The NSW Police Force publishes or contributes to a range of publications outlining its operational capacity, financial position and organisational planning. Please find these listed below.

Annual Reports

The links and content below are hosted on the Internet Archive Wayback Machine website. Please note that this is a third party website, and NSW Police Force does not own or administer it.

FORCE2030

FORCE2030 outlines our goals and how we intend to achieve them.

Crime Statistics

To find out detailed information about crime statistics in NSW, including statistics for your local area, please visit the NSW Bureau of Crime Statistics and Research (BOCSAR).

Independent Cultural Review into New South Wales Police Force

The final report of the Independent Cultural Review into the NSW Police Force is now available.

The Review examined the cultural experiences of the NSW Police Force and the current systems and processes in place to prevent and respond to issues of behaviour, culture, and integrity, and provide recommendations of areas of development, and to improve staff experiences.

The Independent Cultural Review was conducted by Kristen Hilton, the former Victorian Human Rights Commissioner.

More than 5000 people contributed to the Review including through online surveys, face-to-face interviews, focus groups and written submissions.

The Review has made 29 recommendations. All recommendations have been accepted either in full or in principle.

Recommendation 1. NSWPF should ensure the composition and functioning of its executive team contains a broader diversity of perspectives, skills and experience to strengthen organisational culture, decision-making and public trust.

1a. Broaden substantive membership to the Commissioner’s Executive Team to include civilian roles with specialist capabilities.

1b. Establish one to two dedicated roles on the Commissioner’s Executive Team for assistant commissioners or executive directors, to be held on a 6-to-12-month rotational basis, to provide exposure to executive decision-making, build leadership capability and foster succession planning.

1c. Establish transparent criteria and processes for additional appointments to the Commissioner’s Executive Team, to ensure merit-based selection and role modelling of inclusive leadership behaviours.

1d. Build a pipeline of more diverse talent for senior leadership roles, including developing measures to address the low representation of women, First Nations staff, and employees from culturally and linguistically diverse backgrounds.

Recommendation 2. To strengthen implementation, NSWPF should incorporate explicit targets and outcome measures into its people and culture strategies, with the Commissioner’s Executive Team jointly responsible for driving and monitoring progress.

2a. Establish timebound organisational targets for employee engagement, retention, diversity, respectful workplace behaviours, and successful return to work from psychological injuries.

2b. Ensure that members of the Commissioner’s Executive Team are held accountable for progress through their performance plans.

Examples of initiatives already underway to address the key themes, include:

  • a review of the promotions process
  • the development of a leadership framework
  • a review of the recruitment process
  • a focus on harmful behaviours through a two-year program designed to educate and stop these behaviours happening; and
  • a continued investment in mental health and critical incident support.

A detailed and prioritised implementation plan is being developed which will be overseen by the NSW Police Force’s Audit and Risk Committee.

Final Report of the Independent Cultural Review into the NSW Police Force.