(Appreciate you sharing & signing my “Independent Commission of Inquiry into Tribal NZ Police Culture is Warranted” petition. Thanks in anticipation)
“Insanity is doing the same thing over & over again and expecting different results”
For 20 years—from Bazley Commission in 2007 to Public Service Commission (PSC) in 2026—independent reviews have told same story: police culture where loyalty to colleagues trumps loyalty to integrity, where speaking up ends careers & where senior officers are held to a lower standard than those they command. The words change – the findings do not! Police have made progress in patches, but underlying cultural rot persists! 2026 PSC review was brutally clear: this is not about a few bad apples – it is a systemic failure. Without a sustained, uncomfortable & publicly accountable effort to drive generational change; next review will find the same problems, name the same failures & recommend the same solutions!
Independent Commission of Inquiry into Tribal NZ Police Culture is Clearly Warranted
Police culture was critically examined by 2007 Commission of Inquiry into Police Conduct (covered the period from 1979 to 2005) led by Dame Margaret Bazley
“The risk misconduct poses to Public confidence in the police is a significant one. Police should give high priority to ensuring this risk is minimised &, that when misconduct does occur, it is dealt with professionally, expeditiously & in a manner that gives both complainants & the Public no reason for concern.
It is clear certain elements of police culture have adversely affected Police’s ability to effectively & impartially investigate complaints against police members. Officers are more loyal to their colleagues than to the organisation or to the broader public interest. So, in a situation where an officer is accused of misconduct, collegial bonding may lead to a “code of silence” in which fellow officers resist efforts to investigate allegations. The closer the work group is, the harder it is for colleagues to “tell on” each other. Loyalty, if developed to excess, can lead to blind allegiance & potential for engaging in ‘cover-ups’.
One area of particular concern is the lack of an early warning system for inappropriate behaviour within police. It was clear some officers who committed serious misconduct had been engaging in low-level misconduct for years beforehand. No national system has been developed to provide early warning of officers whose behaviour indicates they are at risk of more serious misconduct. The Commission saw instances where individuals had been able to stay in the police despite repeated allegations of misconduct or concerns about their performance. The risk of this occurring & affecting Police’s integrity needs careful management. Implementation of a national early warning system is a key initiative, which should be nationally mandated.
The core values are described by the police as “the key things that this organisation says are important”. The core values are:
Integrity. All police members are committed & loyal to the vision, values & goals of the organisation. They inspire trust and behave honestly & ethically.
Professionalism. All police members are aware of the impact of their behaviour at all times. They maintain self-control, are resilient & present a professional image. They uphold the rule of law and maintain the guidelines, standards, policies & procedures set by the organisation.
Respect. All police members understand their role is to acknowledge & to respond to our diverse society and to serve all people with dignity. In doing so; they recognise the rights, values & freedoms of all people.
Under Integrity value, 7 undesirable behaviours are listed:
“turns blind eye” to unethical or unprofessional behaviour
knowingly makes promises that can’t be kept
avoids taking personal responsibility
blames others for mistakes
deliberately misleads
uses police position for gain
considers some tasks beneath them regardless of the impact on service levels
Under Professionalism value, 7 undesirable behaviours listed:
easily provoked to inappropriate behaviour
reacts defensively or with hostility when given constructive feedback
makes inappropriate or unauthorised public comments about police or stakeholders
deliberately ignores policies & procedures
allows emotions to show inappropriately when communicating
undermines colleagues, individuals & teams
uses police connection as a platform for expressing personal views & opinions
I am concerned the police impetus for change may not be sustained once the Commission of Inquiry into Police Conduct is discharged. For this reason, I believe it is very important an independent agency with the appropriate authority be tasked with monitoring & reporting on the implementation of my recommendations as adopted by Government, and also with the progress on the police projects & initiatives. Many of the projects the police have embarked on will involve making long-term changes to culture. They are not changes that can be implemented in a short period of time. Independent monitoring of & reporting on police progress in making these changes will, in my view, be critical to ensure the momentum established through this Commission is sustained”.
In 2021, IPCA’s Bullying, Culture & Related Issues in Police report concluded a “Tribal culture which values loyalty over integrity” (while claiming, as still today, “integrity” is one of Police’s main values!)
IPCA report painted stark picture of organisation with significant cultural failings – investigation found substantial evidence of systemic issues. Report concluded negative culture is about an environment where poor behaviour is normalised, condoned & often rewarded!
Interviewees overwhelmingly painted a bleak picture of Police culture, which was commonly seen as an autocratic culture based on diversity of thought intolerance.
• Significant number of those in managerial positions have little emotional intelligence & few managerial or people skills
• Organisation lacks empathy & caring
* Although values embodied in Code of Conduct (empathy, integrity, professionalism & respect) are to be applauded, consistent message IPCA received was they were not seen as being modelled by organization – particularly at senior level
• Tribal culture which values loyalty over integrity
Dominant culture theme is autocratic management style that does not tolerate questioning or challenge. This was described as “punitive culture” & “atmosphere of fear & acquiescence”:
– Culture undermines integrity & can foster corruption: Managers have reportedly told staff persistent challenges to proposed course of action could be “end of their career”
– Managers shut down new ideas & dissent: Staff who question instructions are labelled as negative & their contributions are dismissed. This culture extends to the executive level
– Police High Performance Framework (PHPF) is seen as “emperor’s new clothes”: Despite policies encouraging initiative, interviewees perceived organisation still wants “people who will simply do what they are told”
IPCA found widespread perception of culture built on allegiances, cliques, cronyism & nepotism; commonly referred to as “boys’ club”:
– “Loyalty complex” among managers: Managers expect complete loyalty & may set tests of loyalty. Staff are expected to report on what others are saying
– Pervasive “A team” vs. “B team” culture: There are long-standing personal relationships at senior levels. Loyalties & friendships are perceived to matter more than competency for appointments & promotions
– Protectionism culture: Those who are “inside the tent” protect each other from accountability
Those who don’t conform or who question authority face significant consequences, ranging from subtle exclusion to overt abuse:
– Marginalisation & ostracism of “questioners”: This takes the form of being ignored, excluded from communications, not invited to meetings or having ideas dismissed
– Overt bullying & intimidation: Includes shouting, swearing at staff, finger-pointing, belittling & ridiculing staff in front of others
– Pervasive fear speaking up is “career-limiting” or “career suicide”: Interviewees said raising issues, especially about senior officers, could end their careers
IPCA identified several key drivers that perpetuate the negative environment:
– Managers Lack Leadership/People Skills: Managers are promoted for operational expertise, not management ability. They are often “ill-equipped” & lack “basic leadership, people management or pastoral care skills”
– Misuse of Appointment Processes: Processes are seen as lacking transparency, fostering favouritism & being based on relationships rather than capability
– Poor Performance Management: Managers avoid difficult conversations, belittle staff or use annual appraisals to ambush employees without prior notice or records
– Promoting Results Ahead of People: Even if their behaviour is poor, managers are often viewed as high performers for achieving results
– Remnants of “Macho” Organisation: “Tribal culture” that values loyalty over integrity is perpetuated by “alpha male” personalities lacking emotional intelligence
– Unduly Authoritarian Management Style: Command-&-control style necessary for operations has become pervasive in all contexts, including routine staff management
Report concluded major change process was required. IPCA identified 5 critical success components:
– Encouraging Ethical Bystanders: Creating safe environment for staff to confront poor behaviour, with organisation providing support & protection
– Fairer & More Transparent Appointments: Based on personal attributes & behaviours, not just operational skill or personal allegiances
– More Effective & Coordinated Response to Poor Behaviour: Fixing broken complaints system &, critically, implementing centralised, reliable record-keeping system to track misconduct patterns
– New Style of Leadership & Management: Oriented towards coaching & people management, not just operational command
– Resetting Values: Moving from rhetoric to genuine commitment to “humanity, kindness, empathy, respect & inclusion”
Core conclusion of IPCA’s November 2025 Review of Police handling of complaints against Jevon McSkimming report was a culture of deference, avoidance & collective failure
IPCA’s investigation found multiple senior police officers, including Commissioner Andrew Coster, failed to take appropriate action when serious complaints were made against McSkimming. The report described a pattern where concerns were repeatedly passed along, minimised or ignored; with officers deferring to the assumption “someone else” had already handled it.
IPCA was clear: effect of these collective failures was to undermine the integrity of Police. “The decision making, and subsequent attempts in interviews & submissions to justify that decision making, indicate a concerning inability to recognise & take steps to prevent threats to organisational integrity”.
“Police culture tends to produce resistance to external criticism, and intolerance & even bullying of those who internally challenge status quo. It can lead to groupthink, psychological phenomenon in which the desire for group harmony & conformity can result in dysfunctional decision-making. That, in turn, can be manifested in “Them vs Us” mentality; failure to challenge poor decisions; tolerance of unethical behaviour & tendency to overlook alternative responses to problems due to pressure to conform or fear of ostracism.
This challenge is not new. Culture highlighted here was critically examined by 2007 Commission of Inquiry into Police Conduct led by Dame Margaret Bazley. While Police have made significant advances towards a more positive culture since the Bazley inquiry, our findings graphically demonstrate the settings in place to protect & enhance 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.
Far less has been done to effectively counteract negative culture. There needs to be specific plan of action not only to emphasise the behaviour required to reflect the core values of the organisation but also to confront & challenge the culture & accompanying behaviour that undermines those values. While some progress has been made in recent years, our perception is it has stalled & much more is required. It requires action that clearly demonstrates departure from core values will not be tolerated. We suggest this is most likely to be effective if it is demonstrably driven from the top”.
(Call for Full Forensic Search of McSkimming’s Personal Devices
Objectionable material was found only his work devices – there is no public record Police searched his home or personal devices.
When those at the very top appear to receive lighter treatment, it undermines confidence in the justice system & fails to deter others. Sentencing in such cases must be seen to be firm, especially for offending involving child exploitation material. United Freedom Front urge Police Minister, IPCA, Crown Law & Government to act on these concerns. Please share & sign this petition to demand full transparency & real accountability)
Public Service Commission’s April 2026 Performance Improvement Review report painted a stark picture of a police force where a culture of “tribalism” at the top, perception of two-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 challenge for Police leadership 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.
The report describes a culture where loyalty to rank & personal networks often overrides meritocracy, fairness & accountability – 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. Promotion & opportunities may be based on “who you know”, not merit – undermining fairness
– It turns attention inward, causing staff to prioritise tribal interests over the organisation’s goals, It can blind people to integrity issues & improperly protect those who are not performing
– Loyalty formed around rank, shared history or personal alliances, creating competing groups within the organisation. Staff may be protected from scrutiny or disciplinary action based on their “tribal” affiliations
Report noted this dynamic is “most visible during senior leadership transitions” & has “endured over entire careers”. This finding suggests cultural problems are not isolated incidents but are embedded in how the organisation operates at its highest levels.
The review found a widespread perception senior officers are held to a lesser standard than junior officers. This was a consistent theme from those interviewed.
Fear of Speaking Up: Report lead reviewers heard “instances of junior staff fearing speaking up against rank – it can be career limiting”. This suggests 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”, indicating the issues are not confined to a “small cohort of senior individuals” identified in the IPCA’s November 2025 report.
This review added the integrity challenge is systemic.
Report explicitly identified a failure of the organisation’s culture & systems, noting:
– Long-running cultural & conduct issues dating back decades, including those identified in 2007 Bazley Commission of Inquiry
– That 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. The review’s conclusion is clear: success depends on Police leadership sustaining this cultural effort over years, not months. The 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 fairness & accountability. This means embedding integrity into leadership, oversight & everyday practice – not as a compliance exercise but as a defining feature & value of policing”.
Core Conclusion: Systemic, Multi-Decades Failure of Culture, Not Just “A Few Bad Apples”
Most consistent theme across all reports is cultural problems within New Zealand Police are systemic, long-standing & embedded in how the organisation operates at its highest levels. Issues identified in 2007 are same issues identified in 2021, 2025 & 2026. Progress has been made in patches, but the underlying cultural rot persists!
“Tribalism” & “Boys’ Club” – Loyalty Over Integrity
Single most dominant & persistent theme across all reports:
– Bazley Commission (2007): “Officers are more loyal to their colleagues than to organisation or to broader public interest… collegial bonding may lead to ‘code of silence'”
– IPCA (2021): “Tribal culture which values loyalty over integrity” & “boys’ club” based on power relationships, allegiances, nepotism & cronyism
– IPCA McSkimming (2025): “Culture of deference, avoidance & collective failure” where officers repeatedly passed concerns along, assuming “someone else” had already handled it
– Public Service Commission (2026): Long-standing culture of “tribalism” especially at executive level; where loyalty to rank & personal networks overrides meritocracy, fairness & accountability
What tribalism looks like:
– Capable people are promoted based on “who they know”, not skill
– Dynamic is “most visible during senior leadership transitions” & has “endured over entire careers”
– Staff may be protected from scrutiny based on “tribal” affiliations
Intolerance of Dissent & “Lack of Diversity of Thought”
Consistent theme is autocratic management style that punishes questioning & rewards obedience:
– Bazley Commission (2007): Noted collegial bonding leads to resistance to investigating colleagues
– IPCA (2021): Described “punitive culture” & “atmosphere of fear & acquiescence”. Managers shut down new ideas & dissent, staff who question instructions are labelled as negative
– Public Service Commission (2026): Heard “instances of junior staff fearing speaking up against rank – it can be career limiting”
Consequence: Culture where challenging authority, especially about misconduct, carries significant personal risk.
Favouritism, Cronyism & Rigged Appointment Processes
Across 2 decades, reports have consistently found promotions & appointments are based on relationships – not merit:
– Bazley Commission (2007): Noted officers who committed serious misconduct had been engaging in low-level misconduct for years without consequences
– IPCA (2021): Appointment processes lack transparency & foster favouritism. Half of constabulary staff believed appointment & promotion processes were unfair
– Public Service Commission (2026): “Loyalties & friendships are perceived to matter more than competency for appointments & promotions”
Result: Organisation fails to identify & remove poor performers or those with pattern of concerning behaviour.
Complaint Systems Failure
Perhaps most damaging consistent theme is internal complaint processes are broken:
– Bazley Commission (2007): Noted lack of early warning system for inappropriate behaviour. Officers with repeated allegations stayed in Police
– IPCA (2021): “Virtually without exception” interviewees had no trust in complaint mechanisms. Many described impact of Police’s response as worse than behaviour itself
– IPCA McSkimming (2025): Pattern where concerns were repeatedly passed along, minimised or ignored. Officers deferred to assumption “someone else” had already handled it
– Public Service Commission (2026): “Internal complaints processes are not necessarily robust”. Speaking up is seen as “career-limiting” or “career suicide”
Core problem: Systems designed to address poor behaviour are fundamentally broken & fear of retaliation is pervasive.
Double Standards – Seniors Held to Lesser Standard
Consistent perception across all reports is senior officers are treated differently than junior staff:
– IPCA (2021): Values (empathy, integrity, professionalism, respect) were “not seen as being modelled by organization, particularly at senior level”
– IPCA McSkimming (2025): Senior officers failed to act on serious complaints against deputy commissioner. Effect was to undermine integrity of Police
– Public Service Commission (2026): “Widespread perception senior officers are held to lesser standard than junior officers”
Culture & processes “have failed Police staff at all ranks”, not just a small cohort of senior individuals
Poor Management & Lack of Leadership Skills
Recurring theme is managers are promoted for operational competence, not leadership ability:
– IPCA (2021): Managers are promoted for operational expertise, not management ability. They are often “ill-equipped” & lack “basic leadership, people management or pastoral care skills”
– Public Service Commission (2026): Command-&-control style necessary for operations has become pervasive in all contexts, including routine staff management
Irony: Police list “empathy, integrity, professionalism, and respect” as core values, but these values are consistently reported as not being modelled – particularly at senior levels.
Need for “Integrity Reset” & Sustained Change
All reports concluded fundamental cultural change is required & previous efforts had stalled or been insufficient:
– Bazley Commission (2007): Warned “police impetus for change may not be sustained”. Called for independent monitoring
– IPCA (2021): “Negative culture highlighted by this report paints dismal picture”
– IPCA McSkimming (2025): Decision-making indicates “concerning inability to recognise & take steps to prevent organisational integrity threats”
– Public Service Commission (2026): “This is not about a few bad apples; report points to systemic rot where loyalty can trump merit, speaking up is risky & complaint processes are broken”
Bottom line: Without sustained, uncomfortable & publicly accountable effort; these findings “will be just another report on a shelf gathering dust while public trust continues to erode”.
As Police Can’t be Trusted, Independent Commission of Inquiry is Clearly Warranted
Abridged version of my appalling Police experience
Appreciate you sharing & signing my “Independent Commission of Inquiry into Tribal NZ Police Culture is Warranted” petition. Thanks in anticipation