A hard-hitting independent review into Police validates long standing concerns raised by Police Association members while also signalling major changes to training, vetting, leadership and workforce structure.

The 88-page performance improvement review (PIR), which Commissioner Richard Chambers called for last year, was released by the Public Service Commission in April. It paints a picture of an organisation under strain from internal cultural failings and rapidly evolving crime demands.

“What stood out is that it highlights a number of concerns we’ve been raising for quite some time,” says association president Steve Watt.

Issues identified in the PIR mostly centre on integrity, inconsistent standards, investigative “skill fade” and increasing pressure on frontline staff.

“Our members feel vindicated by this report,” Steve says. “It clearly identifies problems that frontline staff and investigators have been dealing with for years. Now the challenge is making sure any solutions actually improve policing for our members and the communities they serve.”

The review says Police must tackle three major challenges over the next five years: rebuilding integrity, adapting to increasingly digital and transnational crime and fixing longstanding weaknesses in corporate support systems.

Among the most confronting findings are claims of a “perceived culture that holds seniors to a lesser standard than juniors”, fears among junior staff that speaking up against rank can be “career limiting”, and complaints systems that “can fail staff at all levels”.

The PIR says an “integrity reset is urgently needed”.

Steve says while members will welcome those concerns being acknowledged, they will also be watching closely to see whether any remedies are applied evenly across the organisation.

“For members, accountability has to be consistent regardless of rank,” he says. “One of the strongest messages in the report is that trust inside the organisation matters just as much as public trust. If staff believe there are different rules for different people, confidence erodes very quickly.”

‘Tribalism’ and leaks

The PIR links many integrity concerns to the fallout from the Independent Police Conduct Authority’s report into former deputy commissioner Jevon McSkimming in 2025 and found “tribalism”, especially among senior leadership, had become a significant organisational risk.

The reviewers warn that loyalty networks can undermine merit-based appointments, discourage staff from speaking up and improperly shield poor behaviour.

The PIR also raises concerns about insider threats, information leaking and corruption risks, noting the National Integrity Unit views insider threat as “the most significant risk facing Police”.

For association members, it could lead to increased scrutiny throughout their careers.

Police’s implementation plan confirms work is already under way on strengthened recruitment screening, enhanced social media checks and the possible return of home visits as part of pre-entry vetting.

More significantly for serving staff, Police is exploring ongoing, career-long vetting beyond the current Children’s Act requirements.

Steve says any expansion of vetting or integrity monitoring needs to be balanced carefully with staff rights, privacy and wellbeing.

“Our members understand the importance of maintaining integrity and public confidence, but any new vetting systems or oversight mechanisms must involve genuine consultation with staff and the association,” he says.

“You can’t build trust internally by imposing major changes on people without bringing them into the process.”

Pressure points

The review repeatedly acknowledges the pressure members are already under. It warns that Police is “struggling to keep up” with increasingly complex offending while still dealing with traditional frontline demand.

Reviewers say investigation quality has deteriorated sharply, particularly among less experienced staff, with only 21% of homicide, sexual assault and serious assault investigations finalised within 12 months in 2024/25 – down from 40% in 2020/21 and well below Police’s own 60% target.

The report describes cases being placed on “weak foundations” because of gaps in evidence gathering, uneven file quality and declining investigative capability. Some officers were said to be arriving in court “nervous, unfamiliar with material they are speaking to, and unprepared for cross examination”.

The reviewers repeatedly refer to “skill fade” and call for urgent remedial training.

Police’s implementation plan shows the organisation is already redesigning supervisory and investigative training, refreshing recruit courses and considering an “annual warrant of fitness” competency model for sergeants, senior sergeants and relevant Police employees.

That proposal could become one of the most significant changes for members in years, introducing ongoing competency assessment rather than relying on one-off training.

Steve says members would support meaningful investment in capability provided it comes with proper resourcing and realistic expectations. “Our people want good training. They want to feel confident and supported doing increasingly difficult work.

“But training can’t just become another compliance burden added on top of already stretched workloads. If Police wants better investigative standards and stronger supervision, then members need time, staffing and support to achieve that.”

Out with the old

The report also pushes Police towards a very different workforce model in future, including expanded use of non-sworn specialists, greater lateral recruitment and more externally sourced expertise in cybercrime, fraud and intelligence. Reviewers say traditional career pathways alone can no longer meet policing demand.

That shift may concern some members worried about erosion of sworn policing roles, but the report argues that specialist capability is increasingly essential in a digital crime environment.

At the same time, the review strongly backs Police’s renewed focus on visible frontline policing, gang disruption and retail crime prevention. It notes that one officer told reviewers: “We have our mojo back, it’s like night and day.”

Steve says members also appreciate that frontline work and core policing have finally been recognised as priorities again.

“There’s no question our members are deeply committed to serving their communities,” he says.

“The review pays credit to that dedication, but it also shows frontline staff have been carrying the effects of years of underinvestment in training, systems, infrastructure and support.”

The PIR also highlights wider organisational risks likely to affect members operationally for years to come, including ageing stations and custody facilities, fragmented IT systems, outdated processes and vulnerabilities in the 111 emergency call platform.

Reviewers say Police has “historically underinvested in their corporate backbone”, leaving frontline delivery exposed.

The way forward, together?

While Police has released a detailed implementation plan and is developing a 10-year capability plan, questions remain around how much consultation will occur with staff and the association before any moves to make major changes proceed.

The implementation plan refers extensively to executive governance, capability uplift and organisational reform, but contains relatively little explicit reference to staff engagement and/or association involvement.

Meaningful engagement will be critical if Police wants reforms to succeed, Steve says.

“Our members will ultimately be the ones delivering these changes on the ground. The association expects to be properly involved in discussions around training, workforce reform, vetting, performance systems and wellbeing impacts. 

“Sustainable change only happens when the people doing the job are genuinely listened to.”

Despite its criticisms, the PIR repeatedly praises the professionalism and commitment of frontline staff. For many members, Steve says, that recognition matters.

“The report makes clear that Police staff remain highly motivated and committed to protecting their communities. That commitment has never been the problem. The challenge now is making sure the organisation gives them the leadership, support, fairness and resources they deserve.”