Strategic Plan 2008-2012_lowres

Strategic Plan 2008—2012

Queensland Police Service

Subject Title Contents

Community Contents 3

Commissioner’s Message

4

Alignment with Government Priorities

6

Mission and Vision Statements

8

Strategic Priorities 2008—2009

11-14 QPS Outputs

[2]



• Community Safety and Engagement



• Crime Management



• Traffic Policing



• Professional Standards and Ethical Practice

15

Corporate Resource Management

Commissioner’s Message

I am pleased to present the Queensland Police Service Strategic Plan for 2008—2012. While the Strategic Plan takes a four-year outlook, it will be reviewed annually. For the first time, a statement of the Service’s Strategic Priorities, developed by the Senior Executive, has been included. The Priorities will be updated each year to reflect new or emerging issues, and will guide decisions about service delivery, resource management and future investment. The resident population of Queensland is currently around four million and continues to grow faster than the rest of Australia. Queensland also attracts around 18 million visitors a year across its 1.7 million square kilometre land mass. In this context, the Queensland Police Service must meet the challenge of delivering and maintaining a high quality, 24/7 policing service. Engaging the community assists the Service to identify contemporary and emerging areas of concern. Increasing multicultural diversity, high technology crime and the impact of climate change are some of the many factors the Service must ensure it is well positioned to respond to.

The Strategic Plan describes the wide range of activities performed by the Service under four key outputs: Community Safety and Engagement Crime Management Traffic Policing Professional Standards and Ethical Practice At each output level, the Plan contains specific strategies that guide service delivery and performance. Over the previous decade, the Service has embraced many organisational changes and maintained a strong focus on strategic planning, service delivery, performance management and continuous improvement. The Strategic Plan 2008—2012 continues that focus, and the annual review process will consider the results of an external review, changes to financial management legislation, and the development of a portfolio management structure for the Service that will form the basis of future strategic plans. I am confident the Queensland Police Service has the capacity to deliver policing services that provide for the safety and security of all people in Queensland. The Strategic Plan 2008—2012 will continue to guide the development and deployment of resources in that regard and I commend the Plan to you.

To ensure core policing services are delivered efficiently Bob Atkinson APM and effectively, the Service will continue to focus on Commissioner professionalism, performance, people and partnerships. In addition, the Service will strive to: • be open, accountable and respected by the community; • be responsive, innovative, flexible and results-driven; • have well trained, valued police and staff who are supported by modern equipment, facilities and technology; and • work collaboratively with the community and other agencies to address crime and public safety.

[3]

Alignment with Government Priorities

PLanning The Queensland Government’s priorities provide direction to ensure current and future challenges are addressed through sustainable and effective service delivery. The Queensland Police Service contributes to these priorities by providing safety and security to the State’s 4.2 million residents and 18 million domestic and international visitors. The Queensland Police Service Strategic Plan 2008— 2012 sets the strategic direction for the Service. This document identifies key priorities and strategies for service delivery and the performance measures that the Service will use to achieve them. This direction is disseminated through internal planning and performance management processes and through the development and implementation of specific action plans and strategies at each level of management to address local priorities.

Performance management in the QPS is based on operational performance reviews, supported by compliance auditing. Reviews are conducted of all districts across the State, as well as commands and corporate divisions. Reviews are chaired by the Commissioner, who is joined by the Service’s two Deputy Commissioners and the Deputy Chief Executive (Resource Management) in facilitating a comprehensive, structured discussion centred upon all aspects of service delivery and support operations within the area under review. Review discussions reinforce the Service’s strategic direction and provide the opportunity to explore emerging issues with strategic implications, enabling the organisation to develop informed responses to challenges as they arise.

Postscript In September 2008, the Premier launched Toward Q2: Tomorrow’s Queensland. This policy articulates a new vision for the future of Queensland, including five ambitions and 10 targets for Queensland to achieve by 2020, and replaces the government priorities which were the basis for the development of this strategic plan. The Queensland Police Service will ensure that its operations during the term of this plan and into the future reflect the Government’s ambitions and targets. Future plans will state our relationship to the targets and how we contribute to the Government’s overall vision for the State. [4]

Alignment with Government Priorities

Fostering Healthy Individuals and Communities • Address crime and its social and economic causes • Improve responsiveness of the criminal justice system • Minimise the risk and impact of accidents, emergencies and disasters • Improve the safety and security of individuals, families and communities

Strengthening Indigenous Communities • Work with Aboriginal and Torres Strait Islander communities to address substance abuse and alcohol management • Improve the delivery of services to Aboriginal and Torres Strait Islander communities

Queensland Police Service OUTPUTS

Queensland Police Service Strategic Plan 2008—2012 Information Management Strategic Plan 2001—2010 Asset Strategic Plan 2007—2011 Future Directions Statements Priority Statements Operational Plans Personal Performance Appraisal processes

Community Safety and Engagement Crime Management Traffic Policing Professional Standards and Ethical Practice

Performance Management PRIORITIES

Planning FRAMEWORK

• Build on reforms to the child safety system to improve the wellbeing of Queensland children

Personal Safety Property Security Traffic Policing Client Service Planned and Unplanned Major and Special Events Strategic Issues Human Resource Management Financial Management Professional Standards and Ethical Practice

[5]

Subject Title Mission and Vision

Vision Mission Statement To serve the people of Queensland by protecting life and property, preserving peace and safety, preventing crime and upholding the law in a manner which has regard for the public good and the rights of the individual.

Vision Statement We are determined to be a professional police service, dedicated to excellence and committed to working in partnership with the people of Queensland to enhance the safety and security of our community.

[6]

[7]

Strategic Priorities 2008-2009

Commitment A list of strategic priorities for 2008—09 has been developed to guide budgeting, planning and performance management in the Queensland Police Service in 2008—09. In developing these priorities, environmental scanning was used to identify relevant internal, State, national and global issues. The strategic priorities will provide focus for the Service’s activities and ensure it is well positioned to meet the challenges presented by current and emerging issues. The strategic priorities also reflect a range of documents including Government priorities, the Ministerial Charter of Goals, the whole-of-Government policy development program, election commitments, and funded budget initiatives for 2008—09. The list is closely aligned with the Service’s 2008 statement of research priorities. The Service’s priorities for 2008—09 are not listed in priority order - all are vital to ensure the Service can continue to police Queensland effectively. Delivering Core Services • Priority policing - ensuring police are available to address calls for service in the timeliest way possible • Increasing the number of first-response officers while maintaining our capacity to deliver specialist and support services • Releasing more police to operational duties through civilianisation • Attraction and retention of police and specialist

[8]

civilians to ensure sufficient staff are available with the appropriate skills to protect and serve the Queensland community • Providing operational equipment and facilities to enable police to do their job safely and effectively • Being committed to ensuring the health, safety, welfare and professional development of Queensland Police Service members • Encouraging ethical and professional leadership and practice Efficient, Innovative, Well-Planned Service Delivery • Examine opportunities to improve business practices and processes, including through the use of e-business • Review models of service delivery (e.g. through Smart Service Queensland, Service Delivery and Performance Commission). • Better link Queensland Police Service and regional planning processes Information and Communications Technology (ICT) Initiatives that move us toward a future of high technology policing that is responsive and community focused – they include: • Computer Aided Dispatch

Strategic Priorities 2008-2009

• Communications centres

Vulnerable Persons and the Criminal Justice System

• Mobile services

• Helping first response officers deal with people who are vulnerable including children and working in partnership with other agencies to reduce their involvement in the criminal justice system

• Queensland Police Records and Information Management Exchange • Policelink - the QPS Police Contact Centre • Ensuring the safety of police and detainees by installing and/or upgrading CCTV in all 24-hour watchhouses • Helping implement systems that enable us to work more effectively with our criminal justice system partners and other jurisdictions Queensland Police Academy 2012 Project • Building a centre of policing excellence that will help ensure our policy and practices are evidence based, and our police have the knowledge and skills they need to be world class Policing Indigenous Communities • Working with partner agencies to address the causes of crime • Delivering the Government-endorsed policing model, using a combination of state police and Police Liaison Officers • Responding to the CMC Review and participating in the whole-of-government reform agenda

• Implementing the Queensland Police Service Disability Service Plan Drugs, Alcohol and Substance Misuse and Links to Offending • Investigating and addressing the links between drugs, alcohol and substance misuse and violence, including youth violence and particularly in Indigenous communities • Investigating and addressing the increasing use of Amphetamine Type Stimulants within the community, its links to mental psychosis and other offending Major and Organised Crime • Developing new tools and techniques to address major and organised crime, including Titan threat/ risk assessment system, and the Australian National Victim Identification Library • Identifying, targeting and suppressing high threat criminal networks and illegal commodity markets (including Outlaw Motor Cycle Gangs)

Road Safety

• Enhancing counter-terrorism strategies including prevention, intelligence, investigative capability, general response and consequence management

Reducing the road toll by implementing and evaluating those initiatives announced as part of the 2006 Road Safety Summit:

• Maintaining and developing strong partnerships with other law enforcement agencies and academic institutions

• Vehicle Impoundment

• Ensuring proceeds of crime are a consideration at every police engagement

• Fixed Camera and Digital Implementation • Intelligent Traffic Analysis System • Random Roadside Drug Testing • QPS Road Safety Action Plans

[9]

Output

Community Safety and Engagement

RESPONSIVE Goal:

Key Focus Areas:

Fostering healthy individuals and communities through crime prevention and proactive policing partnerships

Public Order and Safety Crime Prevention and Community Partnerships Civil Emergencies and Major Events

Strategies

Performance Indicators

• Manage calls for service in a professional, ethical and responsive manner underpinned by a `client service´ philosophy

• Percentage of time directed toward community safety and engagement (Source: State-wide Activity Survey {SWAS})

• Monitor and address perceptions of safety and security within the community through high-visibility presence, interaction, client follow up and reassurance

• Number and rate of good order offences detected (Source: QPRIME)

• Ensure timely responses to incidents of anti-social behaviour, and develop programs to reduce such occurrences • Develop, implement and evaluate focused and innovative policing and crime prevention initiatives, guided by intelligence, analysis and research • Promote crime prevention initiatives on a whole-ofGovernment and community basis • Engage in and foster effective partnerships and networks with the community, government agencies and the private sector to identify and address the causes of crime and anti-social behaviour • Plan for and allocate sufficient resources to manage and police major and special events, emergencies, disasters and terrorist incidents

• Rate of unreported offences (Source: Crime and Safety Survey) • Level of community satisfaction with police (Source: National Survey of Community Satisfaction with Policing {NSCSWP}) • Level of community satisfaction with police support for community programs (Source: NSCSWP) • Perceived level of personal safety and property security (Source: NSCSWP) • Percentage of people concerned about being a victim (Source: NSCSWP) • Level of community satisfaction with police dealing with public order problems (Source: NSCSWP) • Satisfaction of members of the public who have had contact with police in the past 12 months (Source: NSCSWP)

[ 11 ]

Output

Crime Management

Innovative Goal:

Key Focus Areas:

Reduce the impact of crime on the community

Personal Safety Property Security Significant and Emerging Criminal Networks

Strategies

Performance Indicators

• Strengthen the capacity and procedures to provide a timely and appropriate response to incidents

• Percentage of time spent on crime management (Source: SWAS)

• Engage and foster effective partnerships and networks with the community, government agencies and the private sector to minimise, detect, investigate and solve crime

• Number and rate of offences reported: Personal Safety and Property Security (Source: QPRIME)

• Reduce the incidence of crime through contemporary policing practices including environmental and crime analysis • Promote and use intelligence, advanced technology and information systems to allow for effective evidence gathering, investigation and the prevention of criminal activity • Maximise resources by utilising a cooperative and multidisciplinary approach to crime management • Promote and demonstrate accountability and commitment to client service by assisting victims, keeping them and other stakeholders informed, and through the prosecution of offenders • Engage with other law enforcement agencies to target terrorist activity and major criminal enterprises by focusing on major crime and significant criminal and terrorist networks and their assets [ 12 ]

• Number and rate of offences cleared: Personal Safety and Property Security (Source: QPRIME) • Number and rate of offences reported and cleared within the period: Personal Safety and Property Security (Source: QPRIME) • Public satisfaction with initial police response (Source: Crime Victims’ Survey) • Public satisfaction with police response from specialist officers (Source: Crime Victims’ Survey)

Output

Traffic Policing

Safety Goal:

Key Focus Areas:

To contribute to safe road use through enforcement and proactive programs

Road Safety Initiatives Traffic Enforcement

Strategies

Performance Indicators

• Foster partnerships through engagement with the community and other agencies to identify and implement road safety education and crash prevention initiatives

• Percentage of time directed towards traffic policing (Source: SWAS)

• Provide quality advice to Queensland Transport and other stakeholders on enforcement, engineering, education and evaluation initiatives • Promote road safety and compliance through a combination of deterrence methodologies, including proactive media engagement and a multifaceted approach to traffic policing on Queensland roads • Provide timely and effective response to traffic incidents involving a multi-agency management approach to mitigate the impact and consequences of road trauma and incidents

• Number and rate of road fatalities by crash contributing circumstance (`Fatal Four´ and road user type) (Source: Queensland Road Crash Database) • Number and rate of reportable crashes by crash contributing circumstance (`Fatal Four´ and road user type) (Source: Queensland Road Crash Database) • Number and rate of hospitalisations (Source: Queensland Road Crash Database) • Rate and detection of offences by red light and speed cameras (Source: Traffic Scheduling and Reporting System)

• Provide random and targeted enforcement supported by innovation, research, intelligence, and technology • Implement strategies identified at the Road Safety Summit and in QPS Road Safety Action Plans

[ 13 ]

Output

Professional Standards and Ethical Practice

Confidence Goal:

Key Focus Areas:

To ensure the community has confidence in, and respect for, the Queensland Police Service

Training and Professional Development Ethical Conduct and Integrity Public Accountability

Strategies • Identify and adopt innovative and effective approaches to professional development for all Service employees • Provide appropriate and effective pre-service training for police recruits • Promote professionalism and ethical behaviour to all QPS employees • Support and monitor high standards of ethical conduct and educate staff in maintaining ethical practices • Ensure a timely, measured and consistent response to potential, alleged and actual inappropriate behaviour • Support witnesses who identify inappropriate or unethical conduct • Demonstrate public accountability by providing appropriate, accurate and timely information to Government and the community • Provide advice to Government on policing matters

[ 14 ]

• Provide appropriate and timely advice and support community awareness programs through the use of media and public relations • Constantly review and support coordinated and accountable corporate governance arrangements Performance Indicators • Percentage of time directed towards maintaining professionalism and ethical practice (Source: SWAS) • Hours directed to in-service training (Source: Advance database) • Rate of, and changes in, complaints against police per 1,000 officers (Source: Ethical Standards Command) • Public perception of police professionalism and image (Source: NSCSWP)



Corporate Resource Management

capacity Corporate resource management includes the provision of strategies, human resource, financial, administrative and information and communication technology services. These support functions include: • Employing flexible and supportive human resource management policies and practices to attract, retain and develop staff • Developing concepts to address current and future policing needs associated with demographics and infrastructure growth across Queensland

• Planning, implementing and maintaining the Service’s capital works and other asset programs in accordance with the Service’s strategic priorities • Coordinating planning, budgeting, policy development and risk management within the Service • Pursuing and developing interagency partnerships that enhance the provision of healthy individuals and communities

• Implementing and maintaining information and communication technology systems to support frontline policing, support services and corporate governance requirements through research, benefits, management and consultation

[ 15 ]

Performance People Professionalism Partnerships

Queensland Police Service www.police.qld.gov.au