Public Service Commission’s (PSC) April 2026 Performance Improvement Review report painted stark picture of a Police force where culture of “tribalism” at the top, perception of 2-tier justice & systems that have failed staff have created a mission-critical integrity crisis. This is not about a few bad apples; the report points to a systemic rot where loyalty can trump merit, speaking up is risky & complaint processes are broken. The Police leadership challenge is to drive a generational shift in culture, embedding zero tolerance for misconduct from the front line to the executive suite. Without that sustained, uncomfortable & publicly accountable effort; the review’s findings will be just another report on a shelf gathering dust while Public trust continues to erode.
(Appreciate you sharing & signing my “Independent Commission of Inquiry into Tribal NZ Police Culture is Warranted” petition. Thanks in anticipation)
The report describes a culture where loyalty to personal networks & rank often overrides accountability, fairness & meritocracy – particularly in senior leadership.
One of the most significant findings was the identification of a long-standing culture of “tribalism”, especially at the executive level.
What “Tribalism” Looks Like – Risks It Creates
– Capable people may be promoted due to their association with a leader, not because of skill. Opportunities & promotions may be based on “who you know”, not merit.
– Turns attention inward, causing staff to prioritise tribal interests over the organisation’s goals. Can blind people to integrity issues & improperly protect those who are not performing.
– Loyalty formed around personal alliances, rank or shared history; creating competing groups within the organization. Staff may be protected from disciplinary action or scrutiny based on their “tribal” affiliations.
Report noted this dynamic is “most visible during senior leadership transitions” & has “endured over entire careers”. Cultural problems are not isolated incidents but are embedded in how the organisation operates at its highest levels.
Review found a consistent theme from those interviewed was a widespread perception senior officers are held to a lesser standard than junior officers.
Fear of Speaking Up: Report lead reviewers heard “instances of junior staff fearing speaking up against rank – it can be career limiting”. A culture where challenging authority, especially about misconduct, carries significant personal risk.
Inadequate Complaint Systems: Review found Police’s “internal complaints processes are not necessarily robust & can take years to resolve”. This systemic failure affects staff at all levels & can leave genuine grievances unaddressed.
Crucially, report stated culture & processes “have failed Police staff at all ranks”. The issues are not confined to a “small cohort of senior individuals” identified in the IPCA’s November 2025 report. Review added the integrity challenge is systemic.
Report explicitly identified a failure of the organisation’s culture & systems, noting:
– Long-running conduct & cultural issues dating back decades, including those identified in the 2007 Bazley Commission of Inquiry
– Trust & confidence are “hard won & can be easily lost”
– That while progress has been made since the Bazley Inquiry, “further work is necessary to resolve current integrity failings & set a clear course for long-term cultural reform”
This finding confirms the problems are not historical – they are active & require an urgent “integrity reset”.
Report’s recommendations point to a need for fundamental culture change, not just policy tweaks. Review’s conclusion is clear: success depends on Police leadership sustaining this cultural effort over years, not months. Goal is to embed “zero tolerance towards misconduct” as a defining feature of the organisation, from frontline decision-making to executive governance.
“Police need to take decisive action to strengthen integrity. Police must demonstrate their culture meets the highest standards of accountability & fairness. This means embedding integrity into everyday practice, leadership & oversight – not as a compliance exercise but as a defining feature & value of policing”.
Culture, Leadership & Service Development Recommendation
I strongly recommend an externally appointed (maverick/superstar) Culture, Leadership & Service Deputy Commissioner in the Police Executive. Their main objectives would be:
– Transform Police culture, currently one of accountability hatred, into a growth-mindset oriented one. Specifically, every accountability opportunity is an opportunity for Police & its personnel to grow, improve & learn – to become a better performing organization & people. Addressing accountability is seen as an organisational/personal strength
– Develop a quality leadership talent pool (which is currently non-existent)
– Ensure service resolution matters are handled with efficiency, empathy, integrity, professionalism & respect
A Culture, Leadership & Service Deputy Commissioner publicly declares Police are committed to improving their performance. “Appointment of a Culture, Leadership & Service Deputy Commissioner shows Police’s commitment to better serve the Public. Perfection will never be achieved, though we will get a little closer to it every day”.
In terms of service resolution, Police modelling from England & Wales Independent Office for Police Conduct shows what is possible – Police service resolution unit which is a major asset to the organisation as the Public ‘loves’ their highly visible empathy, engagement, integrity, professionalism & respect.
As Police Can’t be Trusted, Independent Commission of Inquiry is Warranted
This challenge is not new. The culture highlighted here was critically examined by 2007 Commission of Inquiry into Police Conduct (covered the period from 1979 to 2005) led by Dame Margaret Bazley. The same cultural issues were identified in IPCA’s 2021 Bullying, Culture & Related Issues in Police report & IPCA’s November 2025 Review of Police handling of complaints against Jevon McSkimming report. PSC’s findings graphically demonstrate the settings in place to enhance & protect integrity are still not sufficiently robust to enable the Public to have confidence Police will do their job ‘without fear or favour’. There needs to be a sustained plan of action to effect further substantial change.
In Police Commissioner Richard Chambers’ early 2025 Executive restructure; he gutted Police’s culture, leadership, people & service ‘top brass’. His restructure looked as if he believed the culture, leadership, people & service state of Police was fine – that the previous Executive structure was ‘addressing’ issues that did not exist. Chambers’ restructure put even less emphasis on addressing these major issues – hence, they are likely to get worse.
After PSC released their report, Chambers response was along lines of “Ok, I’ll establish a few more ‘junior’ National Integrity Unit roles – problem solved”! But, Police’s integrity issues are institutionised/much deeper than just 1 unit! PSC’s review conclusion is clear: success depends on Police leadership sustaining this cultural effort over years. Goal is to embed “zero tolerance towards misconduct” as an organisational defining feature. “This means embedding integrity into everyday practice, leadership & oversight – as a defining feature & value of policing”.
Chambers has repeatedly stated to media along lines of “Police don’t have cultural or integrity issues – they went with previous Executive as they left organization”. As 4 independent reviews over 20 years confirm, his claim is very wrong.
Enough is enough. Police have had 20 years to properly address their systematic cultural issues – instead, they have just ‘tweaked the edges’! As Chambers is in denial of & part of the cultural problems, he has to be directed by & be accountable to an Independent Commission of Inquiry laying out a roadmap of the required steps to finally address Police’s rotten culture.
Appreciate you sharing & signing my “Independent Commission of Inquiry into Tribal NZ Police Culture is Warranted” petition. Thanks in anticipation