First and foremost, thank you for the opportunity to serve as your representative. It’s a role that brings its share of challenges and is never short of complexity but it’s also deeply rewarding. Supporting members and seeing the positive impact we at the association can make is a privilege I’ve never taken lightly.

The association is in a strong position. Membership remains high and our reputation with the public is overwhelmingly positive. While there will always be moments of tension, our relationship with Police is generally constructive – and that’s essential. Not every issue needs to be a battle; collaboration often leads to better outcomes. 

I’m confident we have the right people in place. Our staff are focused, aligned with our mission and deeply committed to delivering for members. The board of directors is engaged and has made significant strides in improving our business acumen and gender diversity.

However, we must continue to build on this progress. Expanding diversity and increasing member involvement in our governance structures are critical to our long-term success. Like many organisations, we face the challenge of effectively communicating with a changing membership – a complex issue with no easy answers.

While our wins – such as motor vehicle reimbursement, holiday pay, standby, and more recently, the investigators’ incidental allowance – are significant, they can be quickly overshadowed by ongoing concerns around remuneration. I’ve long said that our low attrition rates and strong recruitment capabilities, while positive, can hinder meaningful reform. The current system, in which it takes 21 years to reach the top of the constable salary band, is fundamentally broken. Real change won’t come through standard negotiations unless recruitment and retention trends shift. That’s why the Remuneration Design Group process is so important. It will remain a key focus for the association.

Across the Welfare Fund, we’ve made substantial progress to ensure we’re future-ready and compliant with increasing government scrutiny. We have a clear strategy for our Holiday Homes network, focused on maintenance, quality and future demand. Our life insurance scheme has been stabilised, securing this vital safety net for generations to come, and we continue to strengthen our partnerships in fire and general insurance. The Police Health Plan, like all health insurers, is under immense pressure because of the public health system’s shortcomings, which have driven unprecedented demand in the private sector. Despite these challenges, the board remains confident that we’re delivering a high-quality product at a significantly lower cost than other providers.

The foundation laid by those before us over 90 years remains strong. We are well positioned to meet future challenges – but our success depends on members stepping forward, getting involved and working alongside our dedicated staff to advance our mission of enhancing the wellbeing of our police family.

It has been an honour to serve. I wish all members and their whānau the very best for the future.