor
The Detective resource previously identified in the
Submissions were received
TCU/OCU units is moved to report to the general squad
identifying:
provision for Whanganui and Taranaki Areas. Areas will
a)
resource OCU activity out of this capacity as required.
Desire for the supervisor to
be a D/Sgt rather than the
identified Sgt or D/Sgt
Decision as to the designation of the supervisor role will
b)
be determined at the time of advertising.
Size of investment
Investigator Distribution
• 1+4 identified for South Taranaki (from 1+3).
Submissions were received
• Identified capacity for OCU increased to 3 (from 2)
identifying different distributions
• The effect in the General Squad is then to decrease
of Investigators within the
from 2+12 to 2+10 (-1 OCU, -1 to South Taranaki).
Taranaki organisation chart.
• ASA team is reduced to 1+3 (-1) and the CPT team
increased to 1+6 (+1).
Safer Whanau
No additional capacity has been able to be identified,
Submissions were received in
although it is noted that a Police Employee is assigned
Act
response to proposals identifying to this work stream in Ruapehu.
the
resources under Safer Whanau
a) Size of investment
b) Need to formalise rotational
positions (Manawatu)
c) Span of influence for NCO
under
positions (Taranaki)
d) Additional resource for
Ruapehu
Reporting line Changes
a) National Park reporting to Taumarunui
Information
Submissions were received
b) Waiouru reporting to Taihape
identifying different reporting
c) Levin Community position reporting line moved to
line arrangements.
NPT (consistent with approach in Whanganui)
Released
a) National Park, Waiouru.
b) Levin Community position
Official
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CONFIRMED DECISIONS
33. Initial proposals confirmed as part of Project Balance.
Subject to Rotation
All Constabulary positions (Constable, Sgt, D/Sgt, Senior Sgt,
D/S/Sgt, Inspector, D/Inspector) are established as being subject to
rotation, albeit, within the constraints placed on a geographically
disperse District
This places out of scope any changes that require by definition a
change of location.
The Policy Movements overarches and ensures consultation with
employees, the Police Association and other appropriate service
organisation representatives.
Consistent Position
Reconfirmation process will ensure that similar positions have
consistent position descriptions. Where it is appropriate, generic
Descriptions
organisation position descriptions will be preferred.
Act
Scale B
All Constabulary positions are proposed to be Scale B. This
provides the appropriate mechanism fo
the r staff to be deployed to
rostered hours of work after appropriate consultation. This change
affects two staff below the rank of Inspector.
under
Information
Released
Official
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CHANGE PROTOCOL
34. This protocol sets out the overall approach to managing the people transition process.
35. This protocol does not supersede the policy fo
r People and Restructuring and prevailing applicable
conditions of employment agreements.
36. There is no option of redundancy for Constabulary members. The objective is to place all Constabulary
members into the new organisational structure.
37. The change process is designed to:
• ensure a fair and transparent process
• maximise the placement of staff into available positions
• minimise uncertainty for staff
• ensure minimum disruption to ‘business as usual’
• observe the restructuring provisions contained in the relevant employment agreements and
policy.
the Act
38. In summary the process is:
Reconfirmation
If the duties of a position in the new structure are the same, or nearly the same as an
employee’s current position, the person will be reconfirmed in their role on their current
under
terms and conditions. (Subject to their being sufficient uncontested positions).
The criteria for reconfirmation is :
•
Information
The job profile of the position in the new structure is the same (or nearly the same)
as what the employee currently does;
• Salary for the position in the new structure is the same;
•
Released
The position has terms and conditions of employment (including career prospects)
which are no less favourable, and
Official
• Location is the same. If the new position is in a location where transfer expenses
would be paid then the positions are different.
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maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
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Restricted reconfirmation pool
If the analysis indicates that the position is the same or substantially the same, but there is
more than one clear candidate because there are fewer positions, then Managers will
consult with staff and Service organisations and one of the following options will apply:
• agreement reached amongst the employees concerned on who wil take up the
position.
Or
• the position wil be advertised to these employees only, with appointment made as
per the skil s matching process for reassignment outlined in policy.
Employees not appointed by this process wil be ABR and entitled to seek reassignment to
new, vacant, and alternative positions.
Affected by Restructuring
Any staff member who is not reconfirmed into a position (i.e., their position is not in the
finalised structure or there are insufficient positions for the number of candidates) is
“
Affected by restructure” (ABR) and eligible for reassignment to alternative positions.
the Act
Subject to applicable procedures, candidates have priority rights for jobs at the same band
or lower, subject to processes outlined in Policy. Where an employee does not register an
interest in a position, the employee may be reassigned.
Because there are a number of procedural steps set o
under ut for dealing with those subject to ABR
provisions this will mean that there is a graduated approach to filling positions in the structure
and it may take some time to implement the structure.
Information
39. Reconfirmation and reassignment opportunities occur from an employee’s appointed position. Usually
this is the one that they were appointed to as a result of a formal vacancy process (or initially posted
to). Many people are on secondment, EOI, or rotation so it is important to understand that the effect is
Released
on appointed position. Staff who are on temporary deployment to a position outside of their
substantive role do not have priority rights to the temporary position they are deployed to.
Official
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maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
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IMPLEMENTATION TIMELINE
40. The timeline to implement changes is as follows:
Date
Stage
14 November 2016 Consultation Document released
28 November 2016 Consultation closes
28 November Submissions considered and evaluated bv the District
-12 December 2016 Governance Group
15 December 2016 Decisions document released
January 2017 Confirmation, reassignment and redeployment process
commences
Act
Completion of reassignment and redeployment process
the
1 July 2017 New organisational structure ful y implemented
41. Implementation will be progressive starting in January. Reconfirmation processes, especially where
under
there are restricted pools and multiple contested positions may mean that a number of successive
rounds are required to place individuals into positions hence a more specific date cannot be identified
for full implementation.
Information
42. Because this document identifies one new proposal (at para 47), a period of consultation is identified
for this new proposals, closing 21 January 2017. Submissions on this should be made to
Released
[email address]
Official
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maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
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C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 18
SUPPORT FOR STAFF
43. Change proposals can be unsettling.
44. People wellbeing is of primary importance, and the District is committed to ensuring all staff have the
support they need throughout the entire change process. Questions about the change or support in
dealing with the impact the change may have on specific position can be directed to:
[email address], or one of the fol owing people or groups wil be able to support
you or ensure you get the appropriate support:
• Managers
• EAP – 0800 327669 (EAP NOW)
• Human Resources representatives or Welfare Officer
• Police Association/Police Managers Guild representatives
45. Assistance and guidance may also be found in the policy for people and restructuring, located on the
intranet > Tools and Resources > Human Resources > Employment Conditions. You can also refer to
your employment agreement which is also located as above.
the Act
under
Information
Released
Official
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 19
IMPACT OF PROPOSED CHANGES ON CURRENT ROLES
46. Note, this section is substantially revised to reflect the impacts from consultation with staff on the
original proposals.
New Proposals
47. The following table identifies additional positions that are affected as a result of proposed changes
made in response to the staff consultation phase.
Area
Station/Group
Position
Impact
Whanganui
Marton
YAS/SCO Constable
Disestablished
Whanganui
Whanganui
SCO Constables
Role to incorporate Rangitikei SCO
delivery
Whanganui
Taihape
YAS Constable
Role to incorporate Rangitikei YAS
delivery
the Act
Disestablished Positions
48. The following table identifies positions as being proposed for disestablishment. These roles have
incumbents.
Area
Station/Group
Position
Impact
# of People
under
Affected
DHQ
Prevention
Insp Community & Youth
Disestablished
(1)
Information
DHQ
Operations
District SAR Coordinator
Disestablished
(1)
MANAWATU
Feilding
Youth Aid Constable
Disestablish 1 position
(2)
Released
MANAWATU
Levin
NPT Constables resizing (4 Disestablish 1 position
(4)
Official
to 3 Constable positions)
MANAWATU
Pahiatua
Youth Aid Constable
Disestablished
(1)
MANAWATU
Feilding
Feilding PST Sergeants
3 Positions Disestablished.
(2)
(1 Position currently vacant)
MANAWATU
Feilding
O/C CIB
Disestablished
(1)
MANAWATU
Foxton
Community Constable -
Disestablished
(1)
Problem Solver
TARANAKI
New Plymouth
Community Constable
Disestablish 1 position
(4)
New Plymouth
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 20
Area
Station/Group
Position
Impact
# of People
Affected
TARANAKI
New Plymouth
Senior Sergeants
Reduction reflecting the
(4)
disestablishment of S/Sgt
Waitara
TARANAKI
New Plymouth
AHRO Sgt
Disestablished
(1)
TARANAKI
New Plymouth
CIB Organised Crime Unit
Disestablished
(1)
D/Sgt
WHANGANUI Whanganui
Watchhouse Keeper
Disestablished
(1)
WHANGANUI Whanganui
Community / IWI
Disestablished
(1)
Constable
WHANGANUI Whanganui
Admin Sergeant
Disestablished, Reduction in
(11)
Sergeant positions in the
station by 1
49. The following table identifies remaining proposals to disestablish vacant positions.
the Act
Area
Station/Group
Position
Impact
DHQ
Prevention
FIO Levin
Disestablished
MANAWATU
Shannon
Shannon (resizing)
Change from 2 person station to 1
under
person station
MANAWATU
Otaki
Community Constable Otaki
Disestablished.
MANAWATU
Dannevirke
D/Sgt Tararua
Disestablished
Information
MANAWATU
Feilding
Area Manager Response
Disestablished
Released
MANAWATU
Dannevirke
PST Constable
Station resized from 7 to 6 PST
Constables
Official
MANAWATU
Pahiatua
PST Constable
Station resized from 5 to 4 PST
Constables
TARANAKI
Opunake
Opunake (resizing)
Position disestablished
(Station maintained at 3 by Manaia
position)
TARANAKI
Inglewood
Inglewood (resizing)
Disestablish 1 Position
WHANGANUI
Waiouru
Waiouru
Station resized from 3 to 2 person
station.
WHANGANUI
Waverley
2 Person Station Constable
Station resized from 2 to 1 person
station.
WHANGANUI
Whanganui
NPT resizing (5 to 3 Constable
Disestablish 2 positions
positions)
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 21
New Positions
50. The following table identifies proposed new positions.
Area
Station/Group
Position
DHQ
Operations
Sgt CJSU
(Formalise second NCO position)
DHQ
New Plymouth
Inspector Community and Youth
MANAWATU
Levin
Safer Whanau Constables
(x2)
MANAWATU
Levin
S/Sgt Prevention
MANAWATU
Feilding
Sgt Prevention
MANAWATU
Palmerston North
Safer Whanau Constable the Act
MANAWATU
Palmerston North
AHRO
MANAWATU
Levin
O/C Tactical Crime Unit
under
TARANAKI
South Taranaki
Safer Whanau Constable
TARANAKI
North Taranaki
Safer Whanau Constable
(x2)
Information
WHANGANUI
Whanganui
Safer Whanau Constable
(x2)
Released
Official
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 22
51. The following table identifies positions affected by administrative changes to the position (e.g., change
in reporting line, position title, role scope).
Area
Station/Group
Position
Impact
DHQ
Prevention, DHQ,
S/Sgts
Change in roles to enhance DCC
Palmerston North
operations
MANAWATU
Levin
Area Manager Response Levin
Reflecting division of role into
Response and Prevention
Horowhenua
MANAWATU
Levin
Operational Support Sergeant
Renamed to Custody Manager
MANAWATU
Palmerston North
S/Sgt Community and Youth
Renamed to S/Sgt Prevention North
MANAWATU
Palmerston North
Custody S/Sgt Palmerston North
Renamed to S/Sgt Response
MANAWATU
Palmerston North
Coronial Inquests Officer
Change in reporting line to DHQ
MANAWATU
Feilding
Detectives
Change in reporting line
the Act
MANAWATU
Dannevirke
Detectives
Change in reporting line
MANAWATU
Feilding
STU
Change in reporting line
under
MANAWATU
Palmerston North
PST Sgts
Roles extended to included Feilding
supervision and coverage
MANAWATU
Palmerston North
PST Constables
Roles extended to operate within
Manawatu North deployment pool
Information
MANAWATU
Feilding
PST Constables
Roles extended to operate within
Manawatu North deployment pool
MANAWATU
Foxton Beach
Foxton Beach
Designation as a CPC, Role extended
Released
to include Foxton responsibility
MANAWATU
Foxton
PST Constable
Role extended to include Foxton
Official
Beach responsibility
TARANAKI
Hawera
Hawera PST
Change in role to enable
deployment pool between Hawera /
Stratford
TARANAKI
Stratford
Stratford PST
Change in roles to enable
deployment pool between Hawera /
Stratford
TARANAKI
Opunake
3 Person Station Constable
Change in role to reflect
responsibility for Manaia and
Opunake
TARANAKI
Manaia
Manaia (redesignation to CPC)
Designation to CPC
(Position assigned to Opunake and
deployment covered by Opunake)
TARANAKI
New Plymouth
Community Sgt
Change in role to include AHRO
portfolio
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
C e n t r a l D i s t r i c t
Project Balance Revised Proposal | Page 23
Area
Station/Group
Position
Impact
TARANAKI
Waitara
STU Officer
Change in reporting line
TARANAKI
South Taranaki
Senior Sergeants (x2)
Reflecting division of role into
Response and Prevention South
Taranaki
TARANAKI
New Plymouth
Inquests Officer
Disestablish portfolio
WHANGANUI
Whanganui
Inquests Officer
Disestablish portfolio
WHANGANUI
Ohura
Ohura
Position formalised as Rural
Community Policing resource
WHANGANUI
Whanganui
Dog Section Whanganui
Reduce 4 General Dog Handler roles
to 3 and add 1 Sergeant. Managed
when a position within the existing
team becomes vacant.
WHANGANUI
Whanganui
Custody Sgt
Change in role to include AHRO
portfolio
the Act
under
Information
Released
Official
This document is the property of New Zealand Police. Unauthorised possession is an offence under section 50 of the Policing Act 2008, carrying a
maximum penalty of 3 months imprisonment, or a fine of $2000, or both.
IN CONFIDENCE
