Steve Watt on pay, policing and politicians
 

Q: What made you want to stand for president of the association?

Steve Watt: The association is such an amazing organisation. Having been involved for the past 13 years and seeing where we've gone and where we need to go, it felt like a great opportunity to step up, put my name forward, and continue the fine legacy of the Police Association. I felt I was the best person to do that and could do a good job. So that’s why I put my name forward.

Q: In your pitch to members – you had the roadshow, the “media-like” video and so on – what do you think got you voted in?

Steve: Probably a couple of things. No 1, it’s about being yourself, showing members you’re genuine and not hiding behind someone else. Secondly, it’s understanding the issues that matter most to members right now such as the lack of decent pay rounds in recent years and realigning the timing of the collectives. I campaigned on that, and I’m passionate about it, because strength and unity come from getting those collectives right. I think those points resonated with members.

Q: Now that you have the top job, how would you describe your leadership approach?

Steve: I like to utilise the skills and experience of others. I don’t pretend to have all the answers. It’s important to lean on those who are skilled in certain areas and get the best out of them. Not all ideas come from the president. I aim to listen to members, develop their ideas and build on them.

Q: Have you thought about what you’re going to tackle first? What’s job No 1?

Steve: Aside from pay round next year, a big issue for members is the disciplinary and investigation process. It’s ad hoc at best. I appreciate that the commissioner is trying to improve it, but the pace of change is too slow. Members are still caught up in unnecessary proceedings. We need to focus on that, speed up the process and get results.

Q: Commissioner Richard Chambers – what kind of relationship do you have with him now, and what do you expect going forward?

Steve: Credit where it’s due. The commissioner has a firm view about the front line and a real focus on employees at the coal face. That aligns with the association’s focus, so it bodes well. I’ve met him a couple of times, and he’s always open to conversation and willing to listen. The challenge is translating that listening into action, that’s where we may need to push harder.

Q: How do you want to see the association evolve during your tenure?

Steve: One thing I want to continue is the diversity on committees and on the board, which Chris Cahill started. That’s really important to me. But we also need to engage better with younger members, get them involved in committees and increase communication and engagement across all members, particularly younger ones, who can get left behind.

Q: What are the biggest ongoing challenges for frontline police?

Steve: Staff safety is No 1. We’re seeing escalating assaults and violence against officers. We need to make sure our people are trained properly and have the right equipment. No-one wants to see an officer injured – or worse. Ensuring staff safety remains a top priority.

Q: How long have you been in police?

Steve: Twenty-five years, just this past August. I joined in 2000.

Q: How has policing changed since you joined?

Steve: Big changes. For example, frontline safety has evolved – Tasers, better access to firearms. We’ve gone through many phases of policing, some positive, some less so. But some changes have really improved how we deal with the public and get results.

Q: General arming, where do you stand on that?

Steve: I’m supportive. There have been recent incidents where officers were confronted and shot but didn’t have the equipment to respond appropriately. I am in favour of general arming our police.

Q: You’ve been involved in the association for a number of years as well. So you can pick either or both. What are you proudest of in your time with police and/or the association?

Steve: I’m proudest of the way that I’ve led my staff in Police and the way I intend to lead in the association. I’ve got an amazing team [in Queenstown], which, unfortunately, I’m going to have to leave behind, but there’s always been a great relationship between them and me. I’m not overbearing – it’s about working together.

Q: You’re soon going to be dealing with politicians, pay negotiators, the media. Who intrigues you most, the MPs, reporters, or your own board?

Steve: Probably the politicians. They’re the ones I haven’t dealt with much so far. The goal is getting some simple answers without a whole lot of frustration so we can achieve what we want within the association.

Q: What’s something about you that surprises most people?

Steve: I am an avid collector of antiques. I really enjoy collecting fine china. When I travel, I love stopping at second-hand stores and antique shops and having a good rummage – china, ceramic, furniture, the works.

Q: Family-wise, you have to move from Queenstown to the capital. How’s that going?

Steve: It’s going to be interesting. We applied for Wellington College for our oldest son and there was a funny mix-up with out-of-zone applications. Eventually, we sorted it. The family is excited about the move. I’ve got two boys: Fletcher is 13 and Spencer is 11. Fletcher’s in his last year of primary school and will be in first-year high school next year. My wife, Lisa, is a career detective, 28 years in the job. We met in Ohakune when we were both posted there. And the rest is history.

Q: On some of the issues Chris raised in his conference speech – the IPCA getting involved where he says it shouldn’t, members’ mental health, the prevalence of firearms, pay-scale restructuring and body-worn cameras – what are your thoughts?

Steve: Regarding the IPCA, people need to stay in their lanes. When organisations veer outside, it muddies the water and creates frustration. If the IPCA stays doing what it does best, it makes everyone’s job easier, and we still get the right results.

Officer mental health is becoming a big issue, compounded by the cost-of-living crisis and that policing itself is changing with increased violence. It’s something the association can lead, to encourage and get buy-in from Police to address this.

Despite firearms reforms, illegal firearms are still prevalent, and many areas deal with them daily. Officer safety is critical, and we need the right tools and information to increase safety.

Remuneration reform is another priority. In the Remuneration Design Group (RDG), we’re looking to fix the 21-step “climb” for some of our bands. It’s far too many steps compared with nurses, who have only seven. Members need to be remunerated fairly.

I’m fully in favour of body-worn cameras. Evidence shows they reduce complaints, and when complaints do arise, they’re resolved faster. We need to ensure laws and disclosure rules are right, but overall, BWCs are an invaluable tool for modern policing. But it’s vital government increases funding so the initial and ongoing costs of them aren’t taken from other areas in desperate need.

Q: Any final thoughts?

Steve: I’m just really excited, looking forward to getting stuck in. There are challenges ahead, but I want to hit the ground running and do the best for the membership.